Fears for future of Mr Binman

first_imgAdvertisement Linkedin NewsLocal NewsFears for future of Mr BinmanBy admin – October 13, 2011 1381 WhatsApp Print Facebookcenter_img FEARS surround over 600 direct and indirect jobs at one of the country’s largest waste removal service providers, after examiners moved into its Limerick offices this Wednesday. A hive of administrative activity was reported at the Luddenmore headquarters in recent days, where it is believed an extensive investigation into the future and stability of the company was undertaken. It is alleged that the company experienced financial difficulties in recent months and years.Sign up for the weekly Limerick Post newsletter Sign Up An application submitted this Wednesday morning to the High Court on behalf of Mr Binman, sought court protection for the company. Affidavits have been furnished to the chancery court list and the matter is due to be heard again on October 18. However, in the interim, Mr Billy O’Riordan of Pricewaterhouse Coopers has been appointed as examiner to Mr Binman and its subsidiary companies, Greenport Environmental, Rural Refuse and Recycling and Clearpoint Recycling Ltd. Under the helm of Mr Martin Sheehan Snr since 1994, Mr Binman through the Sheehan family has site locations at Grange in Kilmallock, and Carrick-on-Suir, with accompanying offices in Clonmel, Ennis, Newcastle West and Limerick city. The company is now under the management of Mr. Martin Sheehan Jnr. In recent weeks, a decision was made by Bank of Scotland (Ireland) to withdraw its support and the company directors sought examinership to negotiate and restructure its debts.With a price war rampant throughout the industry, the company was said to be “compromised,” following claims that lending institutions sought to recoup on their lending.But Mr Binman say that they have an investor willing to inject the companies with finance to fund their working capital. Four years ago the company was involved in the purchase of a bio mass site in Foynes, for a reported €17 million.Other purchases made in recent years include a €5 million farm in Kilmallock, adjacent to the Luddenmore site. Mr Binman recently launched a service in the Cork area. Discounted services were also launched in Waterford.It has been suggested that an imminent rescue package could be put in place, while a firesale of the company to competitors is also seen as a possibility, should the proposed business plan fail to secure long-term viability.Financial difficulties and the resistance of the Bank of Scotland Ireland to make finances available to Mr Binman were alluded to during court proceedings brought against the company by local authorities. In 2010, Mr Binman was fined at Limerick District Court over its non compliance with Environment legislation, as it left over 30,000 of its customers without a suitable wheelie bin for the collection of recycling waste. The company stated that it was unable to get credit from the bank to carry out the necessary upgrade and roll-out of the bins to its customers, further stating that despite this it would still endeavour to complete its regulatory obligations.Company financial data was also withheld from the public domain during a recent court case, being deemed to be “sensitive information”. The company was convicted of breaches of the health and safety and fined €40,000 over an incident where an employee lost his life in an onsite accident in 2008. Recently, Mr Binman tried to overcome financial difficulties without the support of the UK bank and endeavoured to test trial a pilot initiative for the collection of rubbish bins before 8am in the city centre.The initiative began in mid-September and was to run for a month and if successful, plans were to be furnished to run the scheme throughout the city centre. The company believes that it has a viable business plan despite the financial turmoil it faces. Previous articleHuman remains found in John’s SquareNext articleGuitar and saxophone sing from the States admin Twitter Emaillast_img read more

Loyalty is the key in a changing world

first_img Previous Article Next Article Comments are closed. Related posts:No related photos. Loyalty is the key in a changing worldOn 9 Mar 2004 in Personnel Today We asked some of the profession’s leading figures about our survey, thecurrent state of public sector HR and what it needs to do to improveperformance in the coming years. Alastair Henderson, acting director, NHS, Employers Organisation The key challenge for HR in the NHS is supporting the organisation throughchange. There are always challenges surrounding managing staff performance andthe changing culture of an organisation. The question of funding and HRcapacity is crucial, and I’m not surprised at the concerns of the profession. But I don’t think we should underestimate the commitment and satisfactionachieved by people working in the public sector and the NHS – that’s veryimportant. Jo Fellows, HR adviser, Local Government, Employers’ Organisation Local government HR departments have been at the forefront of good practicein areas such as equality and diversity, and this seems to be reflected in thesurvey results. It’s an exciting and challenging time for HR professionalswithin local government at the moment, particularly as people management ismoving up in the improvement agenda. Will Hutton, chief executive, The Work Foundation Managing the performance of staff is always a big problem. Virtually everystaff survey in the private and public sector alike is guaranteed to say threethings: that organisations can’t manage performance, that there needs to bemore team-working, and something about the better design of pay and rewardsystems. Not managing performance is a widely-perceived problem in the privatesector, and it doesn’t surprise me that it’s an issue for public sector HRprofessionals as well. Mike Emmott, employee relations adviser, Chartered Institute of Personneland Development (CIPD) The results on the whole are pleasing as they concur with the CIPD’s own research.The one real surprise is the high rating of those enjoying a good work-lifebalance. This is good news as it suggests an emphasis in the public sector ontranslating family-friendly and flexible policies. However, the high stress levels – particularly in the health service – arediscouraging. You have to look at the reasons why they are high. One of themain reasons is the poor standards of line management – a particular weaknessin the public sector. I also think the ‘ambiguity of objectives’ in the publicsector can lead to stress. Alan Warner, corporate director (property and people), HertfordshireCounty Council and vice-president of the Society of Personnel Officers inGovernment Services (Socpo) Part of what we need to do is address issues of image. The public sector isa great place to be and we need to say so more forcefully and frequently, butwe also need to concentrate more on picking out the stars of tomorrow. Very fewother areas of employment give people the real opportunity to make a differenceand improve the quality of life and the environment in which we all live. The upshot is that good HR directors have to be a lot more creative with thelimited resources they have. The evidence suggests they are doing this asmassive changes have been achieved over the past few years. Andrew Foster, director of HR, Department of Health The good scores on industrial relations, employee relations, equalopportunities, innovation and employment law reflect the high quality of staffin HR functions in the NHS. The good scores on work life balance, flexibleworking, and job security are also encouraging. The survey’s findings on stress reflect the public sector generally,particularly the health service. However, we are not complacent, we recognisethe need to keep concentration on building effective people managers, and areapplying research tactics, such as team-working which improves stressmanagement. Bev Messinger, head of HR, Coventry City Council Skills shortages are certainly an issue for local councils. Coventry isapproaching this on a number of fronts, including a fundamental review ofrecruitment processes and policies which will address issues of attracting andretaining talent and improving the diversity of the workforce. Angela O’Connor, HR director, Crown Prosecution Service I have some real worries that perhaps some HR departments are doing thethings they enjoy and feel comfortable with, rather than those that relatedirectly to business needs. There are some great HR teams in the public sector – I think better than anyother sector, as they have the issues of public accountability to deal with,the public purse and a variety of services to deliver to diverse communities. Ipersonally love working in the public sector. I think it is rewarding,fast-paced, the people are great and making a difference for the public is asgood as work gets. last_img read more

This is Australia’s most popular capital city to move to: ABS

first_imgBrisbane saw its highest net internal migration numbers in a decade.BRISBANE is Australia’s hottest capital city destination for internal migration, netting its highest numbers in a decade as housing affordability begins to bite in the south.Latest Australian Bureau of Statistics figures saw Brisbane notch the highest internal migration net gain of all capital cities (10,149 people) last financial year, at a time when Sydney lost double that number (-23,176).Brisbane’s north also delivered the strongest net gain of all local government areas in the country off Moreton Bay LGA (6,264), followed by Gold Coast council (6,247) and the Sunshine Coast (6,200). North Lakes saw the strong net gains of Queensland suburbs, followed by Upper Coomera, Pimpama and Dakabin. More from newsMould, age, not enough to stop 17 bidders fighting for this home4 hours agoBuyers ‘crazy’ not to take govt freebies, says 28-yr-old investor4 hours agoLifestyle factors saw suburbs in the Gold Coast log strong gains of all Queensland suburbs, though North Lakes in Brisbane’s north did lead the charge. Picture: Queensland TourismBrisbane’s net gains were higher than that of Melbourne (8,300) and Hobart (400), while other capitals joined Sydney to log net losses including Adelaide (-6,100), Perth (-3,300), Darwin (-1,200) and the Australian Capital Territory (-180).Melbourne had biggest net gains came from the 25 to 44-year-old age group (6,200) with its biggest arrivals coming from the Rest of Victoria (24,200) and Sydney (13,700). BIGGEST GAINS: North Lakes – Mango HillUpper Coomera – Willow ValePimpamaDakabin – KallangurDeeragunCoomeraOrmeau – YatalaSpringfield LakesCaloundra – WestMurrumba Downs – Griffin (Source: ABS net internal migration estimates) Popular windsurfing location, Moreton Bay, had the strongest gains of LGAs in the country.The capital city breakdown showed that Brisbane’s largest interstate migrants came from Sydney (9,900) in the 2015-16 financial year, as well as 9,200 people from the rest of New South Wales. The Queensland capital’s biggest source of internal arrivals was the Rest of Queensland which saw a whopping 42,100 people move into the city.Young people led the charge to Brisbane, according to ABS, with the largest age group net gain coming from 15 to 24-year-olds (4,200 people), followed by 25 to 44-year-olds (2,700) and 0 to 14-year-olds (2,600).last_img read more