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Peka Peka House I / Herriot Melhuish O’Neill Architects

first_imgArchDaily ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/879477/peka-peka-house-i-herriot-melhuish-oneill-architects Clipboard Photographs:  Jason Mann Manufacturers Brands with products used in this architecture project CopyAbout this officeHerriot Melhuish O’Neill ArchitectsOfficeFollowProductsWoodGlass#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesPeka PekaNew ZealandPublished on September 12, 2017Cite: “Peka Peka House I / Herriot Melhuish O’Neill Architects” 12 Sep 2017. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogWoodTechnowoodPergola SystemsWindowsMitrexSolar WindowMetal PanelsAurubisPatinated Copper: Nordic Green/Blue/Turquoise/SpecialCommunications2NIntercom – 2N® IP BaseSkylightsLAMILUXGlass Skylight FE Pyramid/HippedConcreteKrytonCrystalline Waterproofing – KIMWood Boards / HPL PanelsBruagWall Cladding – MDF Perforated PanelsStonesMikado QuartzQuartz Slab – ClassiqueFloorsFranken-SchotterFlooring Panels – Dietfurt LimestoneWindowspanoramah!®ah! CornerFittingsSaliceStorage Accessories – Excessories, Pull- outArmchairs / Couches / Futons / PoufsEmuSeating System – TamiMore products »Save想阅读文章的中文版本吗?桃源之境,与风起舞 Peka Peka House I / Herriot Melhuish O’Neill Architects是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my stream Projects ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/879477/peka-peka-house-i-herriot-melhuish-oneill-architects Clipboard 2015 Peka Peka House I / Herriot Melhuish O’Neill Architects CopyHouses•Peka Peka, New Zealand New Zealand Manufacturers: APL NZ, Dimond, Plytech, Garapa, Macrocarpa, Rosenfeld Kidson, TasmanianSave this picture!© Jason MannRecommended ProductsDoorsGorter HatchesRoof Hatch – RHT AluminiumWindowsVitrocsaMinimalist Window – SlidingWoodTechnowoodPergola SystemsEnclosures / Double Skin FacadesAlucoilStructural Honeycomb Panels – LarcoreText description provided by the architects. On top of a hill above Peka Peka Beach sit three simple boxes with expansive views across to Kapiti Island and inland towards pine forest plantation and agricultural farmland. There are two black-stained cedar boxes positioned to create a sheltered courtyard: one box is dedicated to living functions, the other to sleeping. The third box, clad in profiled polycarbonate, contains the garage and workshop: at night it glows when lit from within. Combined, they form a compact house designed as a primary residence for the owners.Save this picture!© Jason MannThe design is a response to both views and climate; the latter a particularly important consideration for year-round living in such an exposed location. The North-facing courtyard is protected from coastal winds, yet still enjoys views right through the living room towards the sea. Timber decking surrounds the house and provides a variety of scenarios to seek shelter depending on the prevailing weather conditions.Save this picture!© Jason MannAs requested by our knowledgeable clients, the house promotes some eco values in the form of a combination of PV and solar hot water panels and above code insulation. Their long-term ambition is to go off-grid. LED lighting throughout and exposed and insulated concrete slab as a heat store helps reduce power consumption. Natural ventilation picks up the consistent afternoon sea breezes. Save this picture!© Jason MannSave this picture!Floor PlanSave this picture!© Jason MannProject gallerySee allShow lessGinza Place / Klein Dytham architecture + TAISEI DESIGN Planners Architects & EngineersSelected ProjectsApple Event Offers First Look into Apple Park’s Steve Jobs TheaterArchitecture News Sharecenter_img Area:  176 m² Year Completion year of this architecture project Year:  “COPY” Architects: Herriot Melhuish O’Neill Architects Area Area of this architecture project Houses Peka Peka House I / Herriot Melhuish O’Neill ArchitectsSave this projectSavePeka Peka House I / Herriot Melhuish O’Neill Architects Photographs “COPY” Save this picture!© Jason Mann+ 10 Sharelast_img read more

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Privatising Shannon Airport would be ruinous-Mayor of Clare

first_imgPrint Email WhatsApp Twitter NewsLocal NewsPrivatising Shannon Airport would be ruinous-Mayor of ClareBy admin – November 21, 2011 510 Advertisementcenter_img Linkedin Facebook A private operator take-over would be focused on profits and not the strategic interest of the region.PRIVATISING Shannon Airport would be ruinous, not just for the airport, but for the region, according to the Mayor of Clare.Mayor Pat Hayes said that under no circumstances should a private operator be allowed to step in.Sign up for the weekly Limerick Post newsletter Sign Up Minister for Transport Leo Varadkar appointed international consultants Booz and Company to carry out a study on future options for Shannon and Cork airports.But Mayor Hayes said that a private operator take-over would be solely focused on profits and not the strategic interest of the region.“The reality is that a private operator would opt for a lower number of services if that’s what delivers higher profits – the bottom line is all that would matter.“My concern is that, based on his comments so far, the Minister is only focused on making the airport profitable”.Mayor Hayes said that the privatisation of Aer Lingus is an example of the damage that could be caused in this kind of take-over, as the move had resulted in the loss of the Shannon/Heathrow route.“That was a calculated move by the airline to develop a base in Belfast in the misguided belief it would be more successful than Shannon.“They abandoned Shannon in pursuit of greater profits and it caused huge damage to us here. “That’s what we would be exposed to under private ownership, whether through full privatisation or a concession/lease option”.The Mayor believes that the airport must remain in State ownership and that a solution to its current difficulties lies in marketing of the region by tourism industries.“The recent ‘New Directions’ report by the Irish Tourist Industry Confederation showed that seven out of every 10 overseas holiday visitors to the West currently arrive via an east-coast airport or port.“That’s startling and shows to me that tourism agencies are marketing the east coast as the access point for the West and not Shannon, which from a tourism perspective is outlandish and from a Shannon Airport perspective even worse”. Previous articleCall to change car registration to reflect home countyNext articleHave your sporting say and win adminlast_img read more

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Workplaces feel the strain

first_img Previous Article Next Article Workplaces feel the strainOn 27 Jun 2000 in Personnel Today As evidence pinpoints reasons for stress at work, so calls for action are growing. But many managers would argue that commercial pressures call for a balance. Philip Whiteley reports Managers used to talk about stress; now they suffer from it. Traditionally it has been the case that while executives talk about work pressures, junior employees are far more likely to suffer, because they have less control and therefore less say.But now everyone is insecure, says leading academic Cary Cooper, who informally advises the Health & Safety Executive on stress issues. “Lack of control is the critical factor in stress; however, from the shop floor to the top floor people have less control. We have a short-term contract culture. You are there when you are needed, you are a disposable asset.”This is reflected in findings from the lengthy Health & Safety Executive research into workplace stress, which has taken place over the past year. It found a unanimous desire among whom the organisations polled that more needs to be done about the issue. (Personnel Today, 20 June)Code supportCooper, who is Bupa professor of organisational psychology and health at Umist, thinks one of the surprising findings of the study is that, of the seven out of 10 respondents who backed a statutory code of practice, employers were as enthusiastic as staff.“That stuns me,” says Cooper. “You would have thought it would be 80 per cent of employees and only 15 per cent to 20 per cent of employers. That is really positive.”More positive still, Cooper argues that stress is a problem that can be fixed. “We have the science behind us. We do not need more research. We can identify the risk factors now.”The main triggers are a lack of control, long working hours, inflexible working arrangements, too much work and autocratic management, including bullying.If managers now agree that these are hazards to be dealt with, the battle would seem almost won.It is not so simple, however. On the shortest period of reflection it becomes clear that these factors are rooted deeply in the culture of an organisation, and might take years to turn around. Second, there is competitive pressure and the need to have a responsive workforce, rather than one which watches the clock, thinking only about their own welfare. So there is a balancing act.“Some people still believe that working 70 hours a week shows commitment.” says personnel director of the London Borough of Enfield Angela O’Connor. “To me it is not an indication of a productive member of staff at all. We do not want people working themselves into illness and early retirement. It is also a terrible role model.“At the other end of the spectrum we do not want people who count every minute. It is about people being grown up about these issues.”Gail Cotton, president of the Association of Occupational Health Nurse Practitioners, says stress in an employee is not always work-related.“You may need certain stresses at work but you do not need all the stresses together, it is often work plus something else.”This may, however, lead to a solution in the workplace, as it could be that different hours help an employee deal with domestic problems.Supervision issueCooper, although optimistic, acknowledges that there is no automatic way of ensuring good practice if the newly convinced managers are prevented from action by commercial pressures.“The only problem I see with the code is: who monitors it? We have tools for monitoring organisations, ensuring that hours and management style are reasonable, but you would have to have a new army of people doing the monitoring.”But it may be enough for an HR manager to bring about change, as the personnel specialist has more leverage than is commonly recognised.Cooper advocates that they carry out a risk assessment analysis, together with occupational health specialists, and involve line managers. What if the assessment reveals an ingrained culture of working until 7pm and there is a bullying manager? What would force the organisation to change? “If there were an Approved Code of Practice you would have to do it,” says Cooper. “There is so much research evidence that bullying can damage people’s health, therefore it is foreseeable. You are in legal trouble anyway, even without the code.”One organisation which has carried out a stress audit is the London Borough of Enfield, which commissioned an outside specialist. “The things that came out of that were comments such as ‘not enough hours in the day’. But a lot of the issues relate to how managers manage; things you would think are simple, such as communication,” says O’Connor. “Managers have to be able to articulate a clear vision of where they are going and where they want the team to be.”Matters such as communication and interpersonal skills – often dubbed the “soft” skills – should really be seen as central to good management, she argues. The immediate manager is the most important figure for an employee, and if he or she has difficulty managing then the experience will be stressful, regardless of other factors. “We did exercises with a group of managers and got them to identify the best and worst experience with a manager they had had. You have never heard such passion. People still felt keenly even 15 or 20 years after the event,” says O’Connor.Integral policySimilarly, a strategy for reducing stress must be part of general management, not a separate activity prone to downgrading or treated as a one-off. “It can be undermined if it is seen as something separate. It has to be entirely streamlined into the way you are developing as an organisation. It is like Investors in People – unless it is integral it just does not work.”All managers take note. The Health & Safety Commission has asked the HSE to draw up management procedures to advise employers. If employers do not take heed, they cannot complain if there are new laws.www.hse.gov.uk Comments are closed. Related posts:No related photos.last_img read more

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Low interest rates endangering German companies – survey

first_imgAt the present time, these rates are higher than the one applied under IAS19.But German analysts expect the HGB to drop considerably as low interest rates factor more heavily into the HGB’s calculation over time.According to the DVFA’s survey, more than one-third of investment professionals (36.6%) fear that most German companies are failing to adjust to the new interest rate environment or increases in life expectancy.Many in the industry are hoping proposed amendments to accounting standards will help companies cope.Earlier this spring, the German pension fund association (aba) submitted a position paper to the government on this very issue. The aba calls for increasing the calculation period for the discount rate from seven years to 12 years or more. The government has approved the proposal, which could be included in the reform package linked with the implementation of the Portability Directive.These amendments are expected to be presented to Parliament in November and could come into effect before the end of this year.For more on the effects of accounting standards on Germany’s Direktzusage, see the guest viewpoint of former DVFA managing director Peter König in the November issue of IPE German companies are finding the prolonged low-interest-rate environment, combined with an increase in life expectancy, “problematic” or “very problematic”, according to a survey by the DVFA.The DVFA – an industry group for investment professionals – said nearly 90% of respondents to its survey were highly concerned that German companies were failing to adjust. Currently, companies using German accounting standard HGB are able to apply a discount rate to their on-book pension obligations, or Direktzusage, of 3.73% or 4.12%.The Bundesbank sets these rates using the seven-year average of a zero-coupon euro swap with a remaining maturity of 10 years or 15 years, respectively.last_img read more

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