Do you wonder what happens if you die without a Will? Would you like to know what a power of attorney is and why you need one? This webinar addresses these questions as well as choosing an executor of your Will, how to minimize taxes at death, and how to best provide for your family after you're gone.


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Here are our latest posts
SRDR+ as a Tool to Teach Evidence Synthesis Principles and Methods by James Scott Parrott
When I first began teaching the principles and methods of evidence synthesis (i.e., how to conduct a systematic review) over a decade ago, I cast around to find an online platform learners could use to extract information from an article for their systematic review. At the time, I was not particularly mindful of the andragogical utility of any of the tools I...
Enhancements to SRDR+, the Next-Level Replacement For SRDR by Bryant Smith
SRDR+ is a free, open source, online, collaborative platform for extracting systematic review data, archiving the data after the review is complete, and sharing the data with others (including other systematic reviewers, clinical guideline developers, healthcare professionals, patients and health policy makers). Over the last couple of years, we've made several improvements...
SRDR+ Presents New Importing Capability for FHIR-formatted Citation Files for Systematic Reviews by Ian Saldanha
Supported by AHRQ, the Systematic Review Data Repository Plus (SRDR+) is working towards eventually becoming the first FHIR-enabled platform for conducting and sharing the results of systematic reviews. As part of this work, handling citations of included studies in systematic reviews just got easier! Study-related citation information (author names...
The newly updated Systematic Review Data Repository Plus (SRDR+) by Ian Saldanha
A lot of human capital and monetary resources are spent conducting systematic reviews. At the same time, there has been strong momentum towards promoting open science and data sharing. Technology can help us realize these ideals and improve the efficiency of the systematic review enterprise. A particularly inefficient systematic review step is...
SRDR+ Systematic Review Data Repository

redpajama_set_name: RedPajamaCommonCrawl


One week after hiding Internet Explorer attack code on his website, security researcher Aviv Raff has posted details on how to launch the attack.
One week after hiding Internet Explorer attack code, security researcher Aviv Raff has posted details on how to launch the attack.
The bug lies in the "Print Table of Links" feature, which lets IE users print out a web page along with a list of all the links on the page tacked onto the end. Raff discovered that if an attacker added special scripting code to a web page, he could then run unauthorised software on the PCs of IE users who printed using this feature.
The flaw affects IE 7 and IE 8, Raff said. Security vendor Secunia said that the bug also affects IE 6.
Because the hack requires that the user be tricked into following so many steps - not only visiting a web page, but then printing a page with this feature selected - Secunia has rated it as a "less critical."
Raff said that the flaw could be a more serious issue if hackers were to add the code to web pages that were frequently printed out, such as those on Wikipedia.
The bug has not been patched by Microsoft, which was notified of the issue just last week.
Raff disclosed the flaw in an unusual way, embedding it in his own website and then inviting other hackers to come and find it. He called this a "treasure hunt."
The Israeli hacker said that the treasure hunt idea came from a local custom of playing such games during Israel's Independence Day. The contest was won Tuesday by someone calling himself "George the Greek."
Microsoft didn't get much time to fix the vulnerability, but Raff said he didn't feel that Microsoft would address the issue quickly unless he went public with the vulnerability.
When he has followed Microsoft's responsible disclosure guidelines in the past, the company has been too slow to fix bugs, he said.
Microsoft is thinking about putting a fix for the problem in an upcoming security update, the company said in a statement. It too downplayed the risk. "Our investigation has shown an attack would require significant user interaction," the company said. "An attacker would need to convince a user to select a non-default printing option and print a malicious web page in order for an attack to be successful."
Though Raff's attack code has been posted to the Millworm website, Microsoft says it's not heard of any attacks that exploit this vulnerability.


SALISBURY, N.H. — Steven and Joanie Adams of Kennebunk and Theodore and Kelly Jarvis of Salisbury, are pleased to announce the engagement of Alec Adams and Colleen Driscoll.
Colleen graduated from Bishop Brady High School in Concord, N.H., and U. of New Haven. She is employed by the town of Sanford.
Alec graduated from Kennebunk High School and attended U. of Maine. He is a sergeant in the Maine Army National Guard and is employed by Dean Ramsdell Landscaping.


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While doing research for another story, I was introduced to an extraordinary couple, Mike and Robin. They live in an old Rhem House. Rhem houses were built in the 1800's with a specific design created by the two Rhem brothers who built them. There were just a few of them constructed and this one is the last one standing.
Robin has become a bit of a historian about her famous home by researching and collecting data. She shared pictures of the original design as well as a history lesson on the area, designers and the ghosts that dwell in the residence with them.
"Aren't you afraid or scared?" I asked as I turned on a tape recorder.
Robin began, "Mike is usually gone for a few nights at a time and I knew, during this one week, he was supposed to come in on a Friday. As a rule, Mike will text me before he gets here and say, 'it's me, don't shoot,' so that I won't pull my gun out and shoot him by accident.
They both reported they frequently would feel someone distinctly sit down on the bed. Together, they shared with me how one night they woke up and had several different 'visitors' of a white mist circling their bed looking down at them. Mike and Robin stated that something has happened in every room of the house. Although, they always look for a reasonable explanation of the strange things that happen, they've concluded that no room in the house has been left unvisited by their ghostly roommates.
"Tell her about the bubble," Mike exclaimed while I pushed the tape recorder closer to them.
"I already did when you were inside," Robin confirmed.
They are referring to the time Robin was in the kitchen doing the dishes and Mike was standing next to her talking. One of the dish soap bubbles had floated up to the ceiling. As Mike chatted away, he watched the bubble go up, up and up.
Immediately, the bubble floated straight down and stopped just centimeters from his nose.
As we prepared to go inside and tour this beautiful Rhem home, Robin and Mike talked about several different things that have happened, like someone scratching at the window from the outside or seeing apparitions, hearing phantom noises and smelling strong scents of cigarette smoke when neither of them are smokers.
Each room we stopped at they shared an anecdote of an incident that had occurred in the room. I snapped pictures of several rooms as we went by. My brother would be so envious. He loves old structures and historical buildings and I couldn't wait to taunt him with my treasure of an original Rhem home, hence the pictures. I had to snap two pictures of their game room because Mike was in the first picture.
I stepped back into the game room and snapped a third picture as I turned off my tape recorder. We started talking a bit more so I turned it back on until we were walking out the door. As I shut it off again, Robin gave me her phone number. I turned it back on and looked at my recording count … three. I recorded Robin's number.
"Did you get it," she asked as I turned it off for the third time.
As the interview wrapped up, I graciously thanked my hosts for allowing me to come into their beautiful and stunning house, take pictures and even share with me their amazing experiences.
Several days later, I was going through the pictures of their home. I noticed something odd about the three pictures of the game room. There was Mike in the first one. The second picture was the one without Mike and the third had more in it than the cat that followed me in when I took the last picture.
The first thing I noticed was that the room was a lot brighter than the previous pictures. The second thing I noticed was something in the plant that sits in the corner; it was an orb. Then I noticed many more orbs.
I reached for my tape recorder to pull up Robin's phone number. I only had two recordings: the previous interview and the one of us talking outside the house. The two recordings I made while inside, including Robin giving me her phone number were gone.
Even more odd than that: I am a member of three closed groups on Facebook that features paranormal activities and hauntings. To be sure I wasn't the only one who saw the orbs; I posted the pictures on all three sites to see if anyone else saw them.
One person from each paranormal group stated they could also see a face by the plant. I could not see it. I had finally gotten in touch with Robin and showed her the pictures, too. She could not see the face, either.
We decided to post them on my own Facebook page and see what happens. My niece, Windy, saw the face right away and circled it for me. Now, we see the face. How did we miss it? Anyway, thank you Mike and Robin for allowing me this opportunity.


The lack of progress in resolving the Israeli-Palestinian conflict is impeding Palestine's development, according to a new United Nations report, which also reiterates the international community's commitment to a two-state solution in the region.
This environment threatens the erosion of the achievements of the Palestinian state building effort, according to the report.
"The institutions of Palestinian governance remain vulnerable to political instability and require affirmative steps to protect and advance state-building efforts," the authors wrote.
The report also notes a "deepening political rift" between Gaza and the West Bank. Tensions between the Palestinian Authority and Hamas are aggravating a "difficult situation in the Gaza Strip" with an intra-Palestinian disagreement over issues such as electricity access and payment of salaries.
The report covers the period from 15 September 2016 to 15 April 2017.
It will be presented to the Ad Hoc Liaison Committee (AHLC) at its bi-annual meeting in Brussels on 4 May. The Committee, chaired by Norway and co-sponsored by the European Union and the United States, serves as the principal policy-level coordination mechanism for development assistance to the Occupied Palestinian Territory.


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Basic Chess Openings for Kids: Play like a Winner from Move One
Charles Hertan
Award-winning author Charles Hertan knows what kids really need to know (and want to know) about getting their pawns and pieces ready for action.
Traditional chess opening books concentrate on the variations in different openings. Charles Hertan believes that for beginners and advanced beginners memorizing lines is not only boring but also a waste of time.
Hertan's approach is different.
He helps kids to develop a solid understanding of the fundamental opening principles. What are the properties of each chess piece, and how can they be mobilized effectively to work together and get a strong position on the board?
In his trademark humorous and kidfriendly way, Hertan teaches what you should actually be trying to achieve at the start of a game. Kids will love learning how to avoid The Five Most Common Opening Mistakes.
This is a fun, easy-to-use, down-to-earth and accessible chess opening primer.
Charles Hertan is a FIDE Master from Massachusetts who has been teaching kids for more than thirty years. He won the ChessCafe Book of the Year Award and authored the best-selling Power Chess for Kids books.
Sean March, CHESS Magazine (UK):
"I like the way in which Hertan breaks down the section on development to focus on each individual piece (..) The explanatory notes are perfectly accessible to juniors and novices (..) A very accessible book for juniors to take thier first steps into opening theory."
Max Euwe Centre, Amsterdam:
"In his newest book Hertan discusses good opening play. He starts with basic principles such as development and activitiy. Hertan also gives advice on how to play certain openings and tips on errors he sees children make. An entertaining book."
IM Dirk Schuch, Rochade Europa Magazine:
"Very good for trainers or parents with a chess background."
GM Paul Motwani:
"Excellent. Ideal for young players who already have basic knowledge of the rules of the Royal Game, including how the chess pieces and pawns move, and are now looking to improve to the next level and beyond."
John Hartmann, Chess Life Magazine (US):
"Hertan's basic strategy --investigating what each piece 'likes' to unpack good piece play-- is solid and his ideas-based approach of the opening is good for beginners."
Kees de Groot, Reformatorisch Dagblad:
"Hertan's clear explanations are never infantile. That's why this book will also appeal to adults."
Praise for 'Power Chess for Kids' by Charles Hertan:
Edward Scimia, chess.aboutcom:
"The kids I work with got a kick out of it."
Martin Rieger, Rochade Europa Magazine:
"When my youngest son saw the book, he immediately got excited. The drawings and the childfriendly lay-out had a magic impact on him."
Dr Alexey W. Root, former US Women's Champion, author of 'Children and Chess':
"The organization of the book is stellar, the layout is cheerful (with cartoon-style characters) and the material is important for chess improvement."


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Do you remember the classic novel written by Stephen King in 1977 called The Shining? Did you also cringe in fear while watching the movie when it was released in 1980 with Jack Nicholson? One thing stood out more than anything that I'll always remember - REDЯUM.
For a while it even seemed like we thought of every reason we could to drop that word into a conversation, or to use it scare someone. (lol) Of course, everyone now knows it's murder spelled backwards, and was quite clever.
Here's a really simple recipe that may have you wanting to read that scary book one more time.
Fill 6 glasses up with ice. Then add 1 1/2 ounces light rum and a squeeze of lime juice to each glass. Pour 1/2 can blood orange sparkling soda into each glass and you're ready to wow your friends. Feel free to add garnishes of raspberries or strawberries or red gummi worms. To make it scary, place a black plastic spider beside each glass.
But...if you' don't want to be bothered with lots of cleanup, you can always just open up a bottle of Redrum which has 70 proof rum and plenty of fruity flavors for your enjoyment.
If you've never heard of Sarah Josepha Hale, you're probably not alone. She wrote a poem you may remember called Mary Had a Little Lamb.(someone else wrote the melody to create the song) But she did something else that's even more less known. Her campaign to legislators to recognize Thanksgiving was pretty much ignored for 17 years until 1863 when Abraham Lincoln finally issued a Thanksgiving Proclamation recognizing the 3rd Thursday in November as a holiday, getting all the credit.
If you've been reading this blog, you already know that I always watch foodie type programs, and I adore Guy Fieri of Diners, Drive-ins, and Dives on The Food Network. The show has been going strong for 10 years, and here's a few secrets about the show.
When I was a kid, Girl Scouts were around all the time, but now I pretty much only see them when it's time to sell cookies. Even then, they're not in uniform. I can't really remember any advertising telling people how to join, but just in case you're if you're interested in having your child join in NC, or to find out more information, the number to call is 800-284-4475.
The past few months have been traumatic to say the least. Bad weather in Texas, Florida and Puerto Rico causing so many to lose their homes and the bare necessities necessary to live life. Then to have a man possibly believed to be mentally ill, making the choice to open fire into a crowd of thousands of people at a concert in Las Vegas.
We can't always understand God's plan or the plans of the Universe on why certain things happen. Also, we may not know exactly what to say to a person who has been injured, or grief-stricken due to the loss of a loved one.
What we can do is listen, lend a shoulder to cry on, offer compassion, remain kind, open-minded and supportive to each other.
I'm reminded of a powerful song written and sung by Bill Withers in 1972 called Lean on Me, which is still very relevant today.
You weren't the first blogger friend I visit today who talked about The Shining. I read the book, but didn't see the movie. I know it was scary, to say the least. I didn't want to put the book down.
I'll leave the alcoholic drinks to you. I simply can't stand the smell or the taste of alcohol. It certainly looks pretty, though.
Wow, I learned something (actually TWO things) tonight. First, I had no idea Sarah Hale petitioned for Thanksgiving. It's too bad she didn't get any credit for her hard work, but that is often the case for women in ANY century.
The second thing I learned was that the Food Network picked the food to be reviewed. That certainly puts a LOT of pressure on the people who would like to be on the show. I DID know the food had to be made from fresh, not frozen food.
You are right. When I was a girl, I was in the Brownie, then Girl Scouts. Now I've not seen any in my neighborhood. In fact, I've not seen a Girl Scout stop by trying to sell me cookies. I get mine at a local restaurant that sells them for one of their employee's children.
Crazies are crazy in every day and age. Lean on me is a good way to end this post, though!
Hey There Elizabeth and hope all is well! That's pretty cool that someone else was talking about the classic Shining. That book was something else! Guy spends a lot of time in restaurants checking things out and talking to people, and people say the way we see him on television is exactly how he is in life. Very cool. I hear you on that one. Can you imagine trying to get someone's attention for 17 years?! Wow! I think kids should always be involved in some type of activity, and would hope there would be more publicity to join. I sure hope your day is fantastic, Elizabeth! Hugs....and Happy Friday.
I haven't read the book - or seen the movie. And probably won't. I like to sleep at night.
Sigh on the ugliness in the world - natural and man-made. It is time for us to spread kindness like confetti.
I just may have to read that book once again.
I really like your summary on the problems that have been going on, we all should give each other a shoulder to lean and cry on, listen, and just be there for one another, being open minded and supportive will get us all through the worst of times. Thank you RO this is a great reminder.
I did not read the book, but I watched the movie. I am planning to have a go at the book.
I still have it on my bookcase, but I'm sure I'd watch the movie again if it came on. (lol) Happy Monday!
I love that song, Ro. A fun blog as always and a very moving tribute and reminder at the end.
The book and movie were all the rage back then. Hugs and Happy Monday!
Ooh, this sounds like the perfect drink for Halloween parties! I remember as a kid hearing "Red Rum" was murder spelled backward, but I didn't know it was from The Shining until I was older.
Sad times. I love the Shining.
A Redrum recipe :D that's really funny, actually. Good call. Hoping the sad times will pass though.
Oh I'm such a scardy cat. I think I watched The Shining a long, long time ago but I must have watched it with a hand over my eyes. I don't remember much from it at all.
I love the song Lean On Me. It seems very appropriate for this time of the year. I didn't know that story behind Thanksgiving being an official holiday; poor girl. She needs to be known more and get the credit!
Just taking a quick peek..Here! :).
a very unique horse and loved by millions!
at the weekends..on Food Network non stop..
of his is...Grandmas Hangs...Yeah! Give it a Google!
Stephen King is a master of his art. Thanks for sharing this wonderful post, greetings to you.
Hugs RO and thanks for the soothing words we need more of them.
That Redrum Cocktail looks pretty luscious, Rockin Ro.
Hope your day has been productive and your evening is pleasant.


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Q: Integration Test with Transactional I have the following scenario/system.
A Rest Service proposal, behind the Spring security configuration, with Spring JPA and a postgres DB.
Now my scenario makes a
login of a user 1
logout of user 1
login of user 1
make a request on a resource
logout of user 1
login of user 2
make a request on a other resource
logout of user 2
This all on a test method (I know it can be wrong doing that).
Now that was confusing me is that he had some encryption/decryption methods to retrieve user and they're fields. Now what I saw was that on the firs login of 1 the user goes through the decryption code (this is OK), after in the second login of user 1 we don't goes through the decryption code (but the user was logged in). (this is a little bit strange, I has expected that the user goes though the decryption code), after that by accessing the resource also user 2 is decrypted (this is correct).
But by logging in the user 2 the user don't pass on the decryption code (and I have an exception because the fields that normaly are encrypted, now are decrypted) The exception can be OK, but not the fact that the fields are decrypted.
Now the exception is thrown only when I set the test under @Transactional.
When I make the test not @Transactional then the behavior sames to be correct (evry time by login the user is decrypted.)
Now I think: "it is logical that the test does not be @transactional", but I have a bit fear that I have a caching problem: can this be? I dont'have any caching configuration (only for ACL, not for user management).
Also the second level cache of hibernate is turned off.
Is there a way to find out if some caching or inmemory strenght are intrcate?
Txs

A: Without seeing your actual code and configuration, I can't really assess exactly what is going on; however, I can provide you the following general information...
If you are simulating a use case that models different external connections to your application (i.e., two independent users connecting to your application via a REST API), then you will not want to annotate your test method with @Transactional.
Annotating a test method with @Transactional causes all of the method invocations within your test method to be executed within the same transaction [0]. Thus, any items stored in the first-level cache by JPA will be cached across method invocations within the scope of your test method.
Hope this helps!
Sam
[0] This statement is based on the assumption that none of the methods invoked directly or indirectly by your test method are configured to run within a new transaction.

redpajama_set_name: RedPajamaStackExchange


Through archival research, close readings of literary works, and oral histories, this dissertation traces the various formations of Filipino American urban space in Los Angeles from the 1920s to the 1980s under the backdrop of the rise of U.S. empire. This dissertation argues that the emergence, disappearance, and later reclamation of "Little Manila"/"Historic Filipinotown" throughout the twentieth century marked critical shifts in articulations of American imperialism. As the United States had a formal colonial presence in the Philippines and Filipinos subsequently migrated to the United States as colonial subjects, whites in Los Angeles segregated, contained, and marginalized their "Little Brown Brothers" in a Little Manila district downtown, deeming Filipinos as "unassimilable" and a "racial problem." However, as the U.S. state expanded domestically and globally in unprecedented ways during the World War II and postwar periods, Los Angeles city officials destroyed the Little Manila neighborhood while Filipinos increasingly moved to suburban neighborhoods as whites shifted their view of Filipinos in the United States as "loyal" Americans worthy of citizenship. By the 1960s and 1970s, as U.S. imperialism placed greater political emphasis on globalization and multiculturalism, the lack of a distinct Filipino enclave in Los Angeles, in turn, racialized Filipinos as "invisible." Efforts to become "visible" and address pressing needs of Filipinos in the United States through campaigns to gain state recognition proved elusive, deeming Filipinos as socially and politically inept by nature to address their own marginality in the United States. Such calls of "invisibility," therefore, were more products of liberal multiculturalism and its contradictions than on supposed cultural traits. Key to the shifting racialization and spatiality of Filipinos is the discourse of racial liberalism and its power to maintain U.S. empire and white hegemony. "From `Little Brown Brothers' to `Forgotten Asian Americans'" contends that the deployment and proliferation of an emerging U.S. anti-racial, anti-imperial discourse, which contributed to the historical amnesia, or "invisibility," of U.S. imperialism in the Philippines, shaped and produced the varying manifestations and racializations of Filipino American urban space throughout the twentieth century and beyond.


I have problem with connection to the USB host socket in my Android application (A10-Lime). I am planning to use it as USB serial port to connect with my other project with FTDI chip on second side.
but every time I got empty list.
And every time I got empty list. When I check logs using "dmesg" I see, that every device is recognized.
Could somebody give me hint?


SIOUX FALLS, S.D. - North Dakota State's Lawrence Alexander was selected as The Summit League Men's Basketball Player of the Year in a vote of the league's nine head coaches, sports information directors and select media members. The league's two co-champions, North Dakota State and South Dakota State, accounted for all five individual awards.
SDSU claimed the Newcomer of the Year honor, awarded to Deondre Parks, and Defensive Player of the Year, which went to Cody Larson. Sixth Man of the Year went to NDSU's Dexter Werner while head coach David Richman was named Coach of the Year.
Alexander, NDSU's third Player of the Year selection and second in a row (2009 Ben Woodside and 2014 Taylor Braun), leads The Summit League in scoring, three-point field goals made and minutes played. His 20.8 points per game is over a full point better than the second-highest average while his 54 three-pointers are 1.0 per game more than the rest of the league. A three-time Player of the Week, Alexander averaged 39.1 minutes per league contest and compiled 13 20-point games, including a pair of 30-point outbursts, during the full season to date.
Parks led all Summit League newcomers in scoring and ranked eighth overall with a team-best 14.2 points per game for the league co-champions. The junior college transfer made 2.2 three-point field goals per league contest, which tied him for fifth most in The Summit League.
Larson recorded a league-best 5.8 defensive rebounds and ranked third with 1.0 blocked shots per league contest. He helped SDSU lead the league in field goal percentage defense and tie for the league's best scoring defense.
Werner was NDSU's third-leading scorer (7.6 ppg) and averaged 4.5 rebounds in 18.5 minutes while coming off the bench in all 16 league contests for the co-champions.
Richman is the first rookie coach since 1983-84 to earn Summit League Coach of the Year honors. Despite being picked fifth in the league's preseason poll, the Bison compiled a 12-4 league record as regular season co-champions, and earned their second straight title. Richman's squad extended its home court win streak to 25 games, third-best in Summit League history, through the season.
Joining Alexander, Larson and Parks as first team All-Summit selections are Oral Roberts' Obi Emegano, the league's second-leader scorer at 19.4 points per game, Fort Wayne's leading scorer and rebounder Steve Forbes (13.3 ppg and 5.9 rpg)and South Dakota's leading scorer and the league's fourth-leading rebounder Tyler Larson (13.1ppg, 7.4 rpg).
Five different teams are represented on both the second team and honorable mention. Second-team honors went to Oral Roberts' Korey Billbury, Omaha's CJ Carter, Western Illinois' Garret Covington, South Dakota State's George Marshall and Denver's Brett Olson. Honorable mention included IUPUI's Marceullus Barksdale, South Dakota State's Jake Bittle, Fort Wayne's Joe Edwards, North Dakota State's A.J. Jacobson and Omaha's Mike Rostampour.
The Summit League's All-Newcomer team features Jacobson, Marshall and Parks along with South Dakota's Tre Burnette and Fort Wayne's Max Landis.
The Summit League Tournament begins Saturday, March 7, at the Denny Sanford PREMIER Center in Sioux Falls, S.D., and will be available across multiple platforms on Midco Sports Network and ESPN3. Eight teams will vie for the NCAA Tournament automatic bid, which goes to the winner of the championship game on Tuesday, March 10, on ESPN2 at 8 p.m. (CT).
Lawrence Alexander, North Dakota State G Sr.
Obi Emegano, Oral Roberts G Jr.
Steve Forbes, Fort Wayne F Sr.
Cody Larson, South Dakota State F Sr.
Tyler Larson, South Dakota G Sr.
Deondre Parks, South Dakota State G Jr.
Korey Billbury, Oral Roberts G Jr.
CJ Carter, Omaha G Sr.
Garret Covington, Western Illinois G So.
George Marshall, South Dakota State G Jr.
Brett Olson, Denver G Sr.
Marcellus Barksdale, IUPUI G Jr.
Jake Bittle, South Dakota State G Jr.
Joe Edwards, Fort Wayne G Sr.
A.J. Jacobson, North Dakota State G/F Fr.
Mike Rostampour, Omaha F Sr.
Tre Burnette, South Dakota G Jr.
Max Landis, Fort Wayne G Jr.


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Fashion Click blogger Priscila Betancort adds a glittery twist to this nautical ensemble.
WHY WE LOVE THE LOOK: The Spain-based blogstress behind My Showroom adds a touch of glam to a typical nautical outfit by pairing her striped tee and navy blue blazer with a metallic, pleated skirt. Her sassy leopard flats and chunky red bracelet add funk to the polished and preppy look.


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The Case of the Environmental Impasse
Environmentalists of every stripe disliked the Vermilion Paper Company. Even in an industry notorious for pumping rivers full of noxious waste and clear-cutting woodlands in county-sized chunks, Vermilion had a reputation for insensitivity. At one time or another, almost every jurisdiction in which it owned forests or mills had taken legal action against it for […]
Alissa J. Stern
From the Magazine (May–June 1991)
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Environmentalists of every stripe disliked the Vermilion Paper Company. Even in an industry notorious for pumping rivers full of noxious waste and clear-cutting woodlands in county-sized chunks, Vermilion had a reputation for insensitivity. At one time or another, almost every jurisdiction in which it owned forests or mills had taken legal action against it for violating some environmental statute. In the 1970s, one of its own major stockholders sued the company for polluting a river the man liked to fish in.
Recently, however, Vermilion management had begun to see the green writing on the wall. The retirement of several executives who had begun their careers at a time when many people accepted pollution as a condition of progress had made way for fresh ideas and a more "socially responsible" manufacturing and marketing strategy. Moreover, consumers still associated the Vermilion name with good paper products at a good price and knew little or nothing of the company's shabby environmental record, so it was not too late to change course.
On the other hand, it was none too soon. Over the past five years, several international environmental groups had organized a campaign called Vermilion Action to inform the public about Vermilion's record and bring pressure to bear on the company to clean up its act. If environmentalists continued to target Vermilion as a public enemy, sooner or later the image would begin to stick.
In the mid-1980s, the company launched a campaign to change its image. Essentially a marketing effort, the campaign was built around the slogan "Green Vermilion" and consisted primarily of television ads and bright green labels on every bright red package of tissue and paper towels proclaiming environmentally friendly products and policies. For example, the company made much of the fact that it did not cut virgin forest, though in fact it had not cut any virgin forest in the United States since the mid-1940s, when it ran out of virgin forest to cut and went to tree farms. The green labels also declared in large type that the product inside was biodegradable, as if biodegradable paper were Vermilion's own scientific breakthrough. Still, the company actually did take steps to cut pollution at its paper mills even beyond state and federal air and water standards. It purchased the best new equipment and initiated research into new production methods that would reduce the amount of sulfites and chlorine used to make and bleach its paper.
So the new strategy was timely, disingenuous, and nevertheless real. Most executives cared more about the company's profits and image than about its environmental impact, but many saw the two as closely related and thought it ought to be possible to clean up operations enough to satisfy conscience and preserve Vermilion's good name in the marketplace without hurting dividends. There were even a few who believed that ways could be found to make paper profitably without polluting rivers or destroying ecologically valuable forests—and that it was the paper industry's responsibility to find them.
One of these was Peter Ostenson, director of offshore production, and it was offshore, especially in the Third World, that a genuine environmental policy would have its greatest impact. Vermilion expected its own pulp needs to grow some two million tons a year by the turn of the century, and tropical forests would inevitably provide much of the increase. The tropics were new to Vermilion, and Ostenson wanted to get off on the right foot. He was convinced that the environmental agenda and the business agenda had to come together to the benefit of both. Otherwise, they would collide to the detriment of both.
He had his work cut out for him selling this idea to top management. Oliver Hibbing, the president and CEO of Vermilion Paper, actively supported the so-called environmental strategy, but he made it clear to Ostenson that his first responsibility was to the stockholders.
"I'm a company man, Peter. So if you tell me we have to learn new ways of doing business because that's what our customers want, that's what we'll do. If I didn't buy that argument, I certainly wouldn't be spending all this money. But let somebody else run the environment. I'm with you on strategy— what more do you want?"
Ostenson always responded the same way. "It's a false distinction, Oliver. The company is part of the environment." • • •
With rain forests nearly as vast as those of Brazil or Indonesia, the nation of Equitania has a quarter of its 210 million acres of land in some type of forestry production. The country produces nearly 20% of the world's tropical hardwoods and supplies the wood for about two million tons of paper pulp annually. All told, forestry contributes some $2 billion annually in foreign exchange and is Equitania's second highest export earner. Japanese companies hold about half the foreign forestry concessions; the other half belongs to companies from South Korea, Malaysia, Thailand, Singapore, Hong Kong, and the Philippines.
In the mid-1980s, Vermilion Paper began exploring the possibility of starting a eucalyptus plantation in Equitania to help meet the company's growing pulp and paper needs. Ostenson and Hibbing calculated that by 1993, the venture would need to produce the raw material for about 500,000 tons of pulp per year at an estimated startup cost of roughly $350 million, plus $180 million for expansion of an existing pulp-and-paper mill in Indonesia to process Equitanian eucalyptus as it arrived by sea. On Ostenson's recommendation, they chose Wendell Buyck to set up an office in Palakra, the Equitanian capital, identify a site, and pursue Equitanian government approval.
Buyck had no foreign experience to speak of. What he did have, in addition to seven years' experience in Vermilion middle management and an undergraduate degree in forestry, was energy, intelligence, and determination. Even more important, he shared Ostenson's views about incorporating sound environmental principles into Vermilion's business agenda.
On setting up shop in Palakra, Buyck found a bewildering array of government agencies and regulations. He quickly saw that many of the regulations were absurd and some of the agencies dishonest, but with little knowledge of the country and no capacity for bribery, he realized that all he could do was play by the rules.
An official at the Ministry of Forests encouraged him. "Many of us would rather deal with Americans because they try to comply with the law. Most Asian companies do not even make the attempt," he said. "On the other hand, that is probably why Americans do poorly here."
With this ambiguous advice to go on, Buyck decided to seek full, formal government authorization for the project at every step rather than run the risk of government sanctions at a later date. Although government authorization would not prevent officials from invoking additional regulations—or demanding payoffs—in the future, it would improve his odds of building a viable project.
As a first step, Buyck complied with foreign-investment regulations by forming a joint venture between Vermilion and Ankora Corporation, an Equitanian conglomerate dealing mostly in minerals and construction. As president of the joint venture, called Veranko, Buyck applied to the government for permission to create a eucalyptus plantation. In hopes that his application would move faster and more smoothly if he made friends and contacts at the ministries, Buyck met personally with dozens of key officials.
After months of delays, the government granted Veranko a 35-year, 398,000-acre concession in the Keewa Tinang province. Almost half of the land had recently been lumbered for hardwoods, and the foreign timber company involved had leveled the forest. This clear-cutting was an asset for Veranko. Buyck's plan to farm eucalyptus required open land, and Buyck had been looking for a recently logged parcel, partly so Veranko wouldn't have to cut any rain forest, partly for the satisfaction of reclaiming—and being seen to reclaim—deforested, despoiled land.
Government permit in hand, Buyck then turned his attention to nongovernmental bodies with stakes in the forest industry. The most powerful of these was Equitrass, the Equitanian Trade Association, a kind of self-appointed but quasi-official regulatory agency that enforced the rules of a dozen ministries—generously for member companies, harshly for others. While membership dues were modest, Equitrass also assessed large mandatory fees for its "production fund." Refusing to pay was tantamount to refusing to join, and refusing to join meant certain failure. Veranko chose to join and to make the production fund payments.
Buyck's next move was suggested by the experience of foreign companies in several nearby countries. In Indonesia, for example, the residents of one town ransacked and forced the closure of a Dutch-owned rubber plantation because the company had operated without community approval. In Malaysia, villagers revolted against logging in the rain forest even though the timber company had struck a deal with provincial leaders.
Suspecting that a concession from the government was not enough, Buyck decided that Veranko should seek approval directly from the local residents. Locating the plantation in Keewa Tinang increased the potential for problems because the Keewatinians resented the economic and political domination of the central government at Palakra, which they saw as little better than a colonialist power. They were also concerned about losing ultimate ownership rights to a foreign corporation and about the fate of their villages, lakes, and sacred tribal sites.
Buyck agreed to lease the land directly from the Keewatinians for a term of 35 years at a specified fee, in addition to the rent negotiated with the government in Palakra. He further assured local and provincial officials that he would keep the plantation away from villages, watersheds, lakes, and religious sites and that he would set aside the remaining rain forest in the concession as a nature preserve. Buyck also agreed to employ local people and to provide the province with a hospital, a school, and 100 kilometers of roads.
"He met our demands," recalls one community leader. "Other companies just come in and do whatever they want. Buyck was willing to listen."
Wendell Buyck had now spent nearly two years in Equitania. To Hibbing and the directors back in Michigan, progress seemed painfully slow. At this rate, the paper mill would come on line years behind the market opportunity. And now this man Buyck was agreeing to build schools and hospitals. Preserving virgin rain forest had the right sound to it, but schools and hospitals? Vermilion Paper was not a general contractor and certainly not a social service organization. These commitments might have some public relations value, but what about all those millions of paper towels that wouldn't be sold while Vermilion saved the world?
Peter Ostenson had to remind his superiors that Buyck was not trying to save the world, only Vermilion Paper. He took every opportunity to resell the environmental strategy to Hibbing, who still did not entirely buy Ostenson's contention that the time and money spent on this one project could pay a tenfold return in Third World goodwill, marketplace approval, and the increasingly well-publicized scorekeeping of environmentalists.
Ostenson himself began to wish that Buyck could move faster. But Buyck could smell victory on his own terms and was making no compromises. His next move was to conduct a six-month pilot study in the concession area to find a fast-growing species of eucalyptus. Of 109 varieties, Buyck chose one that would permit harvesting every five years, instead of the usual six to eight, which meant Veranko could grow more trees in less space.
The pilot study impressed the Equitanian government. "We would be in great shape if all companies were as thorough as Vermilion Paper," one official at the Ministry of Forests told Buyck.
Finally, Buyck began to address the concerns of Equitanian environmental groups, an unprecedented step for any foreign corporation. He asked the leaders of PELLONA, a consortium of more than 100 Equitanian environmental and community groups, for their advice on the Veranko project. Initially, PELLONA was unwilling to talk to Buyck because it feared alienating its own constituency. At the time, PELLONA was aligned with the international Vermilion Action campaign.
"Buyck was different, or at least he sounded different," recalls Maria Biwapik, PELLONA's director. "But we found it hard to believe that Vermilion had really changed its stripes. In fact, Buyck was a little too good to be true. Because he worked for Vermilion, we drew the obvious conclusion: he wasn't true. He was just Vermilion's way of getting its hands on that concession. Once it co-opted all the potential opposition, it would revert to business as usual—cutting rain forest, draining wetlands, ignoring the natives."
Buyck was undaunted by PELLONA's refusal to listen. He turned to the minister of environmental affairs—by now a friend—and asked him to set up a discussion between Veranko and PELLONA. After much urging and arm-twisting, PELLONA finally agreed to a meeting, but only after an internal struggle between PELLONA leadership and a group of dissenting member organizations led by MYP, a small, militant organization that opposed all further forest exploitation in Equitania. Since a closed meeting with Buyck would conjure up the awful specter of PELLONA getting into bed with the enemy, the meeting was to include delegates from at least a dozen PELLONA constituents, MYP among them. No one in PELLONA was taking any chances. In a meeting with deforesters, there had to be witnesses, consensus, and daylight.
Buyck opened the meeting by reading a statement picturing Veranko as a friend of the environment, supporting the concept of environmentally responsible development, and asking for a common effort to make such a strategy work—in effect a quid pro quo between business and environmental interests. Hackles rose. The MYP representative attacked Vermilion at length. Buyck backpedaled.
He said he was sorry if he had offended anyone and told them he needed their help. He then spoke passionately of his personal convictions. He told them how carefully and conscientiously he had satisfied the demands of government ministries. He described his negotiations with the tribal elders in Keewa Tinang, emphasizing the school and hospital. He made much of the pilot project. He underlined the fact that Veranko would plant only on land already cleared and would cut no new rain forest. He avoided any mention of resistance within his own company.
He did not succeed in allaying suspicions—dislike of Vermilion was too intense for that—but Maria Biwapik, for one, began to sense an opportunity. If Buyck meant even half of what he said, why not hold him to his word, seize him by his outstretched hand, and not let go? And why not use the opportunity to give PELLONA some valuable limelight?
She asked Buyck if he would sign a binding agreement limiting the size of the tree farm and guaranteeing the rain forest now within the concession as a permanent preserve. She also asked him to give PELLONA a permanent right of access and oversight. She rejected the idea of a quid pro quo but pointed out that PELLONA could hardly raise comprehensive objections to a plantation operated according to a plan that PELLONA itself had helped create and had the right to monitor.
Buyck blanched. He knew that Vermilion could not possibly yield anything approaching even token control of its operations to environmentalists, even if they had been a lot more friendly than PELLONA. He proposed a compromise. Veranko would hire PELLONA as a consultant to the project. He offered a fee of $20,000.
The MYP delegate called it blood money. Biwapik and the others wanted to know what guarantee they had that Veranko would follow their recommendations. "None," Buyck said. But what guarantee did they have now? He needed their advice, he said. His record demonstrated an honest desire to do right by the rain forest, by Equitania, and by the Keewatinians. He reminded them that he had asked for this meeting. He assured them that enlightened Vermilion leadership had come to believe—as this project made clear—that the paper industry could live in harmony with the environment.
It wasn't much, but it was more than Biwapik had expected. She actually found herself believing in Buyck's sincerity. The following day, the PELLONA steering committee held a long, heated meeting. No single delegate or member organization believed Vermilion could be trusted, but, like Biwapik, most instinctively trusted Buyck. Only the MYP delegate and one or two others held fast to the too-good-to-be-true theory and thought Buyck was actually lying.
In the end, the steering committee voted to accept the consulting assignment, refuse the fee, and take a position of guarded "nondisapproval" of the Veranko project. What that meant in practice, Maria later explained to Buyck on the phone, was that for the time being, PELLONA would refrain from condemning Veranko but would keep its options open. "That's all I ask," Buyck said. "But what about MYP?" Though she had her doubts, Maria assured him that MYP would consent.
In fact, MYP had voted loudly against any form of cooperation with Vermilion. But MYP was chronically short of money, and if it wanted to remain inside PELLONA and use PELLONA's resources, it would have to go along with the majority—or so Maria reasoned. Of course MYP had a point: Vermilion certainly wasn't to be trusted and had to be watched closely. But this could be the chance PELLONA had been waiting for to bring pressure to bear on other foreign companies and convince the government and Equitrass that a strict environmental policy could work. And if PELLONA could take some of the credit for a success in Keewa Tinang, which Buyck's arrangement would let it do, so much the better. She wasn't about to let MYP sabotage such a rich opportunity.
For his part, Buyck was immensely pleased and relieved. He knew Hibbing was close to abandoning the whole project out of sheer impatience. Now Ostenson could tell him the project had passed its last great hurdle. Detailed planning and construction could now proceed with the blessings of the Equitanian government, the trade association, the Keewatinian community, and, however guardedly, some of the very environmental groups that had been supporting the Vermilion Action campaign. Reason had won a victory over both greed and passion. The environmental strategy was going to be a success. Buyck and Ostenson were vindicated.
Six weeks later, the Forest Defense Legion—a militant U.S. environmental group with close, informal ties to the Equitanian MYP—ran in four major U.S. dailies a full-page ad condemning Vermilion.
The Forest Defense Legion held a press conference later the same day to announce that unless Vermilion cancelled its project in Keewa Tinang within 30 days, the FDL would organize a worldwide boycott of Vermilion products.
The following day, meetings were held in Equitania and Michigan. In Equitania, Maria Biwapik and the other members of the PELLONA steering committee considered ways of limiting the damage. If Vermilion canceled the project, that was the end of PELLONA's golden opportunity to play in a bigger league and convert its convictions into practice. But if PELLONA defended Vermilion Paper and urged it to stay, it risked the utter loss of its credibility with other environmentalists.
Maria and many of the others were furious with MYP. "Why in God's name did you have to pick Vermilion?" she demanded. "There are a dozen worse companies doing business in this country and a thousand worse projects. What were you thinking of?"
"Don't climb on that high horse with me," the man from MYP responded angrily. "Are you trying to tell me that once our backs are turned, they won't cut rain forest to raise their yield? You're naive. They're all run for profit, these companies, and we attack them where we can. Most of the others have no retail customers we can appeal to. Vermilion does. It's as simple as that."
"I'm afraid you're the one who's naive," Maria said. "Please tell me what other company is even going to make the effort to work with us after this? Not only have you thrown away our chance to influence this project and every other forest project still to come, now we're going to have the government and Equitrass on our backs as well."
She paused. "This could set back the cause of the rain forest by ten years," she said. "And it could ruin PELLONA."
In Michigan, the choices were equally stark. Ostenson wanted to fight. The sheer injustice of the accusations made him dizzy. Who were these people? Did they really mean to make it impossible to change?
"If we don't fight this," he argued, "we lose not only the concession but also the strategy. Aside from the fact that it's so damned unfair, it's a business mistake to cut and run."
But Hibbing was not interested. "Peter, I don't know what you and Buyck think you've been up to these past three years, but it sure as hell hasn't been a business agenda. How is it possible you didn't see this coming? You weren't born yesterday. Buyck's been playing footsy with every bleeding heart in the Far East, and now the whole thing's exploded in his hands. What did he expect?"
"No one could have predicted that this one little group would go nuclear on us. Buyck made a superhuman effort to work with those people, and I still think he was right. We have to stand behind him and Veranko or give up the pretense of having any strategy or vision beyond our own bottom line. We're on trial here. Canceling is an admission of guilt—and we're not guilty."
Hibbing was icily patient. "Millions and millions of people haven't seen these ads," he said. "And if we write off this fairly small investment, they never will. If we fight it, we're inviting a worldwide boycott that will make Vermilion Action look pale by comparison. We're only on trial if we choose to be. Justice, Peter, has no net present value."
"Okay, you're right. This is not a question of justice," Ostenson said. "But it's not a question of image either. It's a question of strategy, tactics. To protect this company over the long haul, we simply can't lose sight of the bigger issues."
Hibbing gave Ostenson a long, cold look. "Well, then, how about this for a bigger issue. If we fight this thing, the stockholders would be fully justified in getting rid of both of us. And then having us committed. Boycotts are a kind of lunacy, Peter, and—maybe you're right—a kind of politics. But I'm a businessman. What are you?"
Should Vermilion fight or fold?
Pitter Winsemius is director of the Amsterdam office of McKinsey & Company and leads its worldwide environmental practice. He was the Netherlands' minister of environment from 1982 to 1986.
Vermilion should face this challenge openly. It has a good record in Equitania; why not emphasize it?
Much like individuals, organizations react to challenge in predictable ways. First comes denial of the problem; then anger; and finally, the search for a solution. Oliver Hibbing and Peter Ostenson should take heed. Even though Wendell Buyck would be justified in reacting this way, it would be counterproductive for him to do so. Vermilion executives may be hurt, but they must swallow their pride and refrain from calling "foul." They have to deal pragmatically with the problem at hand.
First and foremost, Ostenson must convince Hibbing to buy into his views on the environment. In doing so, Ostenson should abide by three principles.
Be responsive. Vermilion should organize a response that stresses accountability. Hibbing, as chief executive officer, should take responsibility for Vermilion's actions. He must be open with the press and the public; outsiders have an uncanny instinct for detecting half-truths or escapism. A straightforward response will demonstrate that Vermilion takes the concerns of consumers and environmentalists seriously.
Vermilion has a pretty good record in Equitania; why not emphasize it? Hibbing could publicly offer, and confirm in large-scale advertisements, to conduct an environmental impact assessment—or even more appropriately in this case, a societal impact assessment. Hibbing can present this to PELLONA, the Forest Defense Legion, or any other group for scrutiny. Most important, he can eliminate many doubts with regard to self-serving sweetheart statements by asking a group of world-class experts to give a second opinion, again publicly. Given the amount of homework already done, this should be relatively easy and should deflate much of the challenge from the FDL and the MYP.
Learn from experience. Clearly, Vermilion must review its internal procedures and take measures to prevent falling into this trap again. At the minimum, it should reassess its own personnel policies. People in pivotal positions must have both the will and the skill to deal with such crises. It is unfair and a waste of good resources to send an inexperienced young talent like Buyck on such an important and complicated mission. Considering the mistakes he made—offering payment to environmental groups for consulting services and trying to gain sympathy by distancing himself from his company—I find it amazing that Buyck survived as long as he did. Vermilion would have fared far better if Buyck were backed by strong nationals or, ideally, if Vermilion had educated and trained Equitanians to run this project.
This points to a weakness often found among even the largest multinationals: a lack of international management expertise amplified by an alarming degree of environmental naiveté. Many companies are shocked when they encounter protests from activists who rarely forgive environmental "mishaps," especially ones caused by "foreigners." Vermilion should form an advisory board of international outside experts who will meet several times a year and will help keep the company on its toes. Vermilion should also consider appointing someone with a strong environmental background to its board of directors.
Finally, Vermilion should launch a full-scale investigation of the safety and environmental risks of all activities at all sites. Though costly, this is a doable exercise that provides a solid framework for creating action programs that reduce the risks associated with products, processes, and facilities. It enhances the organizational ability to deal with any remaining risks through environmental skill building, installing appropriate safety devices and information systems, and developing the expertise and procedures necessary for emergency management.
This operational assessment can be supported by an additional strategic focus attained through a policy impact assessment, which provides structured insight into the potential impact of new environmental policies in different countries. Contrary to popular belief, environmental policy tends to be quite predictable once one understands the underlying logic and the cultures of the players involved. By providing a window on the future, such an assessment can be a powerful tool in planning corporate strategic development.
Don't back down. Above all, Vermilion should not retreat from the progress it has made toward a sounder environmental policy. As Peter Ostenson points out, that would be a business mistake. It would also send a negative signal to all Vermilion employees that could erode much of the environmental groundwork the company has laid in the last five years. And it would provide further "evidence" for the environmentalists' Vermilion Action campaign and would do little good for the company's own Green Vermilion campaign.
In the long run, Vermilion will need to find new sources for its pulp supply. Forest management in the Third World can benefit both the company and its host countries. The pulp and paper industry, with its vast consumption of natural resources and its highly visible presence in consumer products and household waste, must expect increasing environmental scrutiny from the public, from policymakers—even from employees, who want to be proud of the company they work for. The environment is no longer a side issue for only governments and environmentalists to worry about. No company can permit itself to live in disharmony with the environment.
Anthony L. Andresen is president and CEO of H.B. Fuller, a chemical products company headquartered in Saint Paul, Minnesota.
Vermilion should not try to outtalk the Forest Defense Legion but should humbly build on the coalitions it has already established.
Vermilion should move forward with its plans in Equitania. As a global company with a growing need for pulp from outside the United States, it should be committed to making this test case a success. If it can't find the pulp in Equitania, it will have to find it elsewhere. And no matter where it goes, it will find conditions like those in Equitania.
Moreover, Vermilion's bad reputation will precede it. The Forest Defense Legion will see to that. Vermilion's marketing campaign to convince the public of its environmental soundness didn't cut the mustard with anybody for one simple reason: you can't just talk about doing something; you have to do it—and do it well over time.
For these reasons, Vermilion should not undertake a campaign against the FDL. The company cannot outtalk the group. Instead, it should humbly and strongly build the coalitions it has already begun. Vermilion should recognize this not as a short-term event but as part of a long-term strategic plan: the company needs pulp today and will need it tomorrow. It should move forward with these seven steps.
1. Obtain an option to roll over the lease of the property beyond 35 years. Go for 50 years. Go for 70, 100. The whole purpose of concern for the environment is long-term existence and balance. If Vermilion doesn't send a clear message of long-term commitment, it is not being honest with shareholders, environmental groups, or governments.
2. Formalize the agreements with the federal government of Equitania and the provincial government of Keewa Tinang. Establish that the terms are for the full length of the lease—that there will be no changing the rules without mutual consent. This is not an inappropriate request: Weyerhauser and other paper companies that grow their own trees have 100-year plans for the use of resources.
3. Convince Oliver Hibbing to "make his stand." Hibbing is going to have to make a public stand on this issue or be booed out of office by investors or the board of directors. First, he needs to acknowledge that environmentalists have an important role to play in Vermilion's long-term strategy. Until he does this, the company will always be under pressure. Furthermore, Hibbing's involvement up front, both internally and externally, could make him a hero. He could come out of this positively received by all constituencies. In that sense, this confrontation represents an opportunity for Vermilion to make progress: dramatic situations call for dramatic actions. Hibbing must commit his full support or drop the whole initiative.
4. Encourage the FDL to meet with and join PELLONA. This will bring U. S. environmental groups into the process of monitoring Vermilion's operations in Equitania. This will also force the FDL to put up or shut up. It is going to be either part of the problem or part of the solution; this way, the FDL is part of the solution.
5. Hold off on any board decision until the MYP and FDL are part of the project. In other words, be vulnerable. Vermilion should open itself up and say that it won't make a decision until these groups are part of the process. Then if the MYP and FDL drag their feet, local governmental organizations will have a stake in this issue, will worry about the loss of jobs, and so might actually pressure the groups to join the project. Moreover, Vermilion directors should be given the time to visit, observe, and make an informed decision. I would schedule the board meeting at least six months in advance so that the board perceives a real opportunity to make the right decision.
6. Continue to build on the relationship with Maria Biwapik. Credit her publicly for anything positive that comes along, and make it clear that Vermilion genuinely appreciates her efforts. Biwapik is taking quite a risk, and risk takers have to be encouraged.
7. Take no action against the FDL for its newspaper ad. Let the attack go unchallenged—no retaliatory ads or lawsuits. Don't inflame the conflict in the media: that's an impossible battle to win. Play it cool and defuse the emotion. If Vermilion challenges the FDL's claims, its past will come back to haunt the company.
Vermilion will have to get along with the environmental groups for the length of the lease. If it starts the project in a confrontational way, some people might react emotionally and make it their objective never to give Vermilion any peace.
Jacqueline Aloisi de Larderel is director of the industry and environment office at the United Nations Environment Program in Paris. The views expressed here do not necessarily represent the policy statement of UNEP.
Vermilion needs to start thinking about the environment as an issue that won't go away.
The public meltdown over the Equitanian project will force Vermilion to take at least one positive step: confront the fact that it has no overall environmental policy. Vermilion must stop reacting to external pressure on an ad hoc basis and begin to incorporate the environmental dimension in its long-term strategy. Until Vermilion does this, these crises will inevitably occur.
Vermilion's top management merely pays lip service to environmental concerns. Indeed, Oliver Hibbing's speeches show that the company does not value them at all. For all its hype, Vermilion has not incorporated environmental values into its decision-making process. It lacks even the most basic procedures or mechanisms to deal with environmental issues. It did not, for instance, subject the Veranko project to an environmental impact assessment—a tool that since the mid-1980s has been an effective way to assess potential environmental impacts and identify possible remedies. Nor does Vermilion value the ability to deal with environmental issues and related problems as a criterion in choosing its managers. The company provides no incentive to develop cleaner processes, while those who do take action—such as Wendell Buyck—are left without support.
Buyck's results are not as negative as they sound. He has initiated a successful dialogue with many of the partners, including the environmental groups. Yet despite his good and genuine intentions, Buyck was bound to fail without any true management support. He was unable to defend his statements picturing Vermilion as a friend of the environment because he had no credibility. He lacked the data to show both the environmental performance of Vermilion's operations in other parts of the world and the environmental impact of his project.
Buyck also failed because he doesn't have the proper skills and experience. He could have pushed the Equitrass negotiations as an opportunity to incorporate environmental principles into Vermilion's agenda. He never discussed a replantation or reforestation plan with the community, nor did he suggest organizing the training of local people in forestry. Finally, he contacted the environmental groups too late in the process.
Vermilion must start to follow through on its environmental claims. It cannot use marketing to address the environment—as it did when it launched an advertising campaign to tout the environmental investments it made only when activists began to apply pressure! As Sigvard Hoggren, a vice president of Volvo, has said, the most dangerous thing you can do is to look at your environmental ethics as a PR exercise: this won't work. The point is that it is the action that counts—not the hype. And not action merely in one plant but in the whole company. Vermilion needs to start thinking about the environment as an issue that won't go away. It needs to assess the environmental impact of the company's products, processes, and facilities. And it needs to translate its environmental values into practice—from training employees to deciding whether to use recycled or virgin pulp.
The Veranko joint venture should not be abandoned but be rethought in the framework of this new global policy. The Veranko case can be used to show Vermilion's willingness to change its policy. I would keep Buyck in the project: he has opened the dialogue, he has a good local image, and he believes in what he is doing. What he needs is backup. Vermilion should provide someone with experience who will help Buyck take advantage of the valuable work he has already done and the solid relationships Buyck has already built. Above all, the company should continue the important dialogues he has established—even with the Forest Defense Legion.
Vermilion should not shut down the project but continue moving forward at a slower pace. This is a long-term process that requires flexibility as the company learns how to implement its policy goals. The more immediate action Vermilion needs to take is the one it should have taken at the beginning of the process: to think through just how its overall environmental policy fits within its global company strategy and then design steps to make the policy work.
Jay D. Hair is president of the National Wildlife Federation, a private, nonprofit conservation organization based in Washington, D.C.
Environmental advocates have the responsibility both to criticize negligent companies and to support exemplary ones.
Vermilion has no option but to press on with its plans. The cost of forgoing this venture goes far beyond a negative return on investment: Peter Ostenson and Wendell Buyck have provided a rare and valuable blueprint for other corporations to follow in developing environmentally sound business strategies. If this experiment fails, the corporate and environmental communities will both be worse off for it.
Vermilion's problem is one of trust. Its reputation is a result of years of insensitivity to environmental concerns and will not be easy to change. The environmental community has learned from dealing with Vermilion that caution, wariness, and a healthy dose of skepticism are good qualities to have. So how can Vermilion change its image and gain the acceptance and cooperation of environmental groups? There are four strategic steps the company can take to build on the trust established by Ostenson and Buyck.
Avoid quick fixes. Green cheer-leading without substance invites a backlash that will negate whatever environmental goodwill a company has shown. For Vermilion and other companies, justice may have no net present value, but corporate greenwash promises an equally dismal rate of return.
Implement progressive environmental protection programs. Going above and beyond the call of regulatory duty is a sure way to gain the attention and respect of environmentalists. Companies will find them more willing to listen if environmental improvements are driven by culture rather than compliance.
Don't cut corners. Buyck's meticulous efforts to involve all interest groups in the planning and development process have been instrumental in his successes so far. Community involvement and respect for cultural diversity are essential for any development game plan.
Recognize the expanded role of corporations in achieving sustainable economic development. Environmental protection is the tip of the social policy iceberg. Buyck was right on target in trying to involve the company in local health and education improvement programs. Sustainable development involves more than just environmental protection. If Vermilion ignores other critical social needs, the whole development effort is in danger of collapsing.
Overall, Vermilion should avoid two mistaken conclusions from this experience. First, the company may be tempted to pursue a divide-and-conquer strategy and take advantage of what it perceives to be a fragmented environmental front. This would be disastrous. There is diversity within the environmental community, just as there is diversity in any industry trade group. But as every biologist knows, diversity is a sign of health, vitality, and strength. Environmental groups have proven their effectiveness in working together and make a formidable team. Corporations electing to manage their environmental affairs by playing interest groups off each other are destined to fail.
The other, equally erroneous conclusion would be that the effort was a waste of time and that an anti-corporate bias will eventually doom any proactive measures Vermilion decides to pursue. The bottom line is that environmental groups do have responsibilities regarding their involvement with corporations. As environmental advocates, we have a responsibility to criticize companies that have been negligent in their environmental stewardship and to draw public attention to them. We also have an obligation to promote and support exemplary corporate environmental accomplishments. That means identifying positive actions a company may take to improve environmental quality and offering alternative solutions to problems when we believe the proposed options are not enough.
These principles are particularly relevant to Vermilion. The environmental community can be an important touchstone for industry in identifying issues of public concern and in establishing the trust and communication necessary for beneficial environmental practices. Nevertheless, there will always be some inherent conflict. Even if Vermilion sheds its old habits and follows a strategy of always "doing the right thing," it may face opposition from environmentalists in the future. Why? Because there will be occasions when the long-term ecological values at stake are so great that the best mitigation and contingency plans will not sufficiently address environmentalists' concerns.
Equitania, however, is not one of those situations. The clock is ticking. Oliver Hibbing should increase his visibility, take the offensive, and bring in the environmental, governmental, and public opinion leaders to participate in the development plan. He must demonstrate his personal and lasting commitment to Buyck's efforts. If the plan is as good as advertised, he will find a very receptive and helpful audience.
A version of this article appeared in the May–June 1991 issue of Harvard Business Review.
Read more on Public relations or related topics Sustainable business practices, Crisis management, Government and Food and beverage sector
Alissa J. Stern is a Ford Fellow in international law at the Harvard Law School.
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Sherlock Yack, Zoo détective is a French TV cartoon series for children of 52 episodes directed by Jérôme Mouscadet and produced by Mondo TV France. Aired on TF1 channel (TFOU show) since 4 may 2011. 13 minutes per episode.
The series is adapted from the novels of Michel Amelin and Colonel Moutarde.
See all episodes on the official Youtube channel of Mondo TV.
This page was last edited on 20 July 2016, at 10:07.


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Helping our returning veterans heal through farming and agriculture.
Lawrence signed up for the infantry at age 16 when the towers fell, and left at age 18 to go to Camp Pendleton. He was deployed twice to Iraq with India Company, Third Battalion, First Marines. Lawrence extended his contract by six months or so to deploy with the Marine Corps Forces, Special Operations Command (MARSOC) to Afghanistan. He has a total of five year's active duty as a machine gunner and got out as E5 (sergeant) with two Purple Hearts, and a Navy and Marine Corps Achievement Medal with V device for valor.
Lawrence is the President and Co-Founder of Veteran Farmers of America. He is also the National Maintenance Support Manager at Mission Produce in Oxnard where he lives.
In This Podcast: Greg is honored to talk to Sargent Lawrence Parkhill who shares his story of how he founded a new non-profit which is helping veterans reintegrate into non-combat life with jobs in agriculture. Veteran Farmers of America is working with returning servicemen and women to find internships and jobs in various aspects of the agriculture industry.
His advice is to look them up, don't give up on yourself, and if you're not happy with where you are then change it as life is too short!


Brand Protection Services for Online Businesses – Why Do We Need Them?
One of these days, you might see someone ripping off your brand on the Internet. In this case, you could really use some brand protection services.
How Do Businesses Come to This?
You've worked your tail off to get your brand noticed. To get it where it is now – on top. And all this time you were hoping for some fair and square competition where the strongest survives. You weren't afraid. That's how it should be – in real life and in business.
However, the real life often disappoints us by going against the logical and moral principles. That's when you got stabbed in the back by some hot shot who thinks it's OK to abuse someone else's brand and engage in unfair competition.
Whether it's someone using your trademarked logo/design to push their stuff on the market or it's a naysayer who's bad-mouthing your brand online hiding under a real user's disguise, it's all bad.
What's even worse, most of the times businesses don't know what to do or where to go since this isn't something they teach us at the university or college. Hence, mistakes are made and cannot be undone.
But let's rewind the whole situation a few bits back – to the time when you were still on the verge of making it with your brand.
What could you have done then that would've helped you now to avoid this ordeal? Is there any strategy of sorts on how to prevent this from happening or at least minimize the damage?
There is a strategy and a method – it's called "brand protection", and the companies who're into it are called brand protection services agencies.
However, before we go on a trip to the dark side of the brand, let's set some definitions straight to get them out of the way.
According to a popular definition, brand protection is an action (or a set of actions) taken by a brand-owner in order to ensure the observation of the intellectual rights that this brand is entitled to.
In other words, protecting your brand means not letting some as*holes get away with abusing it.
Depending on their nature, these actions can be preventive or after the event, should one occur.
The former can be largely organized and implemented by a company (brand-owner) itself with a little input from the outside consultants. The latter, however, requires a more careful approach and usually means the brand-owner has to call in a company/team specializing in brand protection services.
Who Needs Brand Protection Services?
As always in nature – the least protected ones.
Brands and businesses must work hard if they want to establish an identity that stands out and resonates with customers.
Such an identity is valuable by itself – we know it as a "brand". A brand constitutes enormous (up to 90%) value of the company's goods and services. Without their brand, most companies are nothing. Merely nothing.
While you're trying to unsee this, let me get the answer: no one would want sweet soda in generic plastic bottles, no one would ever pay $200 again for an iPod, no one would pay attention to the real Adidas when they'll see one.
This is how we, people, function – we're slaves to our brands. Not that it's a bad thing, it's just what it is.
You've got to give those companies credit though – they've worked hard and spend decades to get where they are now. Can't fault them for a little temptation to abuse the power of their brand by raising prices a bit – you would've done the same;).
Why Do Companies Need Brand Protection?
A company can easily recover from some minor profit losses but reputation damages are sometimes even hard to comprehend and calculate, let alone overcome. It may take months or years to bring your damaged brand reputation to norm reverse the negative public opinion.
How Exactly Do the Brands Get Damaged?
There's only one way to creating something – through patience, hard work, and inspiration. However, when it comes to damaging something, the selection of tools and forms is, unfortunately, a lot wider.
Premise: You've probably seen it before a million times. Chinese manufacturers show absolute lack of respect for any established European or worldwide brand. As their craftsmanship and talent in counterfeiting grow, soon it will be really hard to tell an authentic thing from a fake just by looking at it.
It's gone to the point where the authentic manufacturers have to release memos to their customers on how to spot the fake stuff.
However, it's not just about physical products. Digital content often gets stolen and faked as well. As soon as a viral video or an image pops up on the web, a lot of one-timers quickly jump on the bandwagon to get the most out of the short-living hype.
That includes stealing other people's successful content as well and repackaging it as someone's own – it's usually "how-to" articles, top lists, and other various listicles.
Solution: copyright and trademark everything that you deem valuable. Make sure you do own your brand as many companies are completely oblivious to the fact that their brand name (say, "Bobby's Bakery") is not a brand in fact and cannot be considered as such until it's been properly registered and trademarked in accordance with your local legislation.
For instance, brand names like the aforementioned Bobby's Bakery or Fast Bicycles or Optimal Business Solutions – these generic names are hard (or sometimes impossible) to copyright. Where there's no copyright, there's no copyright infringement.
On the other hand, original, never-before-existed brand names are a better in this case – like Pepsi, Sony, Xerox, Google, etc. Going back to our fictional brand names – they could be Bokery, Fasticles, or BusiSols.
Premise: this usually happens when a company outsources its production or opens a franchise. The people on the other end of the contract are quick to grab the cash advance but care less about the standards, quality, and all that brand-related thing.
The unaware customers, however, still perceive the product or service as branded and expect a certain level of quality, which they don't get blaming the brand owner, not the franchisee or the manufacturing plant.
Solution: stipulate all possible disagreements in the contract as clear provisions with liability for non-compliance. Organize regular inspections and random checks. Monitor customer feedback closely.
Premise: some auto dealer has sold a Rolls Royce at a price of Dodge Ram 1500. What will happen the next day? All current Rolls Royce owners will disown their vehicles and all potential buyers will swiftly change their mind about the upcoming purchase.
For some brands (especially the luxury ones), the price is everything – it's one of their integral attributes. Lower it, and all hell will break loose.
Solution: same as with the previous point – keep it all strictly to the contract.
Premise: pretty much described above↑.
Solution: one important note – if a random individual vents his/her frustrations about your brand on Facebook, Twitter, or in a blog, it's called "the freedom of speech" and there's nothing you can do about it as long as there are no personal threats or defamation involved.
However, if it's a corporate account, you can take legal action – the sooner, the better.
Thanks for reading the today's "Brand Protection Services for Online Businesses – Why Do We Need Them?" article.
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"for Wiltshire's children and young people to have opportunities to thrive and enjoy good mental health now and throughout their lifetimes.
We want children and young people to be able to bounce back when life gets tough.
When they need more help with how they are feeling we want to be sure that they know where to go so that they get back to good mental health and well-being quickly"
A focus on Emotional Health and Wellbeing is critical to the social development and educational achievement of children and young people. To reflect this, schools have had a duty to promote health and wellbeing since 2007.
What are the characteristics of a child- friendly school?
Supporting mental health and wellbeing in schools: engaging with all parents and carers (2019). This free booklet from the Anna Freud trust explores ways that schools can help children by successfully engaging with parents and carers.
Mental health measurement experts can support schools to measure the impact of the social, emotional and wellbeing support they provide.
The National Children's Bureau (NCB) has developed a free toolkit for school leaders wishing to assess and improve the support their school provides for children's well being and mental health.
Public Health England have produced this toolkit that aims to raise awareness amongst school and college staff of the range of validated tools that are available to help measure subjective mental wellbeing amongst the student population.
Thrive Hubs, in twelve secondary schools.
The SEAL (Social Emotional Aspects of Learning) curriculum is a comprehensive approach to promoting the social and emotional skills that underpin effective learning, positive behaviour and EHWB in primary and secondary schools. Our local Primary scheme of work Learn 4 Life integrates SEAL with PSHE.
Training for school staff is available to address the emotional wellbeing and mental health of children.