Hair and beauty online appointment booking organisation Treatwell took 400 of its global employees to Barcelona for a two-day event aimed at increasing team collaboration and engaging staff with the business.The event, which took place on Thursday 8 and Friday 9 September 2016, saw employees from across the organisation take part in team-building activities as well as an evening party and awards ceremony, where staff were recognised for their contribution to the organisation. The event was also aimed at encouraging a sense of unity among employees following a number of mergers and acquisitions.The organisation selected Barcelona as the location for its annual celebration in order to showcase its newest office to employees. All 460 global employees from the 10 countries in which Treatwell operates were invited to attend.During the day, employees participated in a scavenger hunt around Barcelona, with teams comprising staff from different countries. In the evening, this was followed with a Spanish themed party, which included a red carpet, open bar, DJ, paella and tapas.The party also included the Treatwell Awards. These comprised 10 behaviour-based categories, including unsung hero, highest contributor and positive spirit, where winning employees could take home a personalised trophy.Treatwell covered all of the costs for employees to attend the trip, including flights, accommodation, activities and food.Lauren Michael, HR manager for UK and ROI at Treatwell, said: ““We’ve got all these different [organisations] that have now come together as one. It was a great opportunity for everyone to come together and meet. There are colleagues who work together regularly but may never have had the opportunity to meet.”
EXCLUSIVE: Digital wellness organisation Hero has acquired professional sports nutrition business Colour-Fit in order to enhance its service offering to corporate clients.Colour-Fit, which provides recipes, meal plans, physical programmes and general nutritional information, will operate as a standalone business within Hero. The organisation currently works with more than 50 national and international sports teams, including sporting national governing bodies, Premier League football teams, professional rugby teams, cricket teams, golfers and speedway athletes.Wellbeing organisation Hero, which helps employers create wellbeing strategies that are supported by its digital wellness platform, has acquired Colour-Fit to enhance its nutrition-related services. The acquisition has further been designed to align with Hero’s mission: to provide access to life-enhancing health and wellbeing tools and simplify the complexities around living a healthier and happier lifestyle.Hero is planning to develop Colour-Fit’s offering and use technology to increase awareness and access of its services.Joe Gaunt, founder and chief executive officer at Hero, will become the chief executive officer of Colour-Fit. He said: “We are on a mission to help people at every stage of life to navigate their personal wellbeing journey and Colour-Fit is a perfect business to help us realise this. Colour-Fit offers an easy to understand and implement nutrition system, which is delivering outstanding results to its client base of professional sportspeople. We will be taking this model and applying it to our clients and users of the Hero platform as well as working with the Colour-Fit team to grow and further develop the programme.”Dr Tom Little, Colour-Fit’s founder, will remain as the managing director at Colour-Fit and will jointly act as head of performance and nutrition across both businesses. He added: “I am delighted that Colour-Fit has become part of Hero. This acquisition will enable us to achieve our innovation ambitions and scale the business to the next level to bring our revolutionary approach to nutrition and training to a wider audience. I am really looking forward to working with the Hero team and its clients, and demonstrating that the Colour-Fit system can bring outstanding results not only for elite sportsmen and women, but for everyone.”
MARGATE, FLA. (WSVN) – Margate Police are asking for the public’s help in locating a missing teen.Thirteen-year-old Shamaria Lewis was last seen in her Margate home, at around 5 p.m., Monday. “I know she voluntarily left the house,” said the teen’s mother, Veniese Farquharson, “but anything could have happened to her from the last time I saw her, which was around 6 p.m., yesterday, up until now.”Officials said Lewis was wearing a sleeveless white shirt with navy blue shorts and a green and yellow scarf in her hair, at the time she was last seen at her residence.“I just want her to come home,” said Farquharson. “We love her, we support her. I just want her to come home.”If you’ve seen her or know where she is, you are asked to contact the Margate Police Department at (954) 764-4347.Copyright 2019 Sunbeam Television Corp. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.
SUNRISE, FLA. (WSVN) – A man who police said exposed himself to a 13-year-old girl is now in custody.According to Sunrise Police, a subject who they said exposed himself to the teen in a residential neighborhood has been taken into police custody on Thursday.Officials said the incident took place near Northwest 58th Terrace and 16th Place on May 9 around 7 a.m. Subject in custody. #Sunrisepolice #InCustody https://t.co/s58nhWmgBT— Sunrise Police FL (@SunrisePoliceFL) May 17, 2018Copyright 2019 Sunbeam Television Corp. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.
SOUTHWEST MIAMI-DADE, FLA. (WSVN) – Police are seeking the public’s help in finding a missing Southwest Miami-Dade man.Miami-Dade Police said Amilcar Jesus de Cesare, 24, disappeared from his home near the 1500 block of Southwest 31st Street, Tuesday.He’s described as standing 5 feet, 10 inches tall and weighing 230 pounds.Detectives said the 24-year-old was last seen wearing a black shirt, khaki pants and white sneakers.Police said he made threats to harm himself.If you have any information on his whereabouts, call the Miami-Dade Police Department at 305-751-3300.Copyright 2019 Sunbeam Television Corp. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.
Governor Bill Walker signed the statewide smoke-free workplace bill into law today at the Lucky Wishbone, reportedly the first restaurant in Alaska to go completely smoke-free. Businesses affected by the ban are required to put up signs that reads “Smoking Prohibited by Law–Fine $50.” Businesses that fail to post these signs will be liable for a fine between $50 and $300. Facebook0TwitterEmailPrintFriendly分享Starting on October 1, a new law goes into effect in the State of Alaska, the smoke-free workplace bill was signed into law today. If a community decides it wants to allow smoking in those environments, they can choose to “opt out” by putting the question on the ballot for the residents of the area to vote on. Smoking in pretty much any workplace whether it’s a public-facing business like restaurants, bars and music venues or more closed to the public like an office or hotel room is also banned. Senate Bill 63, commonly called the “Take it Outside Act,” was sponsored by Senator Peter Micciche (R-K-Pen), to protect Alaskans working indoors from secondhand smoke. The law includes marijuana and electronic cigarettes. The new law will also ban smoking outdoors at open-air venues like the seating area of outdoor concerts and sporting events, as well as near entrances to buildings affected by the ban and near playgrounds when children are present. Smoking on public transportation or in shared work vehicles would also be banned.
While Alaskans have brutally criticized Governor Bill Walker’s move to “steal” the PFD, this check is close to an average (or ‘median’) value to what Alaskans have received in previous years. The state will pay 523,012 dividends by direct deposit and 70,452 by check, according to figures finalized on September 22. The first dividend distribution of $1,000 in 1982 went to 469,741 Alaskans, a total of $469,741,000. Last year, 530,067 dividends were paid by direct deposit and 78,281 paid by check. As the state faces a budget deficit attempts to restructure the permanent fund dividend (PFD) program to fund the government continue. This is the third year in a row, the state isn’t following the traditional distribution formula. Facebook0TwitterEmailPrintFriendly分享This year’s $1,600 dividend is being direct deposited and checks are being sent out on Thursday, October 4.
The Corps of Engineers began a 90-day public comment period March 1 for the Draft Environmental Impact Statement (Draft EIS) for the project, which according to some is not a sufficient amount of time. The corps has received a number of requests to extend the 90-day period and is considering those, but so far it has not received a strong reason for an extension. On the other hand, critics of the project have criticized the substance of the review and say the process has been rushed. When the draft review was released last month, Pebble partnership CEO Tom Collier said the partnership saw “no significant environmental challenges that would preclude the project from getting a permit.” Facebook0TwitterEmailPrintFriendly分享Proponents of the proposed copper mine near Bristol Bay testified on Monday during a House Resources Committee meeting. Biologist Daniel Schindler: “In a nutshell Alaskans should be dismayed; Alaska’s leaders should be outraged. The Army Corps of Engineers should be ashamed of themselves and embarrassed if they are going to put this environmental impact statement forward as a piece of credible science, it is not.” In December 2017, the Pebble Limited Partnership submitted its application with the corps to initiate permitting for a 20-year mine development plan for the Pebble Deposit. The project has a smaller footprint, has no major mine facilities in the Upper Talarik drainage, and will not use cyanide for secondary gold recovery, as originally planned. Mike Heatwole, VP Public Affairs, Pebble Partnership: “One of the big issues we’ve heard over the years was the issue of size, and could we do something that was smaller. That’s what we’ve brought forward.” The next phase is public review and comment period in order to inform and guide the development of the final EIS and record of decision for the project.
The Publishers Information Bureau’s 2008 year-end report made it painfully official: Ad pages in consumer magazines took a massive blow last year, dropping 11.7 percent when compared to 2007. While some like Scholastic Parent & Child (28 percent) and Technology Review (21.5) saw significant ad page gains, the ailing financial market severely impacted niche publishers, with some of those serving the auto, business/finance, home and music industries taking the hardest hits.Many publishers are looking for new ways—from increasing accountability to regrouping product offerings—to meet advertiser expectations and capture their ad dollars in 2009. Increasing Accountability, ROIJohn Pledger, vice president and group publishing director of NewBay Media’s Music Play Network and Pro Audio Group, projects first quarter 2009 ad revenues for his groups will be down roughly 10 percent. “In the large-circulation guitar segment, our larger, more corporate advertisers with multi-brand/product lines that had typically run multiple insertions—at an appreciably high yield—are now pulling back to single insertions and, in some cases, going dark completely through the end of the year,” he says. In addition to asking for rate reductions, Pledger’s advertisers, like many others, are looking for more quantifiable buys. In turn, Pledger says he and his team are developing resources to help his clients sell, including a new online resource for both manufacturers and end users dedicated exclusively to music industry product listings and retail locations. The site will incorporate both peer and professional product reviews and product demo videos. “Manufacturers and retailers will have the opportunity to promote national or regional promotions, in-store events or other specials they have going on,” says Pledger. Increasing accountability also is a priority at Hachette Filipacchi Media’s Car and Driver and Road & Track. According to John Driscoll, vice president and group publisher, while total ad revenues are down overall, he’s seeing his advertisers increase their spend in areas other than print—namely online, events and research.“The auto industry is at the epicenter of the current financial crisis and our titles have been impacted because our core client base—car companies—are under extreme pressures right now,” Driscoll says. He and his team this year will work to expand the Jumpstart Automotive Media partnership, a sales program launched in June 2007 that includes more than 350 “measurable” digital products and brand extensions, including events, radio and CRM.Reexamining Product Grouping As one of the larger niche/enthusiast publishers, F+W Media hasn’t been immune to the ad revenue falloff. With ad revenues declining (starting most notably in September), F+W last fall underwent a company-wide reorganization, grouping its products not by channel but according to 15 “communities,” each led by a publisher/editorial director.“We believe this will help sales of all of our products as there are many cross-selling and also cross-content opportunities,” CEO David Nussbaum tells FOLIO:. “Although we are not forecasting much in the way of revenue growth, we believe that our margins will grow handsomely as we leverage the market expertise that was not resident in the vertical organization will be resident within communities.”Nussbaum is forecasting new “organic growth products in the several million dollar range.” Also as part of the new structure, F+W has e-commerce and offline marketing teams managing customer relationships and launching online stores for each community. “It’s clear that when the economy is difficult, people rely on their hobbies as a way to ‘escape,’” he says. “We believe the ad downturn we’re seeing is manageable.”
In the publishing industry, those who make it to the executive level are not only accustomed to change, but often introduce it. Thomas Haines, senior vice president and editor-in-chief with the Aircraft Owners and Pilots Association, has led a media career spanning almost three decades. At the upcoming FOLIO: Show, he will discuss how the publishing industry changed during his tenure, and what the executive suite expects from staff now. Here, Haines shares some thoughts on the topic.FOLIO: What’s your background?Thomas Haines [TH]: I have a journalism degree, and have been in publishing since I got out of college. I’ve been in media my entire career, 28 years now. I’ve been at AOPA for 23 years. FOLIO: What position did you hold when you first joined AOPA? TH: I first started off as associate editor; at the bottom of the rung, in most cases from an editorial standpoint. I was then senior editor, executive editor and then vice president; then I became editor-in-chief and senior vice president in 1994. FOLIO: Can you reflect on what was expected from editorial staff 10-15 years ago, and compare to what is expected now?TH: When I became EIC, we had one monthly magazine. We had an annual airport directory, too. The magazine was usually around 125-128 pages long. Over the years, we’ve added another monthly magazine. Now, we have something around the order of 18 different media properties that carry advertising in one sort or the other. Many are online; two weekly and a daily newsletter, and multiple other newsletters serving different segments. We’ve got multiple websites, now we’re into video: we do live webcasting from some of the larger aviation shows, including ours last week. We have video on demand as well. It’s become a large multi-media operation. Of course, like everyone else, now we’re focusing on the mobile market. We introduced digital magazines earlier this year, and are just now coming up with an optimized iPad app.FOLIO: With this diverse portfolio of products, would you prefer your staff to have more general capabilities or more specialization when it comes to editorial?TH: More general. I look for people to go cross-platform at any time. Most are focused, more or less, on one area or the other. We’ve got a team of people who primarily work on digital products, and we’ve got a team who primarily work on the print; each is expected to help out with the other. People have to be able to make that switch pretty easily and capable across all platforms.Traditionally, editorially was divided from the advertising and publishing portion of the industry. FOLIO: Can you share some insight into how editors now have to be more business-savvy, be it through SEO or other ways to get more eyeballs on content?TH: We have people who specialize in creating the pages in a way that are SEO, and make that really friendly for search engines. We’re installing a new content management system in the next year, and our editors may get roped into that a bit more. Blogs are one area where I really challenge them, and social media stuff, but particularly in our blogs. It’s one area where we can see what works well, what doesn’t work well and make adjustments easily. If you write a news story for the website, it’s a little harder to fare it out. Did one story really have impact? Maybe I’ll get some letters or an email about it; but with a blog, you get an instant report on how many people read it and view the comments instantly. You can see if what you wrote is being well received, and I encourage them to focus on that. What works there will probably work in other channels, so we reapply those kinds of subjects in other ways.