Unrivalled Service Delivery

An example of welters’ mausolea, sarcophagi and burial chambers

welters organisation introduced the concept of single cast burial chambers, mausolea cells and memorial housings to the industry over 30 years ago and the company continues to design, manufacture, supply and install these facilities nationwide. By operating its own manufacturing facility, the company avoids using third party concrete producers or subcontractors and it also employs dedicated site installation teams to ensure unrivalled service delivery. welters® are presently installing new community mausolea, sarcophagi and burial chambers for a large Midlands based Authority. The installation forms part of a long standing provision of interment facilities carried out over many years, serving both Christian and Muslim communities.

As part of their design and innovation ethos, welters® are currently developing a new baby and infant niche memorial product, designed to reduce the need for ‘shrine building’ that so commonly afflicts many children’s interment areas. It is a sensitive issue that so often descends into conflict between the Burial Authority and bereaved parents and this new product is designed to help meet the needs of both parties.

Please contact us admin@welters-worldwide.com for further information.

The post Unrivalled Service Delivery appeared first on Latest News.

News story: DIO sets out vision for future working with industry

The Defence Infrastructure Organisation (DIO),on behalf of the Ministry of Defence (MOD), has launched its commercial strategy setting out its vision for future ways of working with suppliers in the soft and hard facilities management, construction and property advisory sectors

DIO currently spends around £3 billion each year buying infrastructure services to enable the men and women of defence to live, work, train and deploy across the UK and overseas.

The strategy, which has been developed in consultation with industry partners, aims to transform the way DIO does business. It provides information on the types of opportunities available to prospective suppliers and outlines plans to create and sustain a competitive market.

Central to the strategy is the importance of a broad and more diverse supply base which increases value back to the taxpayer by generating wider competition. DIO aims to increase supplier numbers and create a genuinely competitive supply base which offers greater opportunities to small and medium-sized Enterprises (SMEs) as well as larger suppliers.

As a main infrastructure client, DIO will engage with industry by sharing pipeline information well in advance of planned procurements to help shape the market, drive innovation and invigorate and maintain a diverse portfolio of suppliers. In turn this will support economic growth nationally and in the regions by giving businesses certainty to recruit and retain staff.

Minister for Defence, Personnel and Veterans, Tobias Ellwood said:

The defence estate is where our armed forces live, work, train and deploy from and it’s crucial we give them the best infrastructure possible.

Working with industry is key, and this commercial strategy will ensure that the £3 billion we invest each year in our estate gives more value for money, is better aligned to military needs and gives more certainty to the defence supply chain.

Graham Dalton, DIO’s CE said:

The publication of this strategy, in anticipation of the updated 2018 DIO Procurement Plan, marks an important moment for DIO. We realise that we have not been the easiest organisation to do business with in the past and we are dedicated to changing that.

This strategy sets out our intent to broaden our supply base, and for our existing and prospective suppliers to have the confidence to work with us. We will work in an open and constructive way to deliver innovative and value for money services that meet the requirements of defence and the armed forces.

Mark Fox, Chief Executive of the Business Services Association said:

I welcome the publication of the DIO Commercial Strategy. BSA members were closely involved in its development. Its publication marks an important step forward in the relationship, with government partnering with the private sector to deliver the best possible services.

Gareth Rhys Williams, Government Chief Commercial Officer said:

At a crucial time for defence spending, I am very pleased that the Defence Infrastructure Organisation has applied government best practice alongside working with industry to launch its first ever commercial strategy.
It is important that we build a strong and broad supply chain for government contracts and by giving certainty and transparency to the market we ensuring value for money for the taxpayer and a vibrant economy.

The DIO Commercial Strategy sets the direction for future DIO procurement plans.

West End history #dundeewestend

Logie estate :

Are reshuffles a good idea?

Good management in companies works hard on succession planning, mentoring, supporting people in jobs, offering training, and talking to employees about their career development. There are regular appraisals which provide a chance for senior managers to explain again what they are looking for and for employees to comment on the workplace, support and direction. If an employee does need removing from post it should not come as a surprise, as it will follow a process of warnings, reviews and attempts to sort out the issues that worry the management.

Governments of all persuasions have handled Ministerial jobs rather differently. Ministers may not have not been told whether they are doing well or badly. They have often not been offered support, training, guidance or mentoring on how to carry out difficult and complex roles. When it comes to reshuffle time quite a lot of Ministers stay near a phone with no idea of whether they are likely to be left where they are, promoted, moved sideways or fired.

There is plenty of talent in the Commons, and plenty of get up and go by individual MPs who want to make a contribution or take a special interest in a cause, department or area of work. Somehow governments need to find a better system of mapping the talent, understanding the knowledge and enthusiasms of those who are elected, and deploying it in the right places within government and the wider public space. Of course the high degree of accountability and public engagement required of a Minister makes it a bit different from senior management positions in many businesses, but there are still things to learn from the higher professional standards now being expected of those in the better companies. Meanwhile the private sector can learn from the public sector more about the need to listen carefully and respond well to the public who are the ultimate paymasters and judges of both sectors.

Statement following the working dinner between President Juncker and Polish Prime Minister Morawiecki

The following joint statement was issued by President Jean-Claude Juncker and Prime Minister Mateusz Morawiecki following their working dinner in Brussels on 9 January 2017:

“The Prime Minister of Poland and the President of the European Commission had a wide ranging and constructive discussion this evening. They continued the conversation which began at their first meeting in the margins of the December 2017 European Council.

They addressed a broad range of issues of common interest. These issues included the future of the European Union, the Polish position within the European Union as well as EU policies on the internal market, the digital single market, energy and migration.

The Prime Minister and the President also had a detailed discussion of questions related to the Rule of Law.

They agreed that they will meet again to pursue the discussion with a view to making progress by the end of February.

The dinner took place in a friendly atmosphere.”