text:
CEO expects HR to understand business drivers and bring people solutions to business problems.
Jul 15, 2020 Interview with Ekta Bhardwaj
Ekta Bhardwaj is a passionate HR professional having 18 years of experience in diverse HR roles across various industries. Having assumed various leadership roles in her career, Ekta has worked extensively on HR strategy, Organization transformation, Organization Capability Development, Leadership Development etc. Presently, Ekta is associated with Nissan Motor India Pvt. Ltd. as the Head of Human Resources where her role encompasses driving business results through HR strategy. Previously, Ekta has worked with Bharti Infratel, Panacea Biotec, and InterContinental Hotels Group.
As ambitious as She is, Ekta is an avid speaker, a fitness enthusiast, and an animal lover; she constantly seeks opportunities to make a positive impact.
A graduate in Economics from Delhi University and an MBA in HR from Apeejay School of Management, Ekta is also Certified in various Psychometric and Ability Tests, Competency Mapping, Assessment & Development Center, Training & Development etc.
Her accolades include the 'Most Influential HR Leaders in India', 'Women Achievers Award' and 'Top 100 HR minds in India' by World HRD Congress.
Thank you, Ekta, for giving your valuable time to this interview. Your kindness is much appreciated. We look forward to your candid responses.
My first job interview experience was remarkably interesting. I was, of course, a fresher and was looking for making a head start in HR as my career. The HR Manager, while interviewing, said to me that you look an incredibly good fit for Sales, so I would like you to offer a Sales Executive job, would you like to take it? I was clearly not too happy with this option and insisted to be considered for HR only. I remember distinctly that he persuaded me a lot for taking up Sales and also said," if you want to make money in your Career, Sales is a better option. In HR you won't make great money." But I was so hell-bent on taking up HR as my career choice, that he had to agree with me. The 2nd round of interview was with the Sr. Vice President of the Organisation. He said, "I like your profile very much, but I think you are a very good fit for Customer Relations. I would like you to offer a Customer Relations job." I said to myself Ah! not again! Once again, I insisted that I was determined about making my career in HR. It wasn't easy for a 22-year old to negotiate with an industry veteran and refuse to accept the bright picture that he presented for a Customer Relations Career. Yet, I could convince him and finally made an entry in an HR profession.
As the first job holds a special memory, let's discuss your first year at your first job. How was your experience? What were your expectations of your employer and your role? Were they all fulfilled? What did not coincide with your expectations?
The first job experience is memorable for me as I still consider that to be immensely significant in helping me build a strong foundation for my career. I joined the Organisation when its HR function was in a transition stage from being 'Personnel' Department, which was purely administrative in nature; to the HR function focusing on talent development and engagement initiatives. My Managers trusted my passion and hard work fully and encouraged me to lead many important assignments to bring about the much-needed change. I was given the opportunity to gradually explore all the Functions ranging from Training, Recruitment, Performance Management, Employee Engagement, and Talent Management. I still cherish those years as the most slogged out years of my career (as I kept on executing multiple assignments at the same time consistently), yet so rewarding in terms of fuelling tremendous growth to my career.
Workplace mentors and coaches unarguably play a critical role to give the right direction to fresh graduates. I wasn't assigned a formal coach/mentor, but my skip manager informally played the role of my coach. He could recognize the potential in me (that I was myself unaware of completely) and kept on challenging me with higher-level assignments every time, which I would readily accept. He wouldn't micromanage me on those assignments but would motivate and guide me through the course when needed. Some of my best tacit learning happened with him in terms of understanding Organisational dynamics and, hence increasing my Organisational savviness. As a fresher, it was an absolutely new sphere for me. A big part of my career success still owes to his coaching!
I chose HR Function as a profession, as during my MBA I realized that I was fascinated with the topics like Organisational Behaviour and Talent Development. I really got inspired by the idea of dealing with human behaviour and emotions and was equally intrigued to know as to how that can be translated into achieving business objectives. To support people, grow, develop, and reach their potential, and to drive business with people initiatives still motivates me the same way today.
COVID-19 for sure is an unprecedented time and is resulting in unprecedented measures and outcomes in all spheres of life. Workplaces also have been impacted in a big way. HR has been put into the driving seat to lead this change in the Organisation. CEOs are looking at HR for ensuring business continuity and at the same time upholding employees' morale and productivity. To keep consistent connect with employees through various communication like Leadership addresses, well-being checks and measures, engaging with teams, preventing work from home burnouts, ensuring work life balance, infusing one-team feeling, educating on new ways of working and thinking etc. are paramount during this phase. Some of the permanent shifts at workplace post-COVID-19 can be seen in terms of the following:
Work from Home becoming a normal way of life
Digital meetings replacing in-person meetings
Expansion of gig workforce
Priority to wellbeing policies and initiatives
Leaders' ability to empower and trust their teams
Focus on output rather than input
Positive shifts in favour of gender diversity as employers will now find comfort in considering women candidates having a need to work from home
Less need for travel
Less need for expansive offices
Career Gaps are not a taboo anymore in today's world as long as they appear for valid reasons. Career gaps normally occur when people get laid off due to Organisation restructuring or additionally in the case of women candidates when they are on their maternity path / young mothers. Employers are open to considering such candidates today as long as they have the necessary competencies and the skill set required for the job. In fact, progressive Organisations design special programs to help women candidates on a career break to kick start a second career inning with them. By ignoring such candidatures, Organisations tend to lose out on a significant pool of existing talent. Even layoffs are a matter of role redundancy than performance issues of people. Many talented employees get laid off as their role/skill becomes redundant for their current Organisation. However, if the career gap is due to loss of job on account of some compliance or ethical issue, in that case, such gaps are viewed seriously by the prospective organisation and become a problem for the candidate for future job opportunities.
Layoff is definitely a painful experience for both employees and the employer. However, given the present business environment, at times it becomes inevitable in order to ensure business continuity. HR's role is paramount in managing layoffs right from identifying the business case for it, identifying appropriate pockets of layoffs, ensuring fairness and transparency in the process, managing positive internal and external communication effectively to this effect, upholding employees' morale and trust in the Organisation in such an environment, ensuring retention of critical talent in these times, managing impacted employees in the most humane manner, working out severance terms and conditions in the best interest of employee and the Organisation etc.
The most appropriate way of managing the layoff is to ensure that the entire process is based on a business rationale that is clearly understood by employees. At the same time, making the layoff process as humane and empathetic as possible by upholding the dignity of every individual who gets impacted. Moreover, going out of the way to deploy outplacement agencies to help secure laid-off employees a job outside, talks highly about the Organisation's care and concern for people even post employee's exit.
This is true that there is a talent war in the market. To attract the best of the talent, to engage and retain them with the Organisation is definitely a challenge.
In order to manage this talent shortage, first and foremost CEOs have to prioritize the development of their people. To invest in people and make them future-ready for higher roles is a key to make up for talent shortage. This is what we call succession planning.
To infuse purpose to people's work and help them see their contribution making a difference goes a long way in engaging high performers positively with the Company and thus retaining them with the Company for a longer period of time.
Hiring-Managers must ensure that people's skills and abilities are utilized in the most optimized manner.
HR must ensure that people are skilled and reskilled as per the need of the hour hence reducing dependency to find talent in the external market.
Focus on homegrown talent through Campus Programs is another impactful way for making up for Talent shortage.
Diversity is the most underutilized domain. Many talented women and differently-abled talent are not able to make it to their deserving places in the Companies due to stereotype mindset and biases. There lies a great talent pool.
Based on your experience, what are the primary expectations of a CEO from the HR Function, in general, and HR Head, in particular?
A CEO looks at HR function as a key driver for giving business results and expects HR to understand and speak business language. People are the only asset that differentiates a more successful Company than the less successful ones. Everything else can be replicated.
CEO expects HR to understand business drivers and bring people solutions to business problems, design and develop an efficient Organisation, build high performing teams, create an Organisational culture that brings out the best in its employees, leverage on the potential of people and ensure the right person in the right place.
How do you motivate your team?
I motivate my team by helping them see their contribution making an impact on the success of the Organisation, by ensuring that they have enough challenge in their assignments which brings excitement in their day to day work, that they feel they are professionally and personally growing on daily basis. Timely recognition for efforts and achievements goes a long way in fuelling in motivation in an individual for achieving even better results. I ensure my team is appropriately recognized and that they feel they are a part of the winning team.
What kind of behavior makes you angry/annoyed?
Noncollaboration, lack of team spirit, abdicating responsibilities, lack of willingness to put discretionary efforts, having hierarchical and fixed mindset are some of the behaviors that annoy me.
There is no other key to success than hard work, especially at the starting point of one's career. One needs to be extremely passionate about the subject that he/she chooses as a career and then being consistently curious about it. Always step forward to seize every possible opportunity that offers you new and more responsibilities, explore various areas, take challenges head-on and never get into a comfort zone.
Go for a career in HR if you are genuinely interested and passionate about people. If you have an innate ability to influence and navigate complex situations. Take turns in both HR Business Partner and Centre of Excellence roles before you carve out your forte. Learning to understand the business, value chain, and financials early in career will be immensely helpful in making a strong HR leader.
Thank you, Ekta, for sharing wonderful insight.
Career Gaps Organization Capability Development Leadership Development
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NOTE: Just before the tax deadline, I received a call from a delightful lady in North Carolina. She wanted to know If her contribution was tax deductible. We chatted for a awhile and she said to thank everyone who cares about the Museum. It is important that we all continue to support the Museum and that we do not want to lose it! I couldn?t agree more! Please remember that it is your Museum and if you have not sent in your donation, please do so now.
PS: We are a 501 C-3 in the eyes of the IRS and all contributions are tax deductible.
The museum has received two wonderful donations of art this year.
We are delighted to receive a beautiful coffee pot painted by Barbara Bunsey. She painted this piece at the request of Helen Jeglic, MDA. This was the last coffee pot made for Helen by Robert Faulkner. Our pictures don't do justice to this piece.
We want to thank Pat Ross for donating 6 beautiful plates by Gary Albrecht from her husband Robert?s collection. They are a wonderful addition to the museum's collection of his works. They are currently on display in our beautiful cabinet painted by Gayle Oram, MDA, VGM.
wooden sled donated by Bettye Maples.
This is only one of the classic examples of Russian Zhostovo Art recently donated by Jan Shaw of Australia. There are another eleven of these spectacular trays from Jan's collection currently on display at the Museum.
We applaud Jan for her generosity and dedication in preserving and protecting this most important and beautiful art form.
Her selfless donation makes the Zhostovo Collection in the National Museum of Decorative Painting one of the finest in the nation.
We thank Jan for her belief in the Museum's mission and for her generous support.
The Museum is pleased to announce the acquisition of a tray painted by Enid Hoessinger of Australia.
The tray is a beautiful example of Enid's "multi-load" technique.


(McKinsey & Company) – Many utilities see the digital revolution as a threat to their business model, but massive opportunities await those able to transform themselves ahead of the curve.
Smart meters and the smart grid. These innovations form the foundation of the digital utility, supplying the massive volumes of data that are its lifeblood. For utilities invested in the right analytics capabilities, they enable data-based analyses, planning, and diagnostics. Smart grids are more efficient and less capital intense, allowing for predictive maintenance and better asset health. Smart meters are a requirement for the advanced credit and collections algorithms that can identify which customers will need help to avoid default. The array of means used to better analyze existing information ranges from local diagnostic tools to highly complex planning instruments. With such tools, utilities can optimize staffing levels at power plants and manage the intricate energy terrain of renewable and conventional sources, trading options, and patterns in demand.
Productivity tools for employees. Mobile enablement for employees is quickly becoming a powerful productivity-boosting capability. Since smartphones provide the platform, grid companies can now digitize the core process of work management to greater effect. This means better asset management, engineering, planning, scheduling and dispatch, as well as execution and job closeout. Since the 1990s, this process has been managed through enterprise-resource-planning systems, which have generally been unwieldy—easy neither to use nor to extend to scale. With the latest digital and mobile technology, utilities can more easily incorporate all work into a single view with universal access. In Germany, one energy supplier has already successfully completed a digitization program and now applies a full tool kit to improve the productivity of its maintenance personnel. GPS and traffic information have been added to conventional route planning and management tools, which increased productive hours by 15 percent. All employees carry a diagnostic tool giving access to reference samples, root-cause analysis, and the range of available replacement parts. They can use the tool to make direct contact with experts if more complex error patterns are detected. Engineers will eventually be provided with information about potential maintenance contracts for customers.
Automation of back-office processes. Administrative processes in customer management and billing (including changes in provider, address, or product) are proliferating. Distributed generation and multiple channels are resulting in more convoluted and error-prone processes. The rewards of process standardization and automation are therefore growing. Process-efficiency opportunities are also evident in the significant variation among retail providers in cost per customer, the cost of resolving errors, and billing inquiries. In one case, a company digitized a single core process and cut process costs by 20 percent in the first year while also improving customer satisfaction. The key drivers were higher-quality data and effective process automation.
Utilities in competitive retail territories as well as traditional regulated environments are struggling to retain customers and fend off new threats in distributed generation. By digitizing the customer experience, utilities can simultaneously improve satisfaction and lower costs. In many locations there is also the potential to improve revenue. In recognition of the opportunity, almost all major energy suppliers have invested in online and especially mobile channels in recent years. While many of the efforts have yielded optimal results, some lag behind with respect to usability and the interface between the online and traditional sales channels.
Most customers prize a multichannel platform that seamlessly connects their interactions across all channels—online, mobile, call center, and local sales. For utilities, the improved customer processes are also more cost effective. Furthermore, a seamless multichannel platform is a requirement for the profitable analysis of customer behavior through the entire customer journey. Utilities are using advanced analytics to enhance service quality, lower costs, and preserve and deepen customer relationships. By using customer data analytics to make process improvements, one northern European energy supplier was able to increase up-selling and cross-selling significantly, while simultaneously increasing usage of its digital channel. Start-ups such as Thermondo in Germany, a provider of highly customized heating solutions, have based their business model on improving various customer interaction points and so are altering business dynamics in the industry.
Following the example of the banking industry, which has demonstrated the predictive power of analytics in customer relationship management, many companies have begun analyzing customer information through machine-based learning. For instance, some are analyzing customer attributes and behaviors, and defining customer groups by predictive criteria such as willingness to pay for specialized services or susceptibility to switching.
The threats to utilities from digital pioneers such as Amazon, Google, or Tesla Motors are most tangible at the customer interface, where information is more important than material assets. All the same, digital capabilities allow utilities to enter new business arenas, whether alone or in partnership.
Distributed generation. Smart meters provide energy suppliers with the exact details of each customer's generation and consumption. On this basis, tailored products can be developed, such as demand-response programs, which award discounts and rebates to customers allowing utilities to control their heating and cooling. Utilities are also entering into maintenance contracts that provide distributed facilities with improved service based on data analysis. Eventually, the utilities could own the distributed facilities and sell optimized hours to facility operators and other customers. In such models, the combination of customer proximity, technological competence, and digital capabilities becomes a powerful competitive advantage.
Efficiencies in energy and facility maintenance. The formidable economic advantages of energy efficiency have been pursued mainly by large energy-intensive industrial companies. This is because the methods for identifying opportunities and installing solutions have been costly and labor intensive. With smart-meter usage expanding, these costs could plummet. The efficiencies depend on the acquisition of copious detailed information on power usage by commercial and residential customers. This information is now at the ready. Partnerships among real-estate companies, plant manufacturers, and energy suppliers could be a winning model, by which utilities take on a design-based role, with direct access to data on consumption and generation.
Smart homes, connected buildings, smart cities. Many utilities already offer solutions for networked energy management that include the remote control of buildings. Utilities can use information from smart meters to realize additional applications in this new business area, alone or with partners. Municipal, regional, and national governments are launching smart-city initiatives, aimed at promoting technical innovation and systematic applications of the Internet of Things in urban landscapes. Utilities are partnering with cities and builders to implement sensing technology and data analytics in "self-learning" buildings, as part of integrated municipal energy and environmental planning.
To realize these digital opportunities, utilities need to transform operations. To begin, they must develop a digital transformation strategy that can be successfully embedded and scaled in the organization. It should be designed around the company's existing value drivers and strengths, including the product portfolio, technical competence, and customer proximity. Projects and partnerships must be designed with the linked objectives of digitizing core processes, upgrading IT platforms, and conquering new business terrain.
By their very nature, digital transformations also bring about a cultural shift. The business horizons for utilities have traditionally been of long or medium duration, and for good reason. The industry is based on the use of expensive assets requiring serious investment and taking account of regulatory factors. With the rise of distributed generation, alternative energy sources, and the data-driven customer interface, utilities are intersecting an information-based digital economy. Here success depends on new capabilities, especially the rapid scaling of innovations. As they plan to meet the digital challenge, utilities can fortunately draw on a wealth of experience from recent change programs in diverse industries. Essential success factors are discussed in the following set of topics.
Digitization is changing industry boundaries and dynamics. In articulating their digital vision, companies must first identify the position they want to occupy on the digital terrain, with respect to data, services, and devices. More precisely, this means finding the points in the value chain where digitization would make the largest revenue contribution in the next year or two. The key action areas for digital transformations are outlined in Exhibit 3. By systematic analysis, companies can learn the value opportunity of each area and the feasibility of attainment. With clarity on the expected changes, companies can develop a digital blueprint and lay the groundwork for its successful implementation.
Elevate the importance of design. As Apple and Google products infinitely attest, simplicity of design and especially user-friendly end products count for a lot in the digital economy. Successful digital transformations are clearly dependent on adoption and usage. To strategy and technology—the two main work streams of traditional business transformations—design must therefore be added as a third prerequisite of the digitization effort. The postmortem review of user experience is not the best path to adoption success. End users, whether customers, suppliers, or employees, must help shape the design from the onset and provide continuous input into the usability and usefulness of any proposed digital effort.
The agile approach. The design requirement is tightly linked to the movement to an iterative agile management and development philosophy. The agile approach to change is based upon a culture of sharing, open communication, and visible support from top management. It improves design by using cross-functional teams to understand end users more deeply and meet their needs more nearly. Unlike in a conventional engineering approach, the teams work by an iterative test-and-learn principle. Top management would do well to afford these teams the greatest possible freedom when it comes to taking action, since experience shows that agile teams foster digital success.
Start with the end user. An end-user orientation supports the elevated role of design and the agile approach. When digitizing business processes, companies that have been most successful have begun with the end user and worked backward. This orientation helps ensure that initiatives are undertaken according to their value and the corresponding need for change. The orientation demands a clear understanding of the end-user journey and the potential value lying therein. Once they understand how customers interact with them from touchpoint to touchpoint, many utilities alter their management approach. By moving from a focus on functions or products to an orientation toward the customer journey, utilities can unlock significant value. After analyzing the customer journey, one company streamlined its product portfolio by 30 percent and established a customer-friendly digital channel for its core products. One result was a 10 percent increase in customer satisfaction.
Establish two-speed IT. Digital transformations must go forward in an environment of the existing IT architecture and processes. These stably support the large transactional systems that enable the day-to-day operations of the business. The agile test-and-learn approach, on the other hand, requires an IT environment that can flexibly respond to changes in portals, mobile apps, and other aspects of the end-user interface. For the success of most digital transformations, therefore, two-speed IT architecture is needed. Its creation is the most important contribution the IT department can make to the transformation. Once a team is established and the underlying agile management philosophy is articulated, the work quickly proceeds to decisions about mobile platforms, development tools, and new talent recruitment.
Define targets and link budgets to progress. Successful companies set clear targets for their digitization efforts—to earn, for example, a certain share of revenue through digital channels in a fixed amount of time. Clear targets require concrete budgets. Approaches where short-term progress can be measured easily with performance indicators, such as customer growth, have been particularly successful. As in sectors such as private equity, the approach grants additional funding to successful projects, while identifying lagging projects for modification or termination.
As daunting as digital transformation programs might appear to individual companies, the potential opportunity is worth many times the attending cost and risk. Eventually, every utility will have undergone digital transformation. The change is furthermore spreading in every industrial sector. Digital-forward sectors such as retail and financial services have already demonstrated that the value in digitization is greater than anyone predicted. For utilities, transformations can yield productivity improvements, revenue gains, better network reliability and safety, enhanced customer acquisition and retention, and entry into new business areas. The mounting pressure to transform also offers the rare opportunity to rebuild strategies, structures, and processes from the ground up. The companies that take it will be ready for future market challenges.
Niko Mohr and Peter Peters are principals in the Düsseldorf office.
Content rep-published from The digital utility new opportunities and challenges, May 2016, McKinsey & Company, www.mckinsey.com. Copyright (c) 2018 McKinsey & Company. All rights reserved. Reprinted by permission.
For more information, please visit: The digital utility, a compendium of 8 articles on the digital opportunity for utilities written by McKinsey & Company.
About That Tesla Roadster Flying Through Space – What Kind of Gas Mileage Is It Getting?


text:
Matthew Ritger
Tag: The Banality of Evil
language rules
3 Jan 2017 25 Sep 2017 Categories: UncategorizedTags: Eichmann in Jerusalem · Hannah Arendt · notebook · The Banality of Evil
"…Furthermore, all correspondence referring to the matter was subject to rigid "language rules," and, except in the reports from the Einsatzgruppen, it is rare to find documents in which such bald words as "extermination," "liquidation," or "killing" occur. The prescribed code names for killing were "final solution," "evacuation" (Aussiedlung), and "special treatment" (Sonderbehandlung); deportation—unless it involved Jews directed to Theresienstadt, the "old people's ghetto" for privileged Jews, in which case it was called "change of residence"—received the names of "resettlement" (Umsiedlung) and "labor in the East" (Arbeitseinsatz im Osten), the point of these latter names being that Jews were indeed…
grant a mercy death
3 Jan 2017 12 Feb 2017 Categories: UncategorizedTags: Eichmann in Jerusalem · Hannah Arendt · notebook · The Banality of Evil
"… None of the various 'language rules,' carefully contrived to deceive and to camouflage, had a more decisive effect on the mentality of the killers than this first war decree of Hitler, in which the word for "murder" was replaced by the phrase "to grant a mercy death." Eichmann, asked by the police examiner if the directive to avoid "unnecessary hardships" was not a bit ironic, in view of the fact that the destination of these people was certain death anyhow, did not even understand the question, so firmly was it still anchored in his mind that the unforgivable sin…
geflügelte worte
17 Dec 2016 12 Feb 2017 Categories: UncategorizedTags: Eichmann in Jerusalem · Hannah Arendt · notebook · The Banality of Evil
"Before Eichmann entered the Party and the S.S., he had proved that he was a joiner, and May 8, 1945, the official date of Germany's defeat, was significant for him mainly because it then dawned upon him that thenceforward he would have to live without being a member of something or other. "I sensed I would have to live a leaderless and difficult individual life, I would receive no directives from anybody, no orders and commands would any longer be issued to me, no pertinent ordinances would be there to consult—in brief, a life never known before lay before me."…

redpajama_set_name: RedPajamaCommonCrawl


Stunning waterfront surf camp right on Hash Point, a great little spot in the middle of Taghazout, the capital of surfing in Morocco. The Surf Berbere surf camp is one of the best known camps in the area, we have our cafe just 30 meters from the surf camp building on the same surf spot, and a surf shop about 50 meters behind up on the main street. Guests are welcome to join in for evening meals, and yoga sessions every night and we don't have a set arrival day.
Taghazout is the most famous surf destination in Morocco. It has stunning point break waves such as Anchor Point, Killers and Boilers, as well as excellent reef breaks like Mysteries and La Source, then up and down the coast there is a great selection of beach breaks for learners.
The town itself is a hippy hangout from the sixties that is undergoing a clean up, lots of great new restaurants have opened up, and surf shops are everywhere. There is a big golf resort opening up near by and the course is opened to the public already.
The Surf Berbere Taghazout surf camp is made up of 3 main buildings, the surf camp building itself, where everyone sleeps, hangs out and we have our evening meals (up on the roof terrace / tent area which is arguably one of the best spots in Morocco for gazing out over the ocean) and then we have our seafront cafe which is popular with the locals, and finally our new apartment block the Bouad House where each apartment has floor to ceiling sea views.
All the buildings are within 50 meters of each other and all are on the waterfront of Taghazout on Hash Point.
Buffet Breakfast is served at Hash Point Cafe. A packed lunche is served at the beach so you don't loose too much time and enjoy the surf and the sun as much as possible. All evening meals are served up on the camp roof terrace.
Surfers first started coming to Taghazout during the 60s due to the amazing year round sunshine and plethora of long perfect right hand point breaks. Since then it has become more and more known as the best place to surf near Europe during the winter months (down to the great weather and perfect waves).
SURFINN © 20-04-2019 04:46:00. ALL RIGHTS RESERVED.


text:
static pid_t
generate_core_aux(const atf_tc_t* tc, const kyua_run_params_t* run_params,
                  const char* helper_path, const char* exec_path,
                  const char* helper_name)
{
    const char* srcdir = atf_tc_get_config_var(tc, "srcdir");

    char* src_helper;
    RE(kyua_fs_concat(&src_helper, srcdir, "stacktrace_helper", NULL));
    atf_utils_copy_file(src_helper, helper_path);
    free(src_helper);

    // We use kyua_run_fork for this to better simulate the final use case of
    // the stacktrace gathering, as test programs are run through these
    // functions.  Also, kyua_run_fork provides us with automatic unlimiting of
    // resources so that core files can be generated.

    pid_t pid;
    const kyua_error_t error = kyua_run_fork(run_params, &pid);
    if (!kyua_error_is_set(error) && pid == 0) {
        const char* const args[] = { helper_name, NULL };
        kyua_run_exec(exec_path, args);
    }
    RE(error);

    int status; bool timed_out;
    RE_MSG(kyua_run_wait(pid, &status, &timed_out),
           "wait failed; unexpected problem during exec?");

    ATF_REQUIRE(WIFSIGNALED(status));
    if (!WCOREDUMP(status))
        atf_tc_skip("Test failed to generate core dump");
    return pid;
}

/// Creates a script.
///
/// \param script Path to the script to create.
/// \param contents Contents of the script.
static void
create_script(const char* script, const char* contents)
{
    atf_utils_create_file(script, "#! /bin/sh\n\n%s\n", contents);
    ATF_REQUIRE(chmod(script, 0755) != -1);
}

/// Generates a core file.
///
/// \param tc Pointer to the calling test case.
/// \param work_directory Name of the directory in which to place the binary
///     that will generate the stacktrace.
/// \param program_name Basename of the binary that will crash.
///
/// \return PID of the process that generated the core file.
static pid_t
generate_core(const atf_tc_t* tc, const char* work_directory,
              const char* program_name)
{
    kyua_run_params_t run_params;
    kyua_run_params_init(&run_params);
    if (strcmp(work_directory, ".") != 0) {
        ATF_REQUIRE(mkdir(work_directory, 0755) != -1);
        run_params.work_directory = work_directory;
    }

    char* copy_to; char* exec_path;
    RE(kyua_text_printf(&copy_to, "%s/%s", work_directory, program_name));
    RE(kyua_text_printf(&exec_path, "./%s", program_name));
    const pid_t pid = generate_core_aux(tc, &run_params, copy_to, exec_path,
                                        program_name);
    free(exec_path);
    free(copy_to);
    return pid;
}

/// Prepares and runs kyua_stacktrace_dump().
///
/// \param tc Pointer to the calling test case.
/// \param work_directory Name of the directory in which to place the binary
///     that will generate the stacktrace.
/// \param program_name Basename of the binary that will crash.
/// \param output_name Name of the file to which to write the stacktrace.
/// \param timeout_seconds Time to give GDB to complete.
static void
do_dump(const atf_tc_t* tc, const char* work_directory,
        const char* program_name, const char* output_name,
        const int timeout_seconds)
{
    const pid_t pid = generate_core(tc, work_directory, program_name);

    kyua_run_params_t run_params;
    kyua_run_params_init(&run_params);
    run_params.timeout_seconds = timeout_seconds + 100;  // Some large value.
    run_params.work_directory = work_directory;  // Created by generate_core.

    kyua_stacktrace_gdb_timeout = timeout_seconds;

    FILE* output = fopen(output_name, "w");
    ATF_REQUIRE(output != NULL);
    kyua_stacktrace_dump(program_name, pid, &run_params, output);
    fclose(output);
    atf_utils_cat_file(output_name, "dump output: ");
}

ATF_TC_WITHOUT_HEAD(find_core__found__short);
ATF_TC_BODY(find_core__found__short, tc)
{
    const pid_t pid = generate_core(tc, "dir", "short");
    const char* core_name = kyua_stacktrace_find_core("short", "dir", pid);
    if (core_name == NULL)
        atf_tc_fail("Core dumped, but no candidates found");
    ATF_REQUIRE(strstr(core_name, "core") != NULL);
    ATF_REQUIRE(access(core_name, F_OK) != -1);
}

ATF_TC_WITHOUT_HEAD(find_core__found__long);
ATF_TC_BODY(find_core__found__long, tc)
{
    const pid_t pid = generate_core(
        tc, "dir", "long-name-that-may-be-truncated-in-some-systems");
    const char* core_name = kyua_stacktrace_find_core(
        "long-name-that-may-be-truncated-in-some-systems", "dir", pid);
    if (core_name == NULL)
        atf_tc_fail("Core dumped, but no candidates found");
    ATF_REQUIRE(strstr(core_name, "core") != NULL);
    ATF_REQUIRE(access(core_name, F_OK) != -1);
}

ATF_TC_WITHOUT_HEAD(find_core__not_found);
ATF_TC_BODY(find_core__not_found, tc)
{
    const char* core_name = kyua_stacktrace_find_core("missing", ".", 1);
    if (core_name != NULL)
        atf_tc_fail("Core not dumped, but candidate found: %s", core_name);
}

ATF_TC_WITHOUT_HEAD(dump__integration);
ATF_TC_BODY(dump__integration, tc)
{
    do_dump(tc, "dir", "short", "stacktrace", 10);

    // It is hard to validate the execution of an arbitrary GDB of which we know
    // nothing anything.  Just assume that the backtrace, at the very least,
    // prints a frame identifier.
    ATF_REQUIRE(atf_utils_grep_file("#0", "stacktrace"));
}

ATF_TC_WITHOUT_HEAD(dump__ok);
ATF_TC_BODY(dump__ok, tc)
{
    RE(kyua_env_set("PATH", "."));
    create_script("fake-gdb", "echo 'frame 1'; echo 'frame 2'; "
                  "echo 'some warning' 1>&2; exit 0");
    kyua_stacktrace_gdb = "fake-gdb";

    do_dump(tc, ".", "short", "stacktrace", 10);

    ATF_REQUIRE(atf_utils_grep_file("dumped core; attempting to gather",
                                    "stacktrace"));
    ATF_REQUIRE(atf_utils_grep_file("frame 1", "stacktrace"));
    ATF_REQUIRE(atf_utils_grep_file("frame 2", "stacktrace"));
    ATF_REQUIRE(atf_utils_grep_file("some warning", "stacktrace"));
    ATF_REQUIRE(atf_utils_grep_file("GDB exited successfully", "stacktrace"));
}

ATF_TC_WITHOUT_HEAD(dump__cannot_find_core);
ATF_TC_BODY(dump__cannot_find_core, tc)
{
    kyua_run_params_t run_params;
    kyua_run_params_init(&run_params);

    FILE* output = fopen("stacktrace", "w");
    ATF_REQUIRE(output != NULL);
    // This assumes that init(8) has never core dumped.
    kyua_stacktrace_dump("missing", 1, &run_params, output);
    fclose(output);
    atf_utils_cat_file("stacktrace", "dump output: ");

    ATF_REQUIRE(atf_utils_grep_file("Cannot find any core file", "stacktrace"));
}

ATF_TC_WITHOUT_HEAD(dump__cannot_find_gdb);
ATF_TC_BODY(dump__cannot_find_gdb, tc)
{
    RE(kyua_env_set("PATH", "."));
    kyua_stacktrace_gdb = "missing-gdb";

    do_dump(tc, ".", "dont-care", "stacktrace", 10);

    ATF_REQUIRE(atf_utils_grep_file("execvp failed", "stacktrace"));
}

ATF_TC_WITHOUT_HEAD(dump__gdb_fail);
ATF_TC_BODY(dump__gdb_fail, tc)
{
    RE(kyua_env_set("PATH", "."));
    create_script("fake-gdb", "echo 'foo'; echo 'bar' 1>&2; exit 56");
    kyua_stacktrace_gdb = "fake-gdb";

    do_dump(tc, ".", "short", "stacktrace", 10);

    ATF_REQUIRE(atf_utils_grep_file("foo", "stacktrace"));
    ATF_REQUIRE(atf_utils_grep_file("bar", "stacktrace"));
    ATF_REQUIRE(atf_utils_grep_file("GDB failed with code 56; see output above "
                                    "for details", "stacktrace"));
}

ATF_TC_WITHOUT_HEAD(dump__gdb_times_out);
ATF_TC_BODY(dump__gdb_times_out, tc)
{
    RE(kyua_env_set("PATH", "."));
    create_script("fake-gdb", "echo 'foo'; echo 'bar' 1>&2; "
                  "/bin/sleep 10; /usr/bin/sleep 10; exit 0");
    kyua_stacktrace_gdb = "fake-gdb";

    do_dump(tc, ".", "short", "stacktrace", 1);

    ATF_REQUIRE(atf_utils_grep_file("foo", "stacktrace"));
    ATF_REQUIRE(atf_utils_grep_file("bar", "stacktrace"));
    ATF_REQUIRE(atf_utils_grep_file("GDB failed; timed out", "stacktrace"));
}

ATF_TP_ADD_TCS(tp)
{
    ATF_TP_ADD_TC(tp, find_core__found__short);
    ATF_TP_ADD_TC(tp, find_core__found__long);
    ATF_TP_ADD_TC(tp, find_core__not_found);

    ATF_TP_ADD_TC(tp, dump__integration);
    ATF_TP_ADD_TC(tp, dump__ok);
    ATF_TP_ADD_TC(tp, dump__cannot_find_core);
    ATF_TP_ADD_TC(tp, dump__cannot_find_gdb);
    ATF_TP_ADD_TC(tp, dump__gdb_fail);
    ATF_TP_ADD_TC(tp, dump__gdb_times_out);

    return atf_no_error();
}

redpajama_set_name: RedPajamaGithub


text:
Sterope (Asterope) – w mitologii greckiej jedna z Plejad
 Sterope – w mitologii greckiej córka Akastosa
 Sterope – w mitologii greckiej córka Cefeusza
 Sterope – w mitologii greckiej córka Pleurona
 Sterope I (właściwie: Asterope) – gwiazda w Plejadach, w gwiazdozbiorze Byka
 Sterope II – inna gwiazda w Plejadach

Zobacz też
 Steropes – w mitologii greckiej jeden z cyklopów

redpajama_set_name: RedPajamaWikipedia


All-In-One Toolbox (Cleaner) is designed to optimize system performance, manage files, secure privacy of your Android device.
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Check what's on external SD card and provide a list of options to control files/folders.
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The Division is also engaged in improvement of the existing and development of new acoustic and vibration control & protection technologies based on innovative principles as well as commercial manufacturing of this equipment; investigation of ship vibration & air-borne noise and implications for ship habitability, underwater radiated noise and environment. We are continuously implementing the theoretical & practical results obtained from our research into civil shipbuilding and related industries. Regulatory & technical documentation and standards are being developed regarding the levels of underwater noise radiated by ships including gas carriers and oil tankers.
The Division was established in 1960, and today it is considered to be one of the major acoustic research centers in Russia.


text:
San Fernando de Apure es una ciudad de los Llanos venezolanos, capital del Estado Apure. Mantiene una actividad cultural intensa anualmente, con manifestaciones que identifican a toda Venezuela y particularmente al gentilicio de su región. En su mayoría, la cultura popular sanfernandina tiene carácter reliogioso basado en el catolicismo.

Manifestaciones Culturales de apure

El joropo

El joropo es un ritmo musical proveniente del vals venezolano, y acompañado de danzas, influenciada por la música africana y europea, el Joropo es tocado con: arpa llanera, bandola, cuatro, y maracas. Originalmente, esta música es tocada principalmente por llaneros, y estos le llaman a este, música llanera. El cantante y el arpa o bandola pueden hacer una melodía, pero, cuando tiene acompañamiento de un cuatro, añade un carácter rítmico de efecto agudo y percusivo. El cuatro y la bandola son instrumentos de cuerda descendientes de la guitarra española. Los únicos instrumentos de percusión usados en este ritmo son las maracas. Al lado del género y la danza, el nombre joropo también significa la acción, el evento u ocasión por la cual se toca esta música.

Burriquitas de Apure
El baile de la burriquita es una diversión popular del oriente de Venezuela. Esencialmente consiste en la interpretación de un jinete cabalgando una burra sin control al compás de la música de la canción La burra de la agrupación musical "Un solo pueblo". Para ello se sirve de un disfraz que le permite representar tanto a la burra como al jinete.

Dado su carácter festivo, la diversión se ha extendido a todas las regiones de Venezuela. En San Fernando se realiza en comparsa, presentándose en diversos eventos culturales, y en especial destaca el festival de burriquitas que se celebra en el marco de las Calendas de San Fernando.

Se baila al ritmo
de la canción La burra de la
agrupación musical Un Solo
Pueblo.

Manifestaciones religiosas

Calendas de San Fernando

Las Calendas de San Fernando es un baile popular de tendencia tradicional de la ciudad desde 1997, cuando cada 30 de mayo en oportunidad del día de San Fernando Rey, grandes muñecas (Calendas), bailan por las calles en el día de su santo patrón, Fernando III El Santo, haciéndole un tributo a él y a Dios. Esta manifestación fue creada por el cultor Arriz Domínguez, Sanfernandino, en 1997. Esta manifestación es mantenida y desarrollado enteramente por la Fundación Calendas de San Fernando, una organización cultural no gubernamental sin fines de lucro creada para mantener principalmente a esta manifestación popular.

Coromoteños de Apure

Los Coromoteños de Apure es un baile popular de la ciudad desde 1999, que se realiza el 11 de septiembre en oportunidad del día de Nuestra Señora de Coromoto, Patrona de Venezuela. Esta manifestación fue creada por el cultor Arriz Domínguez a petición del párroco de la Santa Iglesia de la Coromoto para ser realizada anualmente en la parroquia eclesíastica que le corresponde ubicada en la Urbanización Serafín Cedeño, entre la Av. Caracas y la Av. Fuerzas Armadas, en la ciudad. El nombre "Coromoteño" proviene de la unión de los lemas "Coromotano" y "Apureño". Esta manifestación es mantenida y desarrollado enteramente por la Fundación Calendas de San Fernando, organización cultural que crea, mantiene, desarrolla y rescata manifestaciones folklóricas de la ciudad.

Paleros de San Martín

Paleros de San Martín es un baile popular de tendencia tradicional de la ciudad desde 2000, cada 3 de noviembre en oportunidad del día del santo peruano San Martín de Porres, patrono de la Parroquia El Recreo al este de la ciudad. Esta manifestación fue creada por la cultora Moraima Aguilar y es mantenida enteramente por la Fundación Cultural Paleros de San Martín. El baile de los paleros se realiza frente a la Santa Iglesia San Martín de Porres, en la Urbanización El Recreo, parroquia homónima.

Diablos de El Recreo
Diablos de El Recreo es un baile popular de tendencia tradicional de reciente data, realizado el día de Corpus Christi en la Parroquia El Recreo al este de la ciudad.

Locos de San Fernando
Locos de San Fernando es una manifestación popular ancestral de la ciudad sin datación ni creador comprobados. Estos "locos" son hombres y mujeres disfrazados grotescamente de mamarrachos o indigentes, con la cara cubierta con una máscara de cartón. Suelen los hombres vestirse de mujer y las mujeres de hombre. Ellos forman grupos que salen en comparsas a recorrer calles y avenidas de la ciudad, acompañados de un cuatro y otros instrumentos de percusión originales o improvisados. En el grupo de locos siempre hay algún cantante o alguien que simule serlo, sin importar su vocalización. La tradición dicta que los locos se acercan a las casas y negocios para cantar y asustar a los niños y a cambio esperan recibir algún obsequio, bien sea dinero, alimentos, bebidas o cualquier otro objeto que para el grupo represente valor.

Los Locos de San Fernando se manifiestan cada 28 de diciembre, en oportunidad del Día de los Santos Inocentes que recuerda el infanticidio ordenado por el Rey Herodes, según narra la Santa Biblia.

Esta manifestación desapareció de la ciudad durante muchos años. A raíz de la creación de Calendas de San Fernando, la Fundación Calendas de San Fernando inició actividades de rescate de ella en 1999, haciendo un recorrido por la Av. Primero de Mayo, Av. Carabobo, Paseo Libertador y calles del centro de la ciudad. Posteriormente, se han evidenciado nuevas comparsas de locos independientes de la referida fundación que salen desde diversos puntos de la ciudad, lo que muestra un vivo renacimiento de la tradición.

Manifestaciones perdidas

El Paloteo

El paloteo es un baile popular que fue muy conocido en antaño en la ciudad. Es un baile patrimonial protegido por un grupo familiar que por su no ejecución ha perdido el carácter tradicional, sin embargo figura dentro de los registros históricos de San Fernando. En diversas oportunidades se ha intentado rescatar este baile que identificó a la ciudad por mucho tiempo, sin embargo, por el propio celo y resguardo que la familia tiene de él no ha sido posible su nueva ejecución. El paloteo representaba una batalla dónde los indios protegían sus tierras de los colonizadores españoles.

Véase también
 San Fernando de Apure
 Apure
 Calendas de San Fernando
 Teatro en San Fernando (Venezuela)

Referencias


text:
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HMRC's analysis of the success of public sector IR35 changes
At the back-end of last week, the government launched a consultation into off-payroll working (IR35) in the private sector. At the same time, it also released an accompanying research paper, Research Report 487, which looked at the immediate effects of the IR35 reforms in the public sector. The research was then used to "inform opinions" in the consultation, in which HMRC said that rolling out the changes in the private sector is their "lead option".
If the lead option is to replicate the changes into the private sector, the public sector implementation must have been a roaring success, right? Wrong. We've seen the NHS apply blanket decisions and then u-turn on them, we've seen contractors walk out of the MoD and the NHS, and we've seen confusion and worry from contractors and clients who disagreed over their IR35 status.
The Independent Healthcare Professionals Association warned that that ongoing staff shortages will cause a decline in patient safety as 98 per cent of their members said they would consider leaving the NHS in response to the changes. Just last month, accountancy body ICAEW wrote to the Treasury that HMRC's assessment tool (CEST) was "not suitable for use in the private sector. HMRC has stated that CEST does not cover all scenarios, including the mutuality of obligations master and servant test, and that the tool was designed based on public sector contracts."
Meanwhile, a survey from the Freelancer Contractor Services Association (FCSA) found that 50 per cent of respondents had not carried out an IR35 compliance test and 42 per cent were automatically inside IR35 without any form of assessment. In total, only 24 per cent said that they had carried out individual assessments.
And yet this is still the "lead option" in the consultation for the private sector. So, surely there must have been some encouraging research that led to this proposal? Well, yes and no. HMRC appear to have "cherry-picked" from the summary of the report and ignored the more inconvenient truths the research reveals. Here are some of the high-level figures showing the impact of the changes in the public sector:
32 per cent of public sector bodies said that it was now more difficult to fill contract vacancies (figure 6.1). 24 per cent of central bodies said that since the reforms were introduced in April 2017 they have found it harder to recruit off-payroll contractors with the right skills or experience (section 6.4).
33 per cent of public sector bodies said that contractors were less willing to carry out work for them since the reforms were introduced (section 6.4).
28 per cent of public sector bodies said that since the reforms were introduced, contractor rates had increased (figure 7.1). One interviewee said that they had "been working our socks off to drive down these costs and pretty much as a consequence of IR35…we've noticed a trend that everything has shifted up [in cost by] 10 -15 per cent." (section 7.6)
5 per cent of public sector bodies determined that contracts fell inside IR35 without any assessment (section 8.18). This contrasts with the FCSA research which showed significantly higher figures.
38 per cent of public bodies used HMRC's CEST / ESS tool as a source of information for making IR35 determinations (figure 8.4). Of these, 22 per cent said that the tool was either "not very helpful" or "not at all helpful", highlighting the inadequacies of the tool (figure 8.5).
46 per cent of public bodies said that they had had disputes over status with contractors. The vast majority of these (62%) were because the public body had ruled that the contractor was inside IR35 (section 8.32). Organisations reported that the process was time consuming and costly, one noting "A lot of extra work…40 per cent extra on my work." Whilst a case study mentions how they will be creating a full-time post to handle complaints and check assessments as they expect the disputes to continue.
60 per cent of central bodies reported that their staff spend more time on administration since the reforms (section 8.36)
Looking at the research commissioned by HMRC, it is hard to believe that it considered the entire report when setting extending the changes to IR35 as its "lead option". The report highlights that the public sector now faces greater difficulty recruiting, having to pay more to recruit, and having to spend more time and effort understanding and implementing the rules. This is delaying projects and adding increased costs to the public sector at a time when they are looking to save money.
And yet the lead option is to inflict the same damage on the rest of the flexible economy.
Matt Searle is a director at IPSE and an experienced IT contractor.
IPSE is the leading association for contractors, consultants, interims, freelancers and the self-employed. We strive to bring our members the most comprehensive and useful range of information and services and all the latest news about what affects your business.
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text:
Apple will no longer unlock most iPhones, iPads…
NewsNation World News
Apple will no longer unlock most iPhones, iPads for police
Apple's iOS 8 was made available for download Wednesday, Sept. 17, 2014. (Apple photo)
PUBLISHED: September 17, 2014 at 3:58 pm | UPDATED: July 8, 2016 at 10:59 am
Apple late Wednesday said it is making it impossible for the company to turn over data from most iPhones or iPads to police — even when they have a search warrant — taking a hard new line as tech companies attempt to blunt allegations that they have too readily participated in government efforts to collect user data.
The move, announced with the publication of a new privacy policy tied to the release of Apple's latest mobile operating system, iOS 8, amounts to an engineering solution to a legal quandary: Apple has reworked its latest encryption in a way that makes it almost impossible for the company — or anyone but the device's owner — to gain access to the vast troves of user data typically stored on smartphones and tablet computers.
The key is the encryption that Apple mobile devices automatically put in place when a user selects a passcode, making it difficult for anyone who lacks that passcode to access the information within, including photos, e-mails and recordings. Apple once kept possession of encryption keys that unlocked devices for legally binding police requests, but will no longer do so for iOS 8.
"Unlike our competitors, Apple cannot bypass your passcode and therefore cannot access this data," Apple said on its website.
As the new operating system becomes widely deployed over the next several weeks, the number of iPhones and iPads that Apple is capable of breaking into for police will steadily dwindle to only older devices incapable of running iOS 8.
Apple will still have the ability — and the legal responsibility — to turn over user data stored elsewhere, such as in its iCloud service. Users who want to prevent all forms of police access to their information will have to adjust settings in a way that blocks data from flowing to iCloud.
Apple's action comes less than five months after the Supreme Court ruled that police in most circumstances need a search warrant to collect to information stored on phones.
The move is the latest in a series in which Apple has sought to distinguish itself from competitors through more rigorous security, especially in the aftermath of revelations about government spying made by former National Security Agency contractor Edward Snowden last year.
Although the company's security took a publicity hit with the leak of intimate photos of celebrities from their Apple accounts in recent weeks, the move to block police access to the latest iPhones and iPads will thrill privacy activists and frustrate law enforcement officials, who have come to rely on the extensive evidence often found on personal electronic devices.


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