Applied management training
The Ministry of Works was a prime mover in further education and this especially applied to ensuring that its engineers were given practical management training. Throughout the 1960s, for example, its chief training officer G.P. Rabey with the Institute of Management conducted applied training sessions throughout the country.
In your anonymous communique “Do you Want Another Ministry of Works?” Your correspondent defines the problem which was becoming discernible in the 1960s of the government being the major operator, in this case of public works, while at the same time being civil engineering sector regulator. As was pointed out, this dual role had the immediate impact of an extreme safety regime everywhere, all the time.
The wisdom of the state relinquishing operational participation in civil engineering works, as your correspondent indicated, became abundantly obvious with the Pike River mining disaster in which there was a deliberate attempt to smear the state which was vulnerable as both operator and regulator.
The Ministry of Works had come to the end of its useful life by the 1980s. The private sector by then had developed to the point at which it could take over, and which it proceeded to do.
The notion that the Ministry of Works was behind the times, feather-bedded, or otherwise unequal to the technical demands placed upon it is quite untrue, and quite unfair to the dedicated people who successfully staffed it all levels and right to the very end.
As your correspondent states, it should instead be held up as a shining example of quite recent New Zealand civil engineering excellence.
Your correspondent likened its structure to that of the military. My recollection is that its administrative structure also resembled the Imperial one with its district officers, commissioners, and Residents.
All this did nothing to dispel the fusty image that now attaches to the old Ministry.
Yet it was exactly this clear-cut structure that pinned down responsibility and successfully sidestepped the type of multi-layer administrative duck shoving that has come to characterise big projects in the current era. Whoever was operationally responsible for projects at the MoW, it was always the engineer.
With good wishes
A.J. Springhall
Applied management training
The Ministry of Works was a prime mover in further education and this especially applied to ensuring that its engineers were given practical management training. Throughout the 1960s, for example, its chief training officer G.P. Rabey with the Institute of Management conducted applied training sessions throughout the country.
In your anonymous communique “Do you Want Another Ministry of Works?” Your correspondent defines the problem which was becoming discernible in the 1960s of the government being the major operator, in this case of public works, while at the same time being civil engineering sector regulator. As was pointed out, this dual role had the immediate impact of an extreme safety regime everywhere, all the time.
The wisdom of the state relinquishing operational participation in civil engineering works, as your correspondent indicated, became abundantly obvious with the Pike River mining disaster in which there was a deliberate attempt to smear the state which was vulnerable as both operator and regulator.
The Ministry of Works had come to the end of its useful life by the 1980s. The private sector by then had developed to the point at which it could take over, and which it proceeded to do.
The notion that the Ministry of Works was behind the times, feather-bedded, or otherwise unequal to the technical demands placed upon it is quite untrue, and quite unfair to the dedicated people who successfully staffed it all levels and right to the very end.
As your correspondent states, it should instead be held up as a shining example of quite recent New Zealand civil engineering excellence.
Your correspondent likened its structure to that of the military. My recollection is that its administrative structure also resembled the Imperial one with its district officers, commissioners, and Residents.
All this did nothing to dispel the fusty image that now attaches to the old Ministry.
Yet it was exactly this clear-cut structure that pinned down responsibility and successfully sidestepped the type of multi-layer administrative duck shoving that has come to characterise big projects in the current era. Whoever was operationally responsible for projects at the MoW, it was always the engineer.
With good wishes
A.J. Springhall
The US$11 million refurbishment project took two years to complete and is part of the airline’s continuous investment to improve and upgrade its products for a seamless and enjoyable travel experience.
Emirates’ premium customers, including those on the airline’s five daily New Zealand services to Dubai and beyond, can now look forward to an enhanced lounge experience with three new distinct concept areas within the Emirates Business Class Lounge. The latest food and beverage concepts cater to diverse tastes and include a barista experience in partnership with Costa Coffee, a Health hub with Voss water featuring healthier options, and an exclusive Moët & Chandon champagne lounge.
The new offering is in addition to the seven other locations within the lounge with gourmet cuisine prepared by on-site chefs and a complimentary full bar service, which includes premium wine, spirits and champagne.
All the food and beverages offered within the lounge are complimentary for Emirates First Class and Business Class customers, as well as Emirates Skywards Platinum, Gold and Silver members - the airline’s frequent flyer programme.
Barista experience
Customers passing through the Emirates Business Class lounge in need of a caffeine fix can enjoy complimentary freshly- brewed beverages prepared by Costa Coffee baristas as well as pastries, provided round the clock. The coffee bar will serve signature Costa drinks made from slow-roast beans of the coffee house’s own unique Mocha Italia blend.
Beverages available include iced coffees and favourites like cappuccinos and caffe lattes.
Health hub
For the health conscious traveller, Emirates has introduced the Health hub in partnership with Voss water. With an increasing demand for health, well-being and more nutritious meals, Emirates is the first airline to have a dedicated health hub within its lounge.
The new station allows travellers to rehydrate and recharge before their flights with a selection of fruit and water infusions. It also features a healthy menu of gourmet sandwiches, wraps, and salads. Healthier beverages such as a selection of juices and smoothies are also available.
Champagne lounge
Customers looking to unwind before their flight can look forward to the Moët & Chandon champagne lounge created exclusively for Emirates. The first-of-its-kind lounge to be located in an airport reinforces Emirates and Moët Hennessy’s longstanding partnership of over 25 Years.
Moët Hennessy champagnes are a mainstay of the Emirates experience; however, this is the first time an airline is serving four of Moët & Chandon's finest champagnes in one place. This includes Moët Impérial, Moët Rosé Impérial, Moët & Chandon Grand Vintage and Moët Nectar Impérial.
To complement each champagne, chefs from Emirates flight catering and the in-house lounge teams collaborated with Moët & Chandon, to create a unique selection of canapés - from sweet to savoury flavours. The canapé menus are changed monthly and include selections such as smoked salmon wrapped in nori with wasabi mayonnaise to complement the Moët & Chandon Grand Vintage 2006 and passion fruit and jasmine tea macaroons to be paired with Moët Nectar Impérial.
Guests can enjoy their drinks at the chic bar featuring a golden wave design adorned with 2,400 intricate gold leaves applied individually by hand.
The three new refreshment areas are the first of a several new concepts planned for the lounges at the Emirates hub in Dubai. In the coming year, Emirates is looking to further improve the customer experience by introducing a sports bar and a cocktail bar within its lounges.
The Business Class lounge in concourse B is one of six Emirates lounges at Dubai International Airport and is part of a network of 39 dedicated airport lounges located within major airports around the globe. Each lounge has been designed with the same attention to detail and exceptional service offering premium customers the highest standards of comfort and ease at every stage of their journey.
The newly refurbished lounge measures close to 10,000 square feet to accommodate over 1,500 customers – a 40% increase in seating capacity. In addition to the new refreshment stations, the children’s play area with arcade quality games has been doubled in size, and the Timeless Spa within its premise has been renovated and offers hair, beauty and therapy treatments.
Lounge guests can also refresh with a shower, unwind at designated quiet areas, stay up to date with the latest news and live sports and stay connected with complimentary Wi-Fi.
New wireless control technologies are being adopted by manufacturers and users of cranes and other lifting equipment.
Most of us find it odd to look back five or ten years to when our home computers were tethered to the wall by a cable. Somehow we just accepted that the cable restricted the mobility of the device and lived with that limitation. Now, of course, it is completely normal to pull a mobile phone out of your pocket and dial up the internet so that we can look up obscure information, book tickets or connect with a computer many miles away.
In the industrial and commercial arenas, wireless technology has revolutionised many practices. Logistics companies now routinely track the progress of every single parcel in their charge; field engineers collect data from and send instructions to remote facilities such as water pumping stations; customer accounts can be updated in real time, etc.
Britain’s wealthy Gupta family is reportedly interested in Arrium’s steel and iron assets.
The Australian reports that the Guptas’ Liberty House has submitted a bid for Arrium’s assets, which are being sold as Arrium Australia, separately from Moly-Cop.
Liberty is run by Sanjeev Gupta, and it had previously attempted to acquire Tata’s British Steel assets prior to Brexit.
The article notes that the Guptas’ plan would be to invest in Arrium Australia to produce higher-grade ores and better quality steel at the Whyalla factory, which is forecast to lose $11 million next financial year, down from a previous $43 million loss.
According to a BBC profile from April, Sanjeev Gupta founded Liberty while studying economics at Cambridge University. It has revenues of 3.5 billion pounds and offices in London, Dubai, Singapore and Hong Kong.
Mark Mentha of administrators KordaMentha last week said there were “quite a few” bidders who wants to keep Arrium Australia whole. This is the “strong preference” of the administrators.
The sale is being run by Morgan Stanley, and separately from the Moly-Cop mining consumables business, which appears likely to float on the ASX.
Arrium went into administration in April, owing $4 billion.
Source: Manufacturers'Monthly
Palace of the Alhambra, Spain
By: Charles Nathaniel Worsley (1862-1923)
From the collection of Sir Heaton Rhodes
Oil on canvas - 118cm x 162cm
Valued $12,000 - $18,000
Offers invited over $9,000
Contact: Henry Newrick – (+64 ) 27 471 2242
Mount Egmont with Lake
By: John Philemon Backhouse (1845-1908)
Oil on Sea Shell - 13cm x 14cm
Valued $2,000-$3,000
Offers invited over $1,500
Contact: Henry Newrick – (+64 ) 27 471 2242