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Otago Daily Times
17-07-2025
- Politics
- Otago Daily Times
Nightmare over as autonomy back
Former Otago Polytechnic principal Ian Hall believes the decision to split up Te Pūkenga returns full autonomy to Otago. Dry July may have limited the celebrations at the Forth St head office of Otago Polytechnic. But celebration there should certainly be, with the overdue announcement by Vocational Education Minister Penny Simmonds of the restoration of full autonomy to our local polytechnic. The ill-fated Te Pūkenga nightmare is finally, and almost inevitably, coming to an end that few will lament. A bright new future for our polytechnic surely lies ahead once strong local governance and clear-headed leadership is again in place. I welcome the minister's announcement. It is something of a personal journey for me as it is 40 years since I landed my dream job as the polytechnic's third principal, following the pioneering work of the earlier principals, Ian Scollay and Ted Aitcheson. On the day that I shifted into my office, the bulldozers started work on the polytechnic's new Forth St campus. What an exciting time it was as the new buildings were opened to replace the outdated facilities in the old King Edward Technical College campus. Mind you, there were frustrations, as all day-to-decisions were stifled by the overbearing control of the Department of Education. Funding was based on student hours, laboriously recorded in daily class registers, and every significant staffing and curriculum decision needed referral to the department or other central agencies. Innovation and creativity was stifled. All decisions on the new buildings had to be signed off in Wellington and every piece of equipment was centrally funded. Dramatic change came about after the 1989 Learning for Life reforms of Education Minister David Lange and his sidekick, Phil Goff. The universities feared Armageddon as the University grants committee was abolished, with its cosy arrangement of five-early funding, and the pesky upstart polytechnics were granted degree-awarding powers. In Dunedin, always a centre of educational excellence, co-operation and mutual respect become the order of the day. A joint tertiary liaison committee was established under the wise stewardship of Dame Dorothy Fraser. Robin Irvine as vice-chancellor at Otago and Lester Taylor as principal at the Dunedin Teachers College committed to a collegial way of working to the benefit of all. The first polytechnic degree, in physiotherapy, was initially a joint venture between the polytechnic and the university, though it was not long before the polytechnic established its own degrees, initially in the health sciences. Liberated from stultifying central control, the building programme at Forth St continued apace and the regional campuses in Oamaru and Cromwell expanded rapidly. New courses were created and student access was broadened through the creative use of technology. The long-standing links to mana whenua at the Ōtākou marae were strengthened and the late Tasi Lemalu did wonderful work in encouraging links with Pasifika communities. International students were recruited in increasing numbers. Like all businesses, the polytechnic subsequently went through some challenging times. In time, the inspired leadership of Phil Ker as chief executive, and the strong work of dedicated staff, saw the polytechnic recognised as a leader in diverse areas, supported by a sound financial position and high levels of student satisfaction. It is sad that so much good work has been compromised in recent times, and that so many good staff have been lost. Te Pūkenga could have been a useful adjunct if its powers had been circumscribed, but there is little to be gained now from speculating about what could have been done better. What is surely important is to focus clearly on the new opportunities that lie ahead. It is worth remembering that Otago Polytechnic is the only institution to have retained its original name throughout all of the changes of recent times. Others have chosen at various times to be known as community colleges or institutes of technology but only Otago has held fast to its founding name. It has also, I would argue, held true to the mission of vocational education, and graduates who will contribute to the economic and social development of our region and beyond. This is a time for our community to once again add its support to our local polytechnic as it capitalises on the opportunities created by the decisions now made. I have no doubt that, given local support, Otago Polytechnic can once again add to Dunedin's hard-earned reputation as a centre of educational excellence and innovation. ■ Dr Ian Hall was principal of Otago Polytechnic from 1985 to 1992. He now lives in Albert Town and was recently chairman of the board at Mount Aspiring College.
Irish Post
21-05-2025
- Business
- Irish Post
Guinness to open new Covent Garden location while cutting costs elsewhere
DIAGEO, the parent company of Guinness, has announced a $500 million cost-cutting plan along with significant asset disposals by 2028. Amidst these measures, the Guinness brand is highlighted as a key element for future growth by their owner. Diageo, the global drinks giant behind Johnnie Walker, Tanqueray and Guinness, is operating in difficult times for the global drinks industry. With falling sales, investor anxiety, and mounting debt, the company is launching a financial reset. According to CFO Nik Jhangiani, the savings will come from streamlining trade investments, advertising, and supply chains, with an eye toward achieving $3 billion in annual free cash flow by 2026. Despite plans to offload some significant assets, Guinness is notably not on the chopping block. CEO Debra Crew reaffirmed that 'nothing has changed' regarding the status of the stout powerhouse—Guinness remains central to Diageo's portfolio. This decision reflects Guinness's continued commercial strength, especially in markets like Britain and Ireland. That expansion is taking physical shape in the form of a £73 million investment into Guinness at Old Brewer's Yard, a massive brewery and visitor experience slated to open in London's Covent Garden by the end of 2025. The project, originally delayed by the collapse of the lead contractor, marks the return of brewing to the area for the first time since 1905. The new Open Gate Brewery in London will join sister sites in Dublin, Baltimore, and Chicago. It's expected to attract up to half a million visitors annually and create 250 jobs across a 54,000-square-foot site. While traditional Guinness won't be brewed there (all European Guinness continues to be produced in Dublin), the microbrewery will craft more than a dozen limited-edition beers, including low-alcohol options under head brewer Hollie Stephenson. Beyond beer, it will feature multiple dining options and serve as the southern British base for Diageo's Learning for Life hospitality training programme, teaching over 100 bartenders each year. Despite supply chain issues that caused temporary shortages in London pubs last Christmas, Guinness remains one of the most in-demand beers in the UK, currently number two, just behind San Miguel. Current estimates suggest that one in every ten pints pulled in London is for Guinness. See More: Business, Covent Garden, Guinness
Scottish Sun
21-05-2025
- Business
- Scottish Sun
UK's only Guinness attraction to open in time for Christmas party season
Click to share on X/Twitter (Opens in new window) Click to share on Facebook (Opens in new window) LONDON'S Guinness microbrewery is a step closer to opening, as a launch date is announced. The new Guinness venue will be located in Covent Garden, next to the iconic Stanford's bookshop. Sign up for Scottish Sun newsletter Sign up 3 The venue was first announced in 2022 Credit: DIAGEO/GUINNESS 3 It will be located close to Covent Garden Credit: DIAGEO/Guinness The venue is now expected to open in the run up to Christmas this year. The brewery was originally announced back in 2022 - however, since then it Guinness has spiked in demand, with some pubs in the capital having to hand out ration cards for the drink. Officially called The Open Gate Brewery, the build for the venue has cost £73million. It is located on a historic site that first produced beer over 300 years ago. In total, the venue spans 50,000-square-foot, across five buildings and will feature events spaces, a rooftop with panoramic views, a merch shop and a microbrewery serving up 14 limited edition brews. There will also be no and low alcohol options. Guinness itself however, will not be brewed on site as all the Guinness produced for Europe is brewed in Dublin. The venue will also boast three different food spots including a food truck, brasserie and grill and a seafood restaurant on the rooftop. Guinness hopes that the free-to-enter destination will attract half a million visitors in its first year. The destination will be open from 9:30am to 11:30pm each day, with paid tours available in the early evenings. Why Guinness tastes better in Ireland This will be the fourth site for the drink brand, with other locations in Dublin, Baltimore and Chicago. According to The Standard, the venue will also become the southern UK hub of Diageo's Learning for Life Bartending and Hospitality programme. The programme aims for over 100 London based students to graduate from the 'Guinness at Old Brewer's Yard' programme annually. Brewing originally took place at the site from 1722 to 1905. Beers originally produced at the brewery included the aged brown beers, which became knowns as 'Stout Porter' before the name was eventually shortened to 'stout'. Last year, another popular drink brand - Heineken - announced it would reopen 62 popular British pubs with £39million investment injection. Plus, the UK's highest pub with insane countryside views set to open new beer garden.
The Guardian
17-02-2025
- General
- The Guardian
The choice many families face: pay bills or buy school essentials
When Mary's primary school-aged son Christopher started refusing to go to class, she felt powerless. She knew he was anxious and afraid to go without the 'right' gear, but Mary was having to make difficult choices between buying school supplies or food for her family. She couldn't afford it all. 'It was an underlying thing of not having what the other kids had,' Mary says. 'You could see the obvious differences of what he had to what they had. So I think that's what made it a lot harder.' Mary's story is increasingly common. The single mum of three lives in rental accommodation north-west of Melbourne. Along with Christopher, now 14, she has another son Kodie, 12, and a daughter, Abbey, 11. They are among the 1.2 million children and young people in Australia who live below the poverty line. While Mary has always tried to give her kids what they need to succeed, she says the soaring cost of living means there's not enough money to go around. 'It's not about trying harder,' she says. 'You try as hard as you can. But sometimes it just doesn't happen.' Mary's financial difficulties are compounded by the fact that she also lives with a chronic illness and has high medical expenses. 'They say it takes a village to raise a kid,' she says, 'but then you're left on the outer and made to feel crappy because you can't provide for them, and you can't give them everything they need.' Christopher's reluctance to attend school was a serious concern. Access to education is a crucial factor in lifting families out of disadvantage. In 2022, during a particularly rough patch, the children's school had an idea. It was involved in a program run by The Smith Family called Learning for Life – which supports students with the essentials they need for their schooling, from uniforms and stationery to academic support and electronic devices – and it suggested Mary give the charity a call. 'It was such a relief when they picked up,' she says. 'It was like having a rock lifted.' Mary and her kids were connected with a Learning for Life coordinator, whose role it is to make sure everyone is getting what they need so children can do their best at school. That can be anything from checking on school reports to creating tailored programs that help kids learn in their own ways, and it's a key part of the way The Smith Family supports families. Photo supplied. Mary now has the internet connected at home, and devices, so each child has access not just to suitable shoes, books and uniforms but also to the digital tools they need for schooling. 'It's opened up the world,' Mary says. For Christopher, it has been life changing. With this extra support, he is back in class five days a week – and loving it. Kate Baddiley is a regional team leader for The Smith Family in Victoria. She sees many families like Mary's doing it tougher than ever. 'Our families are experiencing disadvantage in a variety of ways,' she says. 'It's generally financial disadvantage or financial distress, but that flows into nearly every area of their lives – education being one of those areas.' The cost-of-living crisis is affecting an increasing number of Australian families, and those living with disadvantage are having to make difficult financial decisions, Baddiley says. To get a clearer picture of these pressures, The Smith Family conducts an annual Pulse survey, asking more than 2,000 families about their lives with school-aged children. 'Almost 60% of all survey respondents have found it hard, or very hard, to afford all the things that their children need for school this year,' Baddiley says. And almost 18% said family financial pressures had made the school year difficult for their child in 2024. 'Our families [are] having to make impossible decisions, really, about where they put their money,' Baddiley says. 'Decisions like, do I pay the electricity bill, or do I replace the worn-out school shoes?' NAPLAN figures show that kids experiencing disadvantage are, on average, more than five years behind their most advantaged peers by year 9. Under enormous pressure from rising food and fuel costs, Baddiley says, some families are being forced to move away from familiar schools, further disrupting their children's learning. 'Once you're behind,' she says, 'it's harder to catch up.' Helping these families is complex – but casting blame is not the answer. 'We often speak about families living with disadvantage, rather than they are disadvantaged,' Baddiley says. 'We do that intentionally, because we know that somebody is not their circumstances.' Rather than asking its families to work harder on budgets, The Smith Family offers help in three ways through the Learning for Life program: financial help, program support and local engagement from a dedicated coordinator. 'Having that long-term support allows children and families to engage in a variety of our programs,' Baddiley says, pointing to the organisation's initiatives in learning to read, the arts, career education and more. 'We know that education is a changemaker,' she says. 'If we can get kids to school, we can really break that cycle of disadvantage. They're then empowered and educated to make decisions for themselves and for the future of their family.' For Mary, the future looks quite different these days. Thanks to The Smith Family's ongoing support, Kodie is keen to work as a mechanic, while Abbey is aiming to become a vet. And after participating in Victoria's Blue EDGE program, Christopher also has a new goal: to become a police officer. 'Before we were in The Smith Family, they had no idea what they wanted to do,' Mary says. 'It shows you that through the support and everything they've received, how much more confidence they've grown in themselves. 'It just makes me feel so lucky to be able to be a part of that special group, where I know my kids are going to succeed.' By sponsoring a child with The Smith Family, you can provide financial support to help them make the most of their education and break the cycle of poverty.
