The closure of the privately-owned college is being seen as a result of the amended immigration rules announced earlier this month that delinked certain trade occupations including hairdressing and cookery from Australian permanent residency
A hairdressing college in Australia has permanently shut down, leaving the fate of many overseas students including Indians hanging in the balance, apparently due to the amended migration skills programme, reports PTI.
The Sydney college that charged $7,000 (Australian dollars) from each overseas student as fees and equipment three weeks ago has announced its closure.
A 24-year-old hairdressing student Neil Ahuja of New Delhi was quoted as saying that he had paid the college $5,000 for his first semester fees and $2,000 for equipment.
"We asked the principal of the academy about the course after the new rules were announced. She told us, 'Don't worry, you guys are safe'," Mr Ahuja was quoted as saying by the Sydney Morning Herald.
"They had been pressurising us to pay the $2,000 for our hairdressing kit, which we could have got for a few hundred dollars. Otherwise we couldn't do the course. Now we have been left high and dry. I just arrived in Australia and I don't know what to do," said Mr Ahuja.
Students and staff were locked out of The Edge Academy, whose registration renewal was under consideration by state government authorities.
The closure of the privately-owned college in Sydney is being seen as a result of the amended immigration rules announced earlier this month that delinked certain trade occupations including hairdressing and cookery from permanent residency.
The new immigration rules aimed to crack down on dodgy education providers that were reportedly luring foreign students with guaranteed permanent residency.
Private colleges that were charging students fees of over $20,000 a year to do courses that cost Australian students only hundreds of dollars, now fear a catastrophe.
The Edge Academy has been a registered training organisation with the NSW Vocational Education and Training Accreditation Board (VETAB) since December 2004.
The organisation currently has 66 students studying with 95 pending enrolments. A VETAB spokesman said that they were told by owners of the academy that reasons for the closure included the changes to federal government policy.
"Overseas students are entitled to a full refund of their fees from the Education Services for Overseas Students Assurance Fund," he said. "Domestic students can seek restitution from the NSW Office of Fair Trading."
College principal and managing director Judy Gabbert was unavailable for comment. An India-based education agent Ravi Lochan said, "Most of the closures were not due to any rapid audit but due to voluntary administration, which saw lesser visas meaning lesser students and hence lesser profitability."
"Student visa (regulations) for the diploma students were really tightened in September and they refused to grant visas for these (students) without interviews. This was possibly in response to what the Indian Government wanted. The tightening of the visa norms also led to lesser students at some colleges which led to closures (such as Meridian College in Victoria) and not any action by the Victorian government on them as many in India believe," Mr Lochan said.
Raytheon and L&T have teamed up in a proposal submitted this month to upgrade the Indian Army's T-72 tanks
US-based Raytheon Co, the world's biggest missile maker, has said that it has partnered with Indian engineering giant Larsen & Toubro Ltd (L&T) to upgrade the T-72 tanks of the Indian Army.
Under the proposal, Raytheon will provide infrared imaging sights and electronics that will greatly improve target accuracy and increase overall system lethality on the battlefield for T-72 tank battalions. L&T will provide the fire control system, sensors, and will accomplish the final integration along with customer support.
"Together, we are exploring other opportunities to provide net-centric modernisation defence solutions to meet growing demands in India and the global marketplace," said Fritz Treyz, vice president, Raytheon Network Centric Systems (India operations).
MV Kotwal, senior executive vice president and member of the L&T board said, "L&T is the only Indian company in the private sector that is leading the tank-upgrade program. The L&T and Raytheon combination has got what it takes to deliver on such an important program. This beginning would lead to new avenues in Indian and global defence markets for both the partners working together."
Raytheon has provided 20,000 thermal sights in more than 15 countries.
Well begun is half done. Is the Essar Group being too clever by half?
Corporate advertising is probably the toughest, the most challenging of all forms of advertising. How does one distil an entire organisation’s core philosophy and encapsulate it in one single piece of communication, and even more trickily, in one single slogan? Especially when it comes to a giant, multi-business, multi-brand, multi-layered, complex organisation. Plus, you have various operating heads to please, each with demands and expectations of their own. In contrast, for a brand communication, life is a lot simpler. Once the key benefit and insight is in place, half the battle is won. But to communicate an organisation’s core competence in thirty seconds is another ball game. And yet, it needs to be done.
Essar Group, the giant desi organisation, which deals in various businesses across the continents, in core sectors such as energy, steel, power, communications, shipping… the list goes on, has released a new corporate campaign called ‘Let’s begin’. The objective of undertaking a corporate exercise is understandable for this particular group. So far, Essar has been a silent giant, going about its business in essentially a low-key manner. But as the group undertakes to expand and grow, it becomes important to establish a distinct identity in the consumers’ minds. The core message of their campaign is this: "Every achievement is not the end of a journey. It's the beginning of a new journey. So let’s begin.”
Although it’s not in the league of a Nike’s ‘Let’s do it’, I actually quite like the ‘Let’s begin’ slogan. The phrase is mildly self-deprecating (and therefore classy, coming from a successful organisation that has been around for a long time). And the concept is pregnant with many possibilities. One can visualise stunning creatives being born out of the thought.
However, their execution of the idea is pretty lacklustre, dull and entirely boring. Funnily enough, for a thought that’s self-deprecatory, they’ve released a TV commercial that’s totally self-obsessed! The commercial features a casually-dressed dude drawing complicated charts on a black-board, which criss-cross the organisation’s various disciplines (power, steel, telecom, etc). Guess the underlying message is: constant innovation. And to pep things up, so to speak, they have added zippy graphics and a shaky editing pattern, but it doesn’t work. The commercial, not helped much by a languid music track, appears like a corporate department head making some yawny internal presentation to his assorted bosses. In fact, the commercial is so irritating to watch, I am amazed the big bosses at Essar even allowed it to be aired!
Net-net: ‘Let’s begin’ isn’t a bad thought. Go back to the drawing board, people. Ask the ad agency chaps to leave the pub ASAP, and get back into their brainstorm rooms. ‘Let’s really begin’ should be your own internal slogan. We kinda don’t care much to watch your boardroom presentations in our living rooms.