Promotingbest training practice across five restaurant brands is no mean feat. LucieCarrington reports on the approach taken by Whitbread’s learning anddevelopment director Alison ClarkeMakingsure that good ideas and methods are not confined to one section of thebusiness is a major preoccupation for most organisations. The restaurantdivision of Whitbread decided to tackle this head on and last year set to workon a massive learning and development strategy to share best practice acrosstheir five different brands.“Weare bringing together many talented people across the brands and creatingsomething unique within the industry,” says Alison Clarke, divisional directorof learning and development.It’sunique because branding is what the business is about. Whitbread owns five mainbrands: Beefeater, Brewers Fare, TGI Friday’s, Costa Café and Pelican, whichconsists of Café Rouge and Bella Pasta. ABeefeater experience is designed to be different from a Café Rouge experience –both for customers and employees. But Clarke and her learning and developmentteam are pulling together common recruitment, induction and management trainingprogrammes, which they believe, can meet individual brand as well as corporateneeds. Theirstrategy has come out of a major company reorganisation. Over the past year,Whitbread has sold its interests in brewing and pubs, and introduced a matrixmanagement structure. Within the restaurant division, brands are no longerentirely independent and many of the senior managers, including Clarke, nowhave two roles – a brand one and a central one. Clarke’s“other job” is as HR director for the largest brand – Brewers Fare. She movedthere at the time of the reorganisation last September, having spent 14 monthsas HR director of the Pelican brand. It was her decision to add training to herbrief.“Ihad a feeling that learning and development was going to be the most strategicpart of HR,” Clarke says. There are, she insists, only occasional conflicts ofinterest between her two roles.CentralteamAsL&D chief, Clarke has pulled together a central team to spearheadcross-brand solutions. Jo-Anne Miller is currently learning and developmentmanager, operations, within the division, but was group training manager forthe Pelican brand. LynnThompson-Lee joined Whitbread 11 years ago. At the time of the restructure shewas training manager for the Beefeater brand, but she now works as a projectmanager on the division’s First 90 Days programme. Her fellow project manageris Grace Coleman, who recently joined Whitbread from Marks & Spencer.Theyare not working in isolation. A team of regional L&D specialists keeps themin touch with local needs, and each brand has a link person on the centralL&D team. Thereare two central planks to the shared development strategy – the First 90 Daysinduction framework and a centralised programme of legislative training. Thislatter programme covers issues such as health and safety, food hygiene andlicensing laws. There were clear economies to be gained from bringing thisunder one umbrella. Every brand has to comply with the same laws. So, the wholelegislative programme has been outsourced to a single provider. TheFirst 90 Days programme is run in house. It is aimed at frontline staff, whomWhitbread calls team members, and unit managers. With up to four in 10 recruitsto the industry leaving within the first three months, getting people throughthat first 90 days is critical. “Wehad tried it before,” points out Miller. “But because of the way the companywas structured and brands acquired, it didn’t work.”InductionprojectFirst90 Days is the working title for an induction project that is still evolving.Most of the work that has been done so far has been aimed at unit managers. Anew leaders’ welcome programme was introduced eight months ago for anyone newto Whitbread management. It is now running across the brands.Itstarts with a two-day programme designed for anyone from any brand. On thefirst day, participants are introduced to Whitbread Restaurants as an employer.New leaders learn about different brands, the jobs they will be doing asmanagers, the people they are responsible for and accountable to. “It’sa very powerful programme because it gives new managers an opportunity to findout what the business expects from them and that job,” Miller says.Thesecond day is devoted to helping managers draw up their personal learningplans. These are based on their own assessment of their strengths anddevelopment needs. They take the initial plan back to their line managers andbetween them agree a final plan and learning processes. These could includecourses, coaching or perhaps secondments.Behindthe welcome exercise the L&D team have put together a managementdevelopment programme of six modules. It’s based on Whitbread’s managementcompetencies, which are grouped into five areas including leadership, workingwith people, and drive for results. New leaders can pick and choose whicheverbits they need. Theaim of First 90 Days is to be as flexible as possible, while recognising thecore skills the division and brands need their managers to have. “At the momentthese are being delivered in a course format. But we are looking at othermedia,” Miller says. However,First 90 Days is not introducing lots of new training tools and techniques.Instead the project team is making a point of using the good things that arealready going on within brands. “It’sabout pulling together existing best practice. Different brands have things inplace that work for them,” says project manager Grace Coleman.Clarketakes up the baton. “In the old way of doing things there was the mostfantastic best practice within brands. For example TGI Friday’s was up fortraining awards. But we were missing out on sharing that,” she says.SteeringgroupThedesire to share good practice stretches beyond the division. Clarke is part ofa corporate learning steering group. Once a month senior learning anddevelopment managers from across the plc meet to exchange news and information.Now that Whitbread has sold its pubs and inns it has become a much smaller, butarguably more focused group, Clarke says.Shecites several reasons why sharing good practice is such a great idea. To startwith there are some economies of scale to be gained – as in the legislativeprogramme. “In the old world there was a huge amount of duplication,” Clarkesays.Butthere are more strategic motives behind the change too. The whole issue ofretention is high on the agenda. The division employs 35,000 people andturnover is high – as in any restaurant business in the UK. But Whitbread wantsto be sure it can hold on to the best. SoFirst 90 Days is about positioning the firm as the employer of choice withinits market. “We know that Generation X is going to decide to join us or notbased on whether we have the capacity to learn and grow,” Clarke says.CompetitiveedgeIt’salso about Whitbread restaurants gaining the competitive edge in its broadestsense. Clarke talks a great deal about renewal and the importance of staff –especially managers – being able to renew their skills. “We have a verycompetitive market, which is at best flat,” Clarke says. “We have to be thebest and be able to create new brands for the market. And if people can’t learnand keep recreating themselves then they won’t be competitive.”However,reaching the nirvana of renewal requires significant cultural change. With1,500 units to reach, managers are Whitbread’s key players here. Recognisingthis, Whitbread has set up what it calls its Enabling Leadership programme –open to all managers who have got beyond First 90 Days.Itseems to be more of a philosophy than a training and development programme. “Weare moving from saying, ‘I’m a manager, let me show you how clever I am’ to‘I’m a leader, let me show you how clever you are’,” Clarke says. Muchof this is delivered on the job through coaching and secondments. But theL&D team is also introducing action learning sets. And a link with theInternational Management Centres Association is designed to provideparticipants in Enabling Leadership some form of accreditation towards acertificate or diploma in management studies, or even an MBA.“Weare not just thinking about the people who will lead today, but also ourleaders of tomorrow,” Clarke says.BranddevelopmentThroughall this, Clarke and her team insist that the brands and their needs remainparamount. This means consulting with brands at every turn, says LynnThompson-Lee, and talking their language – whether its colleghi in Costa Coffeeor the “can do” approach of TGI Friday’s.Thecommonality is the approach, Clarke says. She cites the example of branddevelopment. “So many businesses see refurbishment as a lick of paint and a newsign. We see it as new style, new service quality and new behaviours,” shesays. Withthis in mind, she has introduced a brand development role to the L&D team.Someone with L&D expertise can sweep in, identify potential trainers withinthe brand and eventually hand the learning side of rebranding over to them.Sowho do people work for when they join a Whitbread restaurant: the unit, thebrand, the division or the plc? Clarke and her colleagues have chewed severalpounds of fat over this. “Inthe end we decided that team members must decide for themselves,” Clarke says.“If we are talking about vision, mission and values, then we want that to bebrand-, even restaurant-specific. But, ideally we want people to feel that theybelong to Whitbread too – as I do.”Clarkeserves top tips on best practice at work–Involve brands at every stage– Use best practice – Create brand champions to drive activity– Protect brand integrity– Make learning integral to the way your people work– Think about who owns the learning Comments are closed. Recipes for sharingOn 1 May 2001 in Personnel Today Previous Article Next Article Related posts:No related photos.
Apparently igneous zircons from the Glen Dessary syenite complex give concordant U-Pb ages averaging 456 ± 5 Ma which is taken to date crystallization. The complex was deformed and metamorphosed to amphibolite facies subsequent to emplacement so that this age is a maximum for these orogenic events in the western Moine Series. Other age data indicate that amphibolite facies conditions associated with pegmatite emplacement continued until ca. 430 Ma contrasting with the north-east Highlands where tectonism and metamorphism was completed by 460 Ma ago. The disparity between hornblende and mica K-Ar ages suggests that cooling from 500 to 300°C took about 20 Ma. Higher blocking temperatures are indicated for U-Pb in monazite and sphene than for U-Pb in apatite.
Many long-term monitoring sites in Antarctic regions, which deploy ground-based stratospheric remote sensors and fly radiosondes or ozonesondes on balloons, supported the Airborne Polar Experiment in September and October 1999. Support consisted of supplying data to the campaign in real time, and in some cases by increasing the frequency of measurements during the campaign. The results will strengthen scientific conclusions from the airborne measurements. But results from these sites are allowing important scientific studies of new aspects of the ozone hole in their own right, because like the aircraft and its campaign, many sites traverse the vortex edge and are close to the largest source of lee waves, or measure infrequently observed trace gases such as HNO3. Examples of such studies are the behaviour and value of NO2 in midwinter, ozone filamentation with no apparent horizontal advection, the frequency and amplitude of gravity waves over the Antarctic Peninsula, mixing in the lowest stratosphere in Antarctic spring, the mechanism and frequency of HNO3 enhancement above the ozone peak in midwinter, and trends in UV dose in southern South America.
Written by Thanks for the love and encouragement. Almost my turn. Text me and let me know how you like my speech. (404) 994-8030 pic.twitter.com/TbEOMhi0xo— Champ Bailey (@champbailey) August 4, 2019Bailey was inducted alongside long-time Denver Broncos owner Pat Bowlen, who passed away in June after guiding the Broncos to more than 350 victories, seven Super Bowl appearances and three Super Bowl titles in his 35 years of ownership. August 5, 2019 /Sports News – National Champ Bailey makes powerful plea regarding race during Pro Football Hall of Fame induction speech FacebookTwitterLinkedInEmailbenkrut/iStock(CANTON, Ohio) — The Pro Football Hall of Fame class of 2019 was indicted on Saturday, and new member Champ Bailey delivered a moving enshrinement speech with a powerful plea for people to listen to concerns about race relations.Bailey, a former cornerback for the Washington Redskins and Denver Broncos, used his time at the podium inside Tom Benson Hall of Fame Stadium in Canton, Ohio, to address a long-standing issue that he said he faced throughout his accomplished career. “”I believe, if we start with listening…there’s no telling the progress we can make.” – @champbailey @Broncos #PFHOF19 pic.twitter.com/IVRojTbOKr— Pro Football Hall of Fame (@ProFootballHOF) August 4, 2019“I believe if we start listening, there’s no telling the progress we can make,” he continued. “All of us are dads, sons, bothers, your friends. All of us understand if we can’t get our friends to listen, then no one will.”Bailey also spoke about lessons he said he learned from his playing career.The speech garnered massive attention on social media — and Bailey picked up extra encouragement from fans when he tweeted out his cell phone number just moments before he began his remarks.“Text me and let me know how you like my speech,” he tweeted to his 119,000 followers. Beau Lund This powerful message from @ChampBailey: “Please listen.”#PFHOF19 pic.twitter.com/37eV6bpbGN— NFL (@NFL) August 4, 2019“The first thing people see when they look at me is not a Pro Football Hall of Famer, or a husband, or a father,” he said. “They view me first as a black man. So on behalf of all the black men I’ve mentioned tonight and many more out there, who’ve had most of the experiences I’ve had in my lifetime, we say this to all our white friends. When we tell you about our fears, please listen. When we tell you we’re afraid for our kids, please listen. When we tell you there are many challenges we face because of the color of our skin, please listen. And please do not get caught up in how the message is delivered.” #PFHOF19 pic.twitter.com/JUNv3iIrGO— Denver Broncos (@Broncos) August 4, 2019This year’s other inductees were contributor Gil Brandt, tight end Tony Gonzalez, center Kevin Mawae, safeties Ed Reed and Johnny Robinson, and cornerback Ty Law, who finished his 15-year NFL career with the Broncos.Including the newly-elected Class of 2019, the Hall of Fame’s membership now stands at 326.Copyright © 2019, ABC Radio. All rights reserved.
Read Full Story Multi-university research will focus on innovative materials for the automotive, building and construction, and energy sectorsBASF SE, Harvard University, the Massachusetts Institute of Technology, and the University of Massachusetts at Amherst have established a research initiative called the “North American Center for Research on Advanced Materials.”A major goal of this initiative is to jointly develop new materials for the automotive, building and construction, and energy industries. The cooperation is initially planned for five years, during which time approximately 20 new postdoctoral positions will be created at the three universities.“We are thrilled to be a part of this multidisciplinary, multi-institutional endeavor, which will connect and amplify Harvard’s strengths in advanced materials research,” said Cherry A. Murray, Dean of the Harvard School of Engineering and Applied Sciences. “The agreement reinforces our commitment to the pursuit of cutting-edge research targeted at high-impact areas of application.”Scientists and engineers from several disciplines such as chemistry, physics, and biology will collaborate in this research initiative. The academic partners contribute not only their expertise in materials science, modeling, and formulation methods, but also offer interesting, new approaches to conducting research. Besides fundamental scientific knowledge, BASF researchers will contribute the necessary experience in transforming research results into technically feasible processes and products. In addition, they will provide input about which materials are needed in different industries and applications.
The “serious sex offender” arrested Friday on campus was identified as 70-year-old James Renick, Jessica McBrier, the St. Joseph County Prosecutor’s Office’s director of media relations confirmed in an email.“The St. Joseph County Prosecutor’s Office has charged James F Renick, 70, with Unlawful Entry by a Serious Sex Offender, a Level 6 Felony, in connection with a January 24, 2020 arrest on the University of Notre Dame’s Campus (Rolf’s Aquatic Center).” McBrier said. “Charges were filed on January 27, 2020.”In the email, McBrier said Renick’s first bail hearing was on Monday. He was arraigned the same day. His bail was set at $2,000 cash, or $20,000 surety. He remains in custody at the county jail. If convicted, “the sentencing range for a Level 6 Felony is ½ to 2 ½ years,” McBrier said.According to a court document obtained by The Observer, two Notre Dame Police Department (NDPD) officers responded to a call last Friday after receiving “a report of suspicious individual taking pictures of participants in swim meet” at Notre Dame’s Rolfs Aquatic Center. The officers approached the individual—Renick—and questioned him.In response to a question as to why he was taking photos, Renick—who told officers he had driven to Notre Dame from Beach Grove, Indiana, near Indianapolis—responded that he “liked to take pictures,” according to the court documents. When asked if he had ever been arrested, the accused mentioned a previous arrest in Ohio. Officers then called dispatch and confirmed that Renick was a sex offender and listed on Indiana’s sex offender registry.“Renick had been convicted in Pennsylvania of multiple counts of sexual abuse of children, corruption of minors, and endangering the welfare of a child,” the court document said.Renick will have his first hearing before a judge on Feb. 4 at 9:00 a.m., McBrier said.The alleged incident originally appeared on Tuesday’s NDPD crime log, where it was listed as having occurred between midnight and 6:20 p.m. Friday. The offense was listed as a “sex crime/unlawful entry of school property by a serious sex offender.”Tags: crime log, Rolfs Aquatic Center, sex crime, sex offender
I recently did a 60-mile road ride that included a climb to the highest point on the Blue Ridge Parkway (Richland Balsam, 6,053 feet). In the process, I learned a few important things about road biking I’d like to pass on to BRO readers.1) 60 miles is a long way. I don’t care what your neighbor who gets up at 5am to ride the steepest mountain outside of town says. 60 miles is far.2) Whenever possible, plan to ride early in the morning, particularly during a record breaking heat wave. Then stick to that early-riding plan. Don’t hit the snooze button three times. Don’t eat a leisurely breakfast, then saunter over to the coffee shop for a series of leisurely lattes. 1pm is no time to start a 60-mile road ride that climbs 6,000 feet in the middle of summer.3) Don’t drink too many beers before you ride 60 miles. This one should be obvious, but then again, you may find yourself in a situation where someone has a really great microbrew they want you to try. Then another. The next thing you know, you’re doing keg stands in your super-snug road kit. Don’t do this.4) Don’t bring 32 ounces of that beer with you to the highest point on the Blue Ridge Parkway. It sounds like a good idea when you finish that last keg stand, but 32 ounces of beer is heavy in your pack, and warm when it’s time to pop the top.5) Bring food. Again, this is probably obvious, but after such a late start and several beers, you might forget to stop by the bike shop to pick up some bars and gels. You might find yourself at the top of the Blue Ridge Parkway, 30 miles from the nearest sandwich, forced to drink 32 ounces of warm beer for the calories and splitting a bag of jelly beans with two other grown men.Just a handful of lessons I learned on my bike this past weekend.
By Marcos Ommati/Diálogo March 20, 2017 According to the Brazilian Marine Basic Handbook, conducting an amphibious operation requires the mobilizing of all necessary personnel, as well as the availability of sea, land, and air resources. Over time, and due to its peculiarities, the goal was to set up resources that would specifically match these needs. This led to the emergence of individual means for transporting troops, disembarking tanks, transporting disembarking vessels and amphibious vehicles, among others. Major General César Lopes Loureiro is the commander of the Brazilian Marine Amphibious Division which belongs to the Fleet Marine Squad (FFE, per its Portuguese acronym). FFE recently celebrated its 60th anniversary, and Diálogo interviewed Maj. Gen. Loureiro the day before the FFE’s celebration on February 16th, in a ceremony held at the Amphibious Division Command at Ilha do Governador in Rio de Janeiro. The interview took place the same day he was informed of his promotion to lieutenant general, under which he will assume command of the Fleet Marine Squad in a few weeks.Diálogo: What does the Fleet Marine Squad’s 60th anniversary represent?Major General César Lopes Loureiro: I see the last 60 years as a period of consolidation of a process that started in 1957 in a very incipient way but with great resolve to forge ahead. At the time of its creation, the Fleet Marine Squad was not expected to reach more than 500 troops but today we are already 6,000 strong, with men that are well equipped, trained, and very willing to do their duty. At the end of the day, the last 60 years represent a complete evolution from an almost “romanticized” force, to one that has become extremely professional. These days, the marines are the only voluntary military members in Brazil, from the force’s basic soldiers to its general commander. Our soldiers have to pass a very competitive public exam to be a soldier and, once approved, they still have to pass internal exams to be promoted to corporals and sergeants. Our ranked officers also have to pass nationally held exams to be admitted as officers, so this is not mandatory military service, it is completely voluntary. Everyone in the Marine Corps (CFN, per its Portuguese acronym) is a volunteer – this is the corps’ main and most important characteristic. Over the last 60 years, we were able to build our reputation, professionalism, and the force that we have today.Diálogo: You were just notified by Brazilian Navy commander, Admiral Eduardo Bacellar Leal Ferreira, that you will surrender command of the Amphibious Division in order to assume command of the FFE, thereby replacing Brigadier General Alexandre. What was your greatest challenge during this year as commander of the Amphibious Division?Maj. Gen. Loureiro: I think my greatest challenge was to keep the tradition that the Amphibious Division represents. As I said before, this progress was achieved with great effort and difficulty, in addition to a lot of investment and commitment from various generations of Marines, from the soldiers to the generals. So, when you take on the command of an Amphibious Division such as this, the greatest challenge is to preserve its legacy and live up to the responsibility of maintaining this high level of training, in addition to keeping the troops constantly ready.Diálogo: The 37th edition of Operation Dragão [Dragon] was conducted at the end of 2016. Can you explain to us in more detail what this operation consists of?Maj. Gen. Loureiro: Operation Dragão is an amphibious assault landing operation, which is one of the tasks required of us by the Navy’s basic doctrine. In fact, this is the only professional force that is able to do it, since it is an extremely complex operation involving ships, marines, aircraft – both fixed and rotary wing – naval fire support, communications, internal maneuvers, and sea maneuvers. We could say that, of all Navy-related operations, this is the most complex. For more than 10 years the Navy has not conducted this type of operation for various reasons, which includes lack of materials, financial reasons, other decisions that had to be complied with, and other commitments that had been undertaken. But last year we started again with its 37th edition. We overcame the challenge of spending more than 10 years not doing it. The operation was a success and the idea now is that we will conduct Operation Dragão every year.Diálogo: Does it exclusively involve the Brazilian Marine Corps?Maj. Gen. Loureiro: No. Operation Dragão is conducted only by the Brazilian Navy but with many countries observing. It is such a major operation that it attracts the attention of other countries’ forces. For example, we had the Americans, the Namibians, and the Chileans present.Diálogo: Can you give us examples of other multinational operations?Maj. Gen. Loureiro: In 2013, we conducted Operation Felino with Portuguese-speaking countries in Itaoca, in the state of Espírito Santo. In 2014 we performed Operation Bold Alligator with the U.S. Marine Corps, which included a ship from the U.S. Navy. In 2015, Operation Fraterno was conducted with the Argentinean Navy, including their marines.Diálogo: We must not forget Operation UNITAS in 2015 when Brazil was the host country.Maj. Gen. Loureiro: Exactly. That was the first time Brazil hosted it, and that was also an operation with positive repercussions, with the participation not only of the Brazilian Navy but also from representatives of the navies of the United States, Canada, and Chile. In 2016, we did not conduct any multinational operations, mainly due to scheduling restrictions. The Navy had a major role to play in guaranteeing the security of the 2016 Olympic Games in Rio de Janeiro. But our intention is to return to some of these operations in 2017.Diálogo: How does the Amphibious Division participate in the United Nations Stabilization Mission in Haiti (MINUSTAH)?Maj. Gen. Loureiro: The Amphibious Division comprises the infantry units of the Brazilian Marine Corps. I like to say that the Amphibious Division concentrates the Marine Corps’ combatant power. That being said, all these operational groups created for peacekeeping missions, whether in Brazil or abroad, are formed around the units of the Amphibious Division. So, the Amphibious Division participates in these operations through some of its military force and its units. In fact, it is the 3rd Infantry Battalion that right now comprises the MINUSTAH contingent in Haiti, and that goes to show the level of our participation. The majority of troops in Haiti right now are Amphibious Division personnel, in which the operational group’s power is centered.Diálogo: Recently the Brazilian Navy announced that the São Paulo aircraft carrier will be decommissioned. What impact will this have on the Brazilian Marine Corps?Maj. Gen. Loureiro: Having aircraft landing ships available to the Navy is of critical importance, because their presence allows us to carry out a series of Navy-related tasks, and other missions in which this type of vessel has a major role. So, it is really a pity that we are now decommissioning the ship. But the decision was based on the country’s current economic juncture: a study showed that the cost-benefit equation was not at all favorable. The fact is that the São Paulo carrier served us very well for over 15 years. During the initial years, it played an excellent role in revitalizing naval aviation. What we have to do now in the Navy, during this period before the acquisition of a new asset, is continue to carry on the required exercises by using other means and assets. This can be done with simulators on the ground, by employing the Naval Air Base, the participation of partner nation navies in these joint operations, allowing the use of other countries’ platforms, especially the United States and the United Kingdom. This would be a way to maintain the qualifications, both of the pilots and the marines who operate jointly with the airborne, and even the heliborne aviation divison. We can maintain this momentum and have it as a Navy objective, so one of our priorities is to obtain a new and equivalent system; the Brazilian Navy will certainly consider this a priority.Diálogo: What is the most important thing you will take with you when you leave the Amphibious Division Command?Maj. Gen. Loureiro: The feeling of accomplishment because I had a great opportunity at the end of my professional career to take on a command like this. It was extremely gratifying. Even though I was only 20 years old, I still remember when I presented myself at my first unit to serve as a second lieutenant. I came here to the Amphibious Division and I was welcomed by a general who was the commander. I eventually ended at the Riachuelo Battalion where I spent five years. I never imagined that one day I would be the commander of the Amphibious Division. The fact that this happened was a huge professional achievement. That is why I think what will remain with me is the feeling of joy and of accomplishment for heading this command, which, despite all the tribulations and difficulties, really was something extremely gratifying. I know I will have to leave soon to take on another job, but I will fondly remember and sorely miss this one.
The Trump administration pressured Indonesia into dropping deals to buy Russian-made fighter jets and Chinese naval vessels, part of a global effort to prevent its top adversaries from eroding the US’s military superiority.Indonesia recently decided against moving ahead with a plan to procure 11 Sukhoi Su-35 fighter jets for about $1.1 billion, according to an official familiar with the matter, who asked not to be identified because the details of discussions remain private. As recently as last month, the official said, the US also pressured Indonesia into walking away from talks with China to procure several naval patrol vessels for about $200 million.The move to set aside the deals came after US officials made it clear Indonesia could face sanctions for dealing with Russia, the official said. President Joko Widodo’s administration was also worried the US would take punitive actions on trade if it went ahead with the China deal, the official said. The moves illustrate how the US is having some success — at times by using financial and economic levers — deterring countries from dealing with Russia and China, which the Trump administration has identified as the biggest threats to American national security. The US hasn’t fared as well trying to convince countries to avoid using Huawei Technologies Co. for 5G mobile networks, with the UK most notably rebuffing President Donald Trump’s entreaties.Russian missilesThe US has publicly sparred with Turkey over Russian weapons, particularly its plan to activate an advanced S-400 missile-defense system. It has also pressured India to cancel a contract worth more than $5 billion to buy the S-400 system.Under a barter deal announced in August 2017, Indonesia planned to purchase the 11 Sukhoi Su-35 fighter jets in exchange for Russia buying goods such as rubber, crude palm oil, coffee, tea, furniture and spices. The agreement was eventually signed by former Indonesian Defense Minister Ryamizard Ryacudu in February 2018. While doubts have persisted for some time over whether the deal had been shelved, last month the Jakarta Post reported that the deal was in limbo and a final decision would be made later. Dahnil Simanjuntak, a spokesman for Defense Minister Prabowo Subianto, declined to comment when contacted Thursday.“It is not a secret that the United States exerts undisguised pressure on countries who intend to buy Russian defense equipment,” Lyudmila Vorobieva, Russia’s ambassador to Indonesia, said in a statement provided via text message. “The aim is clear — to make these countries refuse to get arms from Russia and turn to Washington instead. Of course it is unfair competition that violates rules and norms of transparent and legitimate business.”In several meetings with US counterparts, including the secretary of defense, Indonesian officials repeatedly asked why they were being told not to buy the Russian fighter jets, the official said. The Americans said simply it was their policy, the official said, adding that Indonesia suspected it was also because the Russian fighters would provide an edge over neighbors Australia and Singapore.The Americans instead told the Indonesians to consider buying American-made F-16 Vipers, the official said. However, the official said, Indonesia is instead looking to negotiate the purchase of F-35 aircraft developed as part of the multi-nation Joint Strike Fighter program.The JSF program, headed by the US, includes the UK, Italy, Netherlands, Australia, Canada, Denmark and Norway. Singapore recently agreed to purchase aircraft under the program, while Japan is the largest foreign buyer of the jet.The official said the US made clear that Widodo’s government risked being penalized for purchasing the Sukhoi fighter jets under the Countering America’s Adversaries Through Sanctions Act, or CAATSA, which applies to Russia and several other countries. The direct threat for purchasing the Chinese vessels was less clear, the official said, but the government saw itself as vulnerable on trade.The US is unable to comment on private diplomatic conversations, a State Department spokesperson said by email. The US urges all allies and partners to avoid new transactions of Russian military equipment to avoid sanctions under CAATSA, the spokesperson said, adding that the goal of American policy is to deny Russia the revenue it needs to continue its “malign influence.”The decision to scrap the deals was made after Indonesian officials concluded it would be a misstep to get on the wrong side of the US, the official said. Indonesia’s Minister of Finance Sri Mulyani Indrawati and Foreign Minister Retno Marsudi, in coordination with Prabowo, decided it would be dangerous to risk the trade relationship, the official said.Senior members of Widodo’s administration have expressed concern in recent years that Trump would target Indonesia over its trade surplus with the US, which amounted to about $10.7 billion in 2018, according to data compiled by Bloomberg. The coronavirus further threatens economic damage: Indonesia’s stocks have tumbled into a bear market and its currency has been Asia’s worst performer in the past month.US-China balanceFor Indonesia, the competition between the US and China is a sensitive balancing act. While China has offered cheap financing for much-needed infrastructure such as railways, ports and power plants through its Belt and Road Initiative, the US remains a key export market and a valuable strategic hedge against China, particularly in contested waters.Indonesia has faced criticism over its willingness to do business with Huawei, with Australia warning late last year that it would impact intelligence sharing with its northern neighbor. Indonesian Communications Minister Johnny G. Plate said in an interview the government had no intention of banning Huawei, and would be guided only by its own national interest.The Indonesia deal for Chinese naval patrol vessels was discussed during a visit to China by Prabowo. It was one of several recent trips made by the former special-forces general as part of a scouting tour to procure weapons systems and other hardware. He has also visited Russia, Turkey, Germany and France.Topics :
An artist’s impression of the private pool area.Smeg appliances, including an induction cooktop and state-of-the-art cylinder exhaust, are in the kitchen. This floor has a powder room, laundry and internal access from the large garage. MORE: Ben Thornton, of Skale Building Design, planned this contemporary, north-facing complex in line with all the latest technology and styling. >>FOLLOW EMILY BLACK ON FACEBOOK<< Upstairs are two spacious, carpeted bedrooms, each with their own built-in robe and ensuite, the master with a beautifully appointed external soak bath and garden. Former cricket caption Michael Clarke comes in to bat for Noosa Seven’s Katie Toney reveals her property dreams An artist’s impression of external area’s of the new Noosa development.Along with a first-class finish, location is the key to this new development in Noosaville. That is according to HRS Developments director Hamish Smith, who says James St is one of Noosaville’s finest locations, with the Noosa River — where you can enjoy water sports, fine dining and boutique shopping — just a short walk away. Artist’s impression of 30 James St, Noosaville.Mick Devlin, of Braeden Constructions, will build the six apartments.More from newsParks and wildlife the new lust-haves post coronavirus16 hours agoNoosa’s best beachfront penthouse is about to hit the market16 hours ago“These apartments epitomise the very best in form and function, with the freshest in first-rate finishes and fittings, from the ragged concrete Caesarstone benchtops and satin-finish twopac cabinets in the kitchen to the recycled glass marble-look mosaic tiles in the wet areas,” Mr Smith said.Laguna Real Estate agent Correen Mackay said the apartments were designed to maximise the Noosa climate.“Each residence has the same floor plan, each has its own pool,” she said. “But apartments one and six have a higher level of privacy, and will sell for a higher price.”Downstairs, an open-plan design incorporates the kitchen, lounge and dining room, which open to a covered terrace overlooking the pool.