WARREN, MI — Joseph Day has been elected to the Noble International Board of Directors. AdvertisementClick Here to Read MoreAdvertisement Day is the retired chairman and chief executive officer (CEO) of Freudenberg-NOK based in Plymouth, MI. Freudenberg-NOK is a leading supplier of oil seals, vibration control products and other components to the automotive industry. He joined the partnership at its formation in 1989 as the president and CEO, to establish the North American partnership between Freudenberg & Co. of Germany and NOK Corp. of Japan. During his tenure at Freudenberg – NOK from 1989 to 2002, the partnership became one of the world’s top 20 largest automotive suppliers. Day has served on several boards, including Freudenberg-NOK, American Sunroof Corp., A.G. Simpson Co., Ltd., Beaumont Hospital and Applied Extrusion Technologies. He was the founding chairman and executive committee member of the Original Equipment Suppliers Association and a director of the Rubber Manufacturers Association. Day has also been inducted into the Shingo Prize Academy and was awarded the Manufacturing Leadership Award from the Wu Foundation. For more information about Noble International, go to: www.nobleintl.com . _______________________________________ Click here to view the rest of today’s headlines.
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Scott GoldbergBusiness owners, their employees, and the residents that support them are like nautical knots, interwoven and tied together, making up an integral part of their communities. With an unprecedented summer season ahead, the Village of Greenport is looking to shed light on the faces that make up that community through The Greenport Project.Rosalie Rung. Independent/Ian WileIan Wile, and his wife, Rosalie, migrated to the area 20 years ago, and have built a beautiful life. Their son is part of Greenport High School’s Class of 2020, and their business, Little Creek Oysters, operates out of an inconspicuous little bait and tackle shop on Front Street, which has become a dockside staple. When the novel coronavirus pandemic hit, they, like so many others, bore down for the economic storm that would inevitably hit. Then, in a single day on Memorial Day weekend, Wile created The Greenport Project to “see the broader scope of what it means to save the Greenport economy engine.” The new initiative is an online platform featuring the faces and stories of the people that make up the village. It welcomes all submissions with the basic criteria that individuals be a business owner or principal of a business in Greenport — regardless of residence — an employee of the Town of Southold, or a person whose livelihood depends on Greenport’s economy to survive. Since its inception, there have been roughly 40 submissions.“I have not edited out a single word. These are self-submitted bios, some self-submitted photos,” Wile said. “In some cases, people have asked if I could come take a new photo for the project. I think that is a fantastic part.”He takes the photos in front of a “Hold fast, stay true” sign, designed and painted by Alexa Suess on the Little Creek building. The words refer to the nautical phrase used by sailors to bear down and fight through a storm, coming out on the other side stronger than going in. But the hardest part of the project has been including individuals who are currently unemployed due to COVID-19. “Those are the faces and stories that need to be added,” he said. Greenport is an inherently quiet village, but with pandemic precautions still in place, its morale has swiftly switched to fearful self-preservation. “I believe we have been at the edge of an economic crisis downtown for a bit as commercial rents went parabolic. This has simply been a catalyst. A tide has gone out and a bunch of us were swimming naked,” Wile said. “If there is anything to be gained here, it will take some grand vision and planning. It is a time full of opportunity to change what was breaking.” The economy, reliant on summer tourism, driven largely by food and beverage, is still on hold until Long Island can enter Phase 3 of reopening. That phase could roll out in mid-July, with a potential six-week setback adding more pressure on an already struggling community.Chris and Blake Dowling“The Greenport Project is the perfect way to put a face and simple statement behind the interconnected fabric that makes up our community,” said Richard Vandenburgh, Greenport Harbor Brewing Company co-founder and president of the Village of Greenport Business Improvement District. “The Business Improvement District in Greenport is so much stronger because of this fabric, and in this time of commercial and community stress, we need to do everything we can to reinforce the tapestry we call the Greenport community.” Wile has been cross-promoting stories to social media and the community Facebook group “Hold Fast Greenport,” there are hopes to turn the project into a Hold Fast Fund, operating as a micro-finance tool to stabilize local Main Streets.Alexa Suess. Independent/David Benthal“In order for our business to succeed, we need others to succeed also,” Wile said. “Ideally, we could create a fund which would make targeted investments in local entrepreneurs who would then help guide each other next round.” Former Mayor Dave Kapell said The Greenport Project helps dispel the myth that Greenport merchants and businesspeople are not reflective of the community at large.“The project underscores the fact that our friends and merchants are our neighbors in the residential districts,” Kapell said, “and that our futures are inextricably linked in confronting the tsunami threatening downtown Greenport and the entire village with it.” Read all about the individuals at www.thegreenportproject.com or @TheGreenportProject.firstname.lastname@example.org Share
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EMAS, the operating brand of Ezra Holdings, today announced that the Group has been awarded subsea construction and offshore support contracts in Asia Pacific and West Africa with a combined value exceeding US$125 million, including options.Following contract wins in January, EMAS AMC continued its momentum with subsea contracts awarded in West Africa and Asia, including a deepwater pipeline installation project in the South China Sea. The scope of work includes FPSO mooring repair work in West Africa, and in Asia, the installation of flowlines, associated PLETS (Pipeline End Terminations) and spools in working water depths of up to 1,400m. Work for these projects is expected to begin in the first quarter of 2014, and will be managed from EMAS AMC’s Houston and Singapore offices.EMAS Marine added contracts for offshore support work in Malaysia, Thailand and Australia with the deployment of two Anchor Handling Tug and Supply vessels and one Platform Supply Vessel.“These are important wins for us as it strengthens our presence in West Africa and growing leadership in Asia. The subsea project in the South China Sea is also a clear recognition of the deepwater pipelay capabilities of our subsea team and our key assets here in Asia,” said EMAS’s Group CEO and Managing Director, Lionel Lee.“The Asia Pacific region is an important market for us with offshore support, subsea construction and engineering activities expected to continue picking up as oilfield operators venture further offshore. With our strong roots here in Asia, we are well positioned to compete for the many upcoming projects in the region.”EMAS reported strong top-line growth with operational profitability in 1QFY14 and the Group’s orderbook currently stands at above US$2 billion.In a separate announcement, the Group’s associated company, EOC Limited, announced a US$100 million award for the Lewek Conqueror, a hook up and maintenance accommodation barge, for work in South East Asia.[mappress]Press Release, March 05, 2014
The Kananook Creek entrance maintenance dredging project is completed, according to the Frankston City Council.Dredging works were carried out by a vessel-based sub-dredge with submersible electric slurry pump. Dredged material was deposited for beach renourishment at the adjacent Frankston beach.On-water plant, equipment and potential hazards to navigation arising from the works have been removed.Mariners are advised to navigate with caution within the vicinity of Kananook Creek entrance.[mappress mapid=”19604″]Source: regionalchannels.vic.gov
The government last week withdrew plans to create a legislative framework for contingency fees in contentious work. Amendments proposed for the Coroners & Justice Bill aimed to regulate so-called damages-based agreements (DBAs) used in tribunals – which are deemed non-contentious – and also allow the justice secretary to extend the use of DBAs in future. However, they now no longer provide for the possibility of permitting DBAs in litigation. The sole focus is on regulating the current use of DBAs, particularly in employment tribunals. The Ministry of Justice said the move in part reflected concerns that there should be full public consultation and debate before DBAs are allowed in litigation. A Law Society spokeswoman welcomed the retreat, but said it was still wrong to legislate at this late stage in the bill’s passage. It is still unclear whether the government will seek power to cap the percentage of damages that solicitors can take.
I found James Maddock’s thoughtful article of great interest (“Space: The final frontier”, 23 January 2015, page 31). My experience of the work space is mainly from BDP’s late Preston office, in which I worked for 30 years and at the end of which comprised about 300 staff, mostly working in open plan office space. The principal aim was to establish flexible space for any size of multi-profession design teams to work together for the duration of a project. Work spaces were visually separated from each other by moveable screens at shoulder height, to provide a feeling of privacy when seated and a limited opportunity to personalise one’s own work space. There were meeting rooms of various sizes, up to a size necessary for a major conference and down to the space required for the occasional need for private or sensitive working – the latter rarely needed.There was only ever one private office, for the senior partner and when he retired it became one more conference/meeting room. Otherwise, partners and staff shared the same total space. We were always proud to show clients and other visitors round: although the clients were always complimentary, very few adopted open plan working themselves. I recall visiting Boots’ head office at Nottingham shortly after their new office block had been occupied. It had been their intention that it should be totally open plan, but senior management had objected, so cellular offices had to be inserted around the perimeter. My experience underlines much of Maddock’s thesis. We are a wealthy nation, so occupiers of office buildings deserve the quality of space to enable them to deliver what they were employed to do. For the many, a workspace should be quiet, private, well lit and heated, provide privacy and some opportunity to personalise it.Whether open plan for the workers and private offices for the bosses should prevail is a matter for the culture of the organisation. There is a clear case for a private office for the director who needs privacy, or has to entertain important visitors, but if the desire for separation is driven only by status, open plan may be better for morale.Malcolm Taylor FRICS, via email
In the moving category, Barnhart of Memphis, Tennessee moved two electrostatic precipitator (ESP) modules weighing 2,800 tonnes each for a Californian client; Energy Transportation of Casper, Wyoming picked up an award for hauling over 160,000 lbs (72.5 tonnes) when it transported three dehydrators 15m long and 5m in diameter weighing over 200 tonnes from a rail site to a gas plant, while Tradelossa won an award in the under 160,000 lbs category for a contract undertaken in Costa Rica moving four large vessels from Mexico to a new plant near the capital city.In rigging, the awards went to Fagioli of Italy in the jobs over USD750,000 category for installing more than 400 modules at an Italian off-shore LNG plant; Process Group of Cambridge, Ontario in the USD150,000-750,000 category for replacing a ball mill shell in an operating cement plant; and Bechtel Equipment Operations, Milwaukee, Wisconsin in the under USD150,000 category for installing four feed-water power-plant pumps.Meanwhile, SC&RA has elected Paul LeFebvre – LeFebvre & Sons as president; Randall Goddard – Atlas Industrial Contractors as chairman; William Stramer – Link-Belt Construction Equipment, vice-president; Bill Keen – Keen Transport, treasurer; and David Lowry – Bennett Transportation as assistant treasurer. Also joining the board are four newly elected group chairs: Allied Industries – David Wood, WHECO Corporation; Crane and Rigging, Ron Schad, Essex Crane Rental; Transportation, Ron Montgomery, Intermountain Rigging and Heavy Haul; and Ladies, Linda Curran, J.J. Curran Crane Company. Six new board members have also been elected.
Spark Global Logistics’ growing portfolio of heavy lift experience includes the regular transportation of helicopters to the USA, Hungary and Poland for the past eight years. More information about the company can be seen here:http://www.sparkgl.com.au/index.htmlCasmal Projects is part of the Casmal Group of Companies, based in Monterrey and with branch offices in Monterrey, Monclova, Saltillo, Torreon, Durango, San Luis Potosi, Mexico City, Cancun, Puebla and Guadalajara. More information about the company can be seen here: http://www.casmalcargo.com/index.htmlThe company’s core business is focused predominantly on industries related to oil, gas and energy, power generation, mining and metals, government and infrastructure projects.Rachel Humphrey, PCN’s chairwoman says that the network which was only launched last year now has 66 members in 40 countries.