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Application for Employment
APPLICATION FOR EMPLOYMENT The completion of this form does not indicate that there is any obligation on this Company to offer employment to the applicant. The personal information you provide in this document will be held by this company for a limited period of time only and will be used for the purpose of assessing your suitability for employment. It will be accessible to senior management staff only. You have a right of access to this information to ensure its accuracy. This is a Confidential Document subject to the Privacy Act 1993 SECTION ONE: Position Company: I.T. Watson Ltd trading as Freshchoice Richmond Position applied for: ______________________________________________________________________ I am available to work: Full Time – a minimum of 40 hours per week (as per an assigned roster) Part Time – less than 40 hours per week (as per an assigned roster) If your Application for Employment is accepted, when could You commence employment with Freshchoice Richmond?_________________________________________ What is your notice period with your current employer (if applicable)?____________________________________ SECTION TWO: Personal Information SURNAME or Family Names:____________________________________________________________________________________ First Name:____________________________________________ Middle Name:__________________________________________ Date of Birth: ______ / ______ / ______ Place of Birth:__________________________ Country of Birth:____________________ (If under 20 years old) Are you known or have you -
Peak Oil Activists Remain Optimistic Despite Country's Financial Meltdown
Implementing Plan C – conservation, curtailment and cooperation NewSolutionsJanuary-February 2009 Number 16 Peak Oil Activists Remain Optimistic Despite Country’s Financial Meltdown By Megan Quinn Bachman eak Oil activists from across the P nation gathered at a college outside of Detroit over the Halloween weekend to confront the scary prospects of declining worldwide oil production – and to focus on how they and their communities can cope. Despite grave reports of imminent and permanent falloffs in oil production, com- bined with financial meltdown and climate instability, participants at the Fifth U.S. Conference on Peak Oil and Community Solutions left with strategies to dramati- cally cut energy use – plus the optimism that they can accomplish much. “People can find ways to lead happy, fulfilling lives even as this doomed system crumbles all around them,” Russian immi- grant writer Dmitry Orlov told the 250 conference attendees at the longest run- ning annual Peak Oil conference in North America, this year a joint effort of the Yellow Springs, Ohio-based Community and consuming. “Consumerism took our Solutions and the Upland Hills Ecological souls, but community will return them,” Awareness Center, and held at Oakland Murphy said. University in Rochester, Michigan. Murphy, author of Plan C: Community Other speakers offered ways to make Survival Strategies for Peak Oil and Climate needed lifestyle changes – from creating Change, focused on our severe economic household self-reliance to securing water challenges. He said that while Peak Oil supplies and increasing soil fertility, saving could mean a slow decline in our standard gasoline with innovative ridesharing solu- of living and climate change could eventu- Top: Dmitry Orlov compares the situation of the U.S. -
Free Ebooks ==> Www
Free ebooks ==> www.Ebook777.com US/CAN $19.95 BusINESS & EcONOMIcs A Do-It-Yourself Guide to Financial, Commercial, Political, Social and Cultural Collapse …one of the best writers on the scene today, working at the top of his game. There is more to enjoy in this book with every page you turn, and in very uncertain times, Orlov’s advice is, at its core, kind-spirited and extraordinarily helpful. Albert Bates, author, The Biochar Solution When thinking about political paralysis, looming resource shortages and a rapidly changing climate, many of us can do no better than imagine a future that is just less of the same. But it is during such periods of profound disruption that sweeping cultural change becomes inevitable. In The Five Stages of Collapse, Dmitry Orlov posits a taxonomy of collapse, suggesting that if the first three stages (financial, commercial and political) are met with the appropriate personal and social transformations, then the worst consequences of social and cultural collapse can be avoided. Drawing on a detailed examination of both pre- and post-collapse societies, The Five Stages of Collapse provides a unique perspective on the typical characteristics of highly resilient communities. Both successful and unsuccessful adaptations are explored in the areas of finance, commerce, self-governance, social organization and culture. Case studies provide a wealth of specifics for each stage of collapse, focusing on the Icelanders, the Russian Mafia, the Pashtuns of Central Asia, the Roma of nowhere in particular and the Ik of East Africa. The Five Stages of Collapse provides a wealth of practical information and a long list of to-do items for those who wish to survive each stage with their health, sanity, friendships, family relationships and sense of humor intact. -
A Case Study of the South Taranaki District
The Impact of Big Box Retailing on the Future of Rural SME Retail Businesses: A Case Study of the South Taranaki District Donald McGregor Stockwell A thesis submitted to Auckland University of Technology in fulfilment of the requirements for the degree of Master of Philosophy 2009 Institute of Public Policy Primary Supervisor Dr Love Chile TABLE OF CONTENTS Page ATTESTATION OF AUTHORSHIP ........................................................................ 7 ACKNOWLEDGEMENT ............................................................................................ 8 ABSTRACT ................................................................................................................... 9 CHAPTER ONE: INTRODUCTION AND BACKGROUND TO THE STUDY ................................ 10 CHAPTER TWO: GEOGRAPHICAL AND HISTORICAL BACKGROUND TO THE TARANAKI REGION................................................................................................ 16 2.1 Location and Geographical Features of the Taranaki Region ............................. 16 2.2 A Brief Historical Background to the Taranaki Region ...................................... 22 CHAPTER THREE: MAJOR DRIVERS OF THE SOUTH TARANAKI ECONOMY ......................... 24 3.1 Introduction ......................................................................................................... 24 3.2 The Processing Sector Associated with the Dairy Industry ................................ 25 3.3 Oil and Gas Industry in the South Taranaki District .......................................... -
Woolworths Limited
20 July 2011 PRESS RELEASE FULL YEAR SALES RESULTS 52 WEEKS TO 26th JUNE 2011 SALES OF $54.1 BILLION FOR THE YEAR UP 4.7% EXCLUDING PETROL SALES UP 4.1% 2010 2011 Increase Statutory Statutory (%) (52 weeks) (52 weeks) Full Year by Division ($ millions) Supermarket Division 44,287 46,312 4.6% Australian Food and Liquor 34,675 36,176 4.3% New Zealand Supermarkets (NZD) 5,185 5,362 3.4% New Zealand Supermarkets (AUD) 4,131 4,111 (0.5)% Petrol (dollars) 5,481 6,025 9.9% Petrol (litres) 4,792 4,920 2.7% General Merchandise Division 5,975 6,014 0.7% BIG W 4,193 4,158 (0.8)% Consumer Electronics – Total 1,782 1,856 4.2% Consumer Electronics – Aust 1,260 1,286 2.1% Consumer Electronics – NZ (NZD) 341 322 (5.6)% Consumer Electronics – NZ (AUD) 270 248 (8.1)% Consumer Electronics – India 252 322 27.8% Hotels 1,102 1,153 4.6% Home Improvement 330 664 n.m Total Year to Date Sales 51,694 54,143 4.7% Total Year to Dates Sales (excluding NZ 5.1% exchange rate impacts) Total Year to Date Sales (excluding Petrol) 46,213 48,118 4.1% Woolworths Limited Chief Executive Officer, Michael Luscombe, today announced full year sales of $54.1 billion, a $2.4 billion or 4.7% increase on the previous year (4.1% increase excluding Petrol). Mr Luscombe said “This result has been achieved in a very challenging year for retail which saw continuing deflationary effects, the disruption caused by natural disasters, increased consumer caution and higher domestic savings rates. -
Woolworths New Zealand
PUBLIC VERSION Woolworths New Zealand Limited’s submission on the New Zealand Commerce Commission’s preliminary issues paper regarding the market study into the retail grocery sector 4 February 2021 (1) Introduction and Executive Summary (a) Introduction ● Woolworths New Zealand Limited (WWNZ) welcomes the opportunity to provide comments on the Commerce Commission’s (Commission) preliminary issues paper (Issues Paper) regarding the market study into the retail grocery sector (Market Study). ● The main body of this submission is broken into a number of sections below, each outlining key information about WWNZ's business and the wider sector WWNZ operates in. We trust that this information will help inform the Commission's approach to the Market Study. In Appendix One, we also provide responses to each of the specific questions posed in the Issues Paper (sometimes with reference to points made in the main body of our submission). ● WWNZ looks forward to continuing to assist the Commission in the Market Study, and we are happy to provide more detail to the Commission on any of the points raised in this submission. (b) Executive Summary ● WWNZ owns and operates 180 Countdown supermarkets, two Metros, and three “eStores” across Aotearoa New Zealand (which account for over [ ] of WWNZ’s sales). We are also the franchisor for 71 SuperValue and FreshChoice supermarkets, which are locally owned and operated businesses. We employ more than 20,000 team members throughout the country in our supermarkets, distribution centres, and central support offices. We partner with 1,400 suppliers, including 120 produce growers and 900 small suppliers,1 to on-sell food and other grocery products. -
Lessons from a Recent Home Retrofit
Implementing Plan C – conservation, curtailment and cooperation NewSolutionsNovember-December 2008 Number 15 Saving Energy the “Passive Way” – Lessons from a Recent Home Retrofit By Megan Quinn Bachman for reducing home energy use do not at Murphy and his wife Faith approach the 80 – 90 percent reduc- P Morgan of Community Solu- tion targets of the Passive Houses, tions knew a little about retrofitting nor do they even approach the efforts buildings for low-energy use when made during the 1970s energy crisis. they decided to turn their small 100- So-called “green building” and year-old carriage house into an artist’s energy efficiency programs for new homes like the U.S. Green Build- studio and apartment. ing Council’s Leadership in Energy After they learned how the new and Environmental Design (LEED) German “Passive House” concept can certification and the U.S. ENERGY reduce energy consumption in exist- STAR qualified homes only save, on ing buildings by up to 80 percent, average, about 25 – 30 percent of they decided to find out – and share the energy used in a typical building, with others – how much energy they according to Community Solutions. could save in their 1,000-square foot, Linda Wigington, a manager at two-story building, once used by Affordable Comfort, Inc., another horses and buggies. The Carriage House near completion (Photos: Faith Morgan) organization promoting deep energy “A Passive House is a very well- retrofits, said, “Recently much of insulated, virtually air-tight building the emphasis for low energy homes that is primarily heated by passive in the US has focused on expensive solar gain and by internal gains from mechanical and renewable systems, people [and] electrical equipment,” such as geothermal heat pumps and according to Katrin Klingenberg of solar photovoltaic arrays without the Urbana, Illinois-based Passive substantially reducing the energy load House Institute U.S. -
Post-Soviet Lessons for a Post-American Century
$65.00 per year $6.00 U.S. A Nonpartisan Non-sectarian MAP for the Here That Is, Into the Tomorrow of Our Own Making Vol. VIII, No. 3 ——–—————–———————————————————–—–——–—————–——— June 11, 2005 © Copyright 2005 PostPost--SovietSoviet LessonsLessons forfor aa PostPost--AmericanAmerican CenturyCentury (PART ONE OF THREE) By Dmitry Orlov Special to From the Wilderness [Several months ago, Dmitry Orlov suggested writing an essay for www.survivingpeakoil.com relating how the people of Russia sur- vived the collapse of the Soviet Union. I heartily welcomed the idea, and that was the last I heard from Dmitry for some time. I had just about given up on the article when it finally did appear a few weeks ago. In reading through this article, I quickly ascertained that Dmitry had far exceeded his goal. It was clear that this article deserved a larger readership than I could give it at survivingpeakoil.com. As sci- ence editor at From The Wilderness, I passed this article on to Mike and Jamey, and they readily agreed that it should be published by FTW. Through his comparison and contrast of the Former Soviet Union to the U.S., Dmitry provides us with one of the most penetrating analyses of post-peak that I have read. This article is packed with original insights derived from personal experience. The picture which Dmitry paints is unsettling, but it is far better than jumping feet first into darkness. The impending breakdown of the US and world economies is here clarified to the point that you can begin to prepare for this eventuality. -
The Auckland District Licensing Committee Application for Off Licence Renewal by General Distributors Ltd at 144-150 Williamson
I hereby give notice that a meeting will be held on: Date: Thursday 27 May 2021 Time: 9:30am Meeting Room: Council Chamber Venue: Ground Floor Auckland Town Hall 301-303 Queen Street, Auckland THE AUCKLAND DISTRICT LICENSING COMMITTEE APPLICATION FOR OFF LICENCE RENEWAL BY GENERAL DISTRIBUTORS LTD AT 144-150 WILLIAMSON AVENUE, GREY LYNN TO TRADE AS COUNTDOWN GREY LYNN CENTRAL MEMBERS Chairperson Katia Fraser Member Wilson Young Member Deirdre Hilditch Wendy Stephenson HEARINGS ADVISOR Contact Telephone: 09 890 8159 or 021 708 832 Email: [email protected] Website: www.aucklandcouncil.govt.nz WHAT HAPPENS AT A HEARING At the start of the hearing, the Chairperson of the District Licensing Committee will introduce the Panel Members sitting on the hearing committee and he/she will briefly outline the procedure for the hearing. The chairperson also confirms that they and the committee members don’t have any conflicts of interest and are able to consider the application impartially. The Chairperson may then call upon the parties present to introduce themselves to the committee. The Chairperson is addressed as Mr Chairman or Madam Chair. Any party intending to give written or spoken evidence in Māori or speak in sign language should advise the hearings advisor at least five working days before the hearing so that an interpreter can be provided. Catering is not provided at the hearing. The Hearing Procedure The usual procedure for a District Licensing Committee Hearing is: • The applicant will be called upon to present his/her case either personally or through a representative. The applicant may be represented by legal counsel or consultants and may call witnesses in support of the application. -
EDI Delivers Multiple Benefits for Growing FMCG Business
CASE STUDY AT A GLANCE EDI delivers multiple benefits for growing FMCG business Written in October 2018 by Flow Software A SEAMLESS INTEGRATION WITH ITS MAJOR SUPERMARKET PARTNERS NOT ONLY SOLVED A DATA ENTRY HEADACHE FOR SPECIALTY FOOD SUPPLIER BLUEROCK, IT ALSO IMPROVED THE COMPANY’S SERVICE STANDARDS. Since 2000, FMCG company Bluerock has sourced and distributed food products to both INDUSTRY the retail and food service channels across New Zealand. With a focus on quality, value Fast Moving Consumer Goods and consistency of supply, the company represent a large range of local brands as well as products sourced directly from suppliers around the globe. BUSINESS OBJECTIVE Today Bluerock is part of the Sulkem group of companies, a 100 percent New Zealand Integrate invoicing system owned, family business established in 1956 with a long history of food and ingredient with the systems of major importing. Bluerock’s portfolio of brands includes well-known Australian-based brands partners Sandhurst Fine Foods and Guzzardi Fine Foods. The company also markets and distributes its own food brands: Food Snob and Veesey. SOLUTION From its head office in Auckland, where it operates both a chilled and ambient warehouse Flow Software facility, Bluerock’s brands are widely distributed to supermarkets, specialty stores, food service and manufacturers nationwide. BUSINESS BENEFITS Elimination of manual The Situation paperwork On the retail side of its business, Bluerock supplies the country’s two large supermarket Rapid and accurate dispatch groups: Foodstuffs (NZ) Ltd (owner of the New World and Pak’nSave supermarket chains) of invoices and Woolworths New Zealand (formerly Progressive Enterprises), which owns Countdown, Improved reliability FreshChoice and SuperValue. -
Peter Buchan for CPD 2012 Limited Dated: 6 November 2020
Before a Hearings Commissioner appointed by the Central Otago District Council Under the Resource Management Act 1991 And In the Matter of an application under section 88 of the Act by CPD 2012 Limited for the construction and operation of a Countdown supermarket between Centennial Avenue and Ventry Street in Alexandra (RC200029) Statement of Evidence of Peter Buchan for CPD 2012 Limited Dated: 6 November 2020 Lane Neave Level 1, 2 Memorial Street Queenstown Solicitor Acting: Joshua Leckie/Annabel Hawkins Email: [email protected]/ [email protected] Phone: 03 409 0321/03 377 6783 Page 2 of 13 INTRODUCTION 1. My name is Peter Buchan. I hold the dual position of Portfolio Manager Countdown (South) and National Manager Property Super Value / Fresh Choice for Woolworths New Zealand Limited (Woolworths). 2. I hold a Bachelor of Science degree in Land Economics from Paisley University, Scotland (1987) and am an Elected Member of the Royal Institute of Chartered Surveyors (1989). I have over 30 years’ experience working in the property industry in the United Kingdom and New Zealand. 3. I have worked for Woolworths for nine years. I am responsible for a property portfolio of approximately 130 Countdown, Fresh Choice and Super Value supermarkets. As part of my remit, I am also responsible for the development of new stores. In particular, I have obtained resource consents and plan changes for several supermarkets on or adjacent to residentially zoned land. 4. Alexandra has been identified as a ‘target town’ by Woolworths for a number of years (which precedes my involvement). -
Annual Report 2011 Closer Every Day
Annual Report 2011 Closer every day. Woolworths Limited Annual Report 2011 CONTENTS CAPITAL MANAGEMENT Chairman’s Report 11 Managing Director’s Report 12 Successful completion of Highlights 14 The Results in Brief 18 $704 million off market Food, Liquor and Petrol 20 share buyback and sales of General Merchandise 26 Hotels 32 approximately $390 million Overheads, Expenses and Balance Sheet 33 in property assets. Capital Management and Outlook 34 Board of Directors 36 Management Board 2011 41 EARNINGS Directors’ Statutory Report 42 Remuneration Report 45 Auditor’s Independence Declaration 68 Corporate Governance Statement 69 5.1% Financial Report to Shareholders 80 increase Shareholder Information 167 in net profit after tax to $2,124.0 million (6.4% excluding natural disaster costs). www.woolworthslimited.com.au ABN 88 000 014 675 CASH FLOWS Solid increase in operating cash flows. EARNINGS 6.5% 6.6% 6.3% increase increase increase in earnings per share in earnings before in earnings before to 174.6 cents. interest, tax, depreciation interest and tax to and amortisation. $3,276.4 million. SALES DIVIDENDS 4.7% 6.1% increase increase Sales of $54,143 million, in fully franked up 4.7% including petrol dividend to 122 cents (excluding petrol, up 4.1%). per share. 1 Woolworths Limited Annual Report 2011 Thousands of shelf prices reduced during the year We’re knocking down prices every week… 63% rise in online sales over the last year We’re making online shopping easier and more accessible… 2 …so meal time is more about the family and less about the cost.