text:
"Lasting success is built on our people and the culture that binds them together. Our strong purpose and commitment to environmental and social sustainability – and to diversity, inclusion and social equity – underpins our inspired, curious and unbossed culture and is a key factor in attracting, growing and retaining our unique talent"
Steven Baert, Chief People & Organization Officer
We are transforming our culture to help fulfill our purpose of reimagining medicine to improve and extend people's lives, and to create an organization where people can fully apply their talent and energy at work. The aim of this transformation, which began two years ago, is to ensure that every employee feels inspired by our purpose, is curious about new ideas, and benefits from an unbossed environment in which leaders set clear objectives, remove obstacles, and empower people to attain their goals. The progress we have made helped us become more resilient and better able to overcome the challenges of COVID-19 in 2020. The pandemic also accelerated our culture transformation by connecting employees even more strongly to our purpose, creating new demands for learning, and demonstrating the benefits of empowered working.
Our priority in responding to COVID-19 was to ensure the safety of patients and employees. In March, Novartis announced a range of measures to protect and support our employees worldwide, and associates were instructed to work from home when possible. We provided childcare support for employees in critical on-site roles in laboratories or at manufacturing sites, as well as 12 days' extra paid leave in addition to existing vacation and personal time off. In countries where schools and childcare were closed, we offered support either in the form of access to special childcare facilities or reimbursement for employees' personal arrangements. Where feasible, similar benefits were provided for external contractors working for Novartis, subject to local laws and regulations.1
We stepped up our Energized for Life initiative, which provides a range of health and wellness resources to employees and their families, as they adapted to new working practices and commitments. These include the TIGNUM X smartphone app, which gives digital coaching in areas like nutrition, movement, mindset and recovery. We also expanded our resources to support the mental health of employees. To provide reassurance in uncertain times, we committed to no COVID-19-related job losses during the year and did not furlough our people.
The pandemic accelerated our ambition to explore new working models. In July, we announced a new global policy called Choice with Responsibility, giving most office-based associates the right to choose how, when and where they work within their country of employment.2 Employees received a one-time payment to help purchase home office furniture and equipment. The program, supported by a total investment of USD 28 million, aims to keep employees safe during the pandemic and helps them maintain work-life balance while optimizing both personal and business performance.
The engagement score in our quarterly employee survey in Q4 2020, an all-time high
Alongside the challenges posed by COVID-19, the pandemic also brought the importance and urgency of the Novartis purpose into sharper focus, and gave employees a clear sense of the impact of their work in improving and extending people's lives. The score for engagement in our quarterly employee survey reached an all-time high of 80 (out of 100) in the fourth quarter of 2020, compared to 74 a year earlier. This was 7 points higher than the industry benchmark, and was also ahead of the benchmark for the top 20% of global companies. Engagement favorability, which measures the percentage of "agree" or "strongly agree" survey responses, rose to 87% in the fourth quarter from 80% a year earlier.
1 External contractors are individuals who are engaged under an agreement with a third-party employer (i.e., a staff leasing company) and assigned to work under the authority and directive of Novartis.
2 Corporate tax, individual tax, employment law and social security regulations require special attention if the work is performed from outside the country/state in which the employer is located. Consequently, Choice with Responsibility is currently applicable in-country and in-state/local area only.
Novartis commitment to patients and caregivers
Respecting and understanding the patient community perspective
Expanding access to our medicines
Conducting responsible clinical trials
Recognizing the importance of transparency and reporting
Focus on learning
We continue our journey to build a culture that stimulates curiosity, for example by providing more learning opportunities and increasing skills in key areas such as data and digital. This was the second year of our pledge to "go big on learning," involving an investment of USD 100 million over five years in addition to the regular annual training budget of around USD 200 million. In 2020, the pandemic caused a significant shift in learning requirements, and we responded by expanding our offerings to meet the changing needs of employees and their families.
With so many people working from home, more than 14 000 employees visited a portal providing support for remote working. Usage of LinkedIn Learning increased from 1 000 hours a week in February to 7 000 in May, and more than 8 600 people from outside Novartis took part in the first-ever Coursera friends and family program. Every Novartis employee received two additional Coursera licenses, giving access to more than 5 700 courses in multiple languages. Novartis also donated USD 1 million to the Khan Academy, a not-for-profit organization providing free online education to millions of students worldwide.
In 2020, employees completed more than 175 000 courses from Coursera and LinkedIn Learning covering strategic skills such as data science, artificial intelligence (AI) and leadership resilience. In many of these areas, we were ahead of industry benchmarks. We also launched online master's degrees in data science, provided by Coursera in conjunction with the University of Michigan and the University of Illinois in the US. Novartis was the first company in the world to offer these courses free to employees.
Our aspiration is for all associates to devote 100 hours a year to learning. The average was 45.7 hours in 2020, up from 35.8 hours in 2019. This was supported by an ongoing campaign called #wearecurious to encourage learning, with more than 21 000 employees taking part in 215 webinars and other events during Curiosity Month in September. These totaled 60 000 hours of learning on topics such as innovation, digital skills, and patient access to medicines.
In the OurVoice survey, employees gave a score of 75 to opportunities for learning and growth, compared to 69 in 2019. The latest score was 5 points above the industry benchmark. We also conducted a separate study on the impact of learning on employee retention. The preliminary results indicated a significant correlation between voluntary learning and retention, and we aim to further study this topic in the future.
Building skills across the organization
We are committed to developing talent at Novartis, and our comprehensive development and succession planning programs enable us to build capabilities across different levels of the organization. Dedicated divisional and functional training teams provide job-specific programs for all permanent and part-time employees, and we also offer engagement-specific training to contractors. We welcomed more than 14 500 new associates to Novartis during 2020, most of whom were onboarded virtually. Some of our training programs are outlined in the table in section "Selected training programs for associates".
Two years ago, Novartis began reimagining its approach to leadership by pursuing an unbossed approach in which self-aware leaders empower their teams and help unleash the power of our people. We have three development journeys to enable leadership excellence at different stages, and two talent development journeys to develop the succession pipeline with early and emerging talent.
In 2020, more than 5 000 senior leaders started a long-term development program called the Unbossed Leadership Experience (ULE) to enhance the capabilities they need to transform our culture. The ULE challenges leaders' assumptions and encourages them to learn about their impact on others. This ensures they are equipped to lead in an ever-changing and increasingly complex environment. The quarterly Leadership Perspectives survey showed a significant increase in self-awareness among leaders who completed the ULE, resulting in higher levels of openness and trust, and greater team effectiveness. In 2020, we converted the ULE into a fully virtual program, and the goal is to make it available to 20 000 leaders by 2023.
The emphasis on learning is part of a five-year transformation of our talent strategy. This was launched in 2020 to support a proactive reskilling of the workforce, using data and analytical tools to predict the capabilities we will need in the future. We are also establishing a talent marketplace that helps employees navigate their own careers within Novartis, and provides guidance for hiring managers to help identify potential candidates across the organization. Our succession planning process covers all executive leadership and senior management roles, and evaluates possible successors at various levels of readiness, including middle management. There is a full annual review with the CEO, and summary succession plans and talent metrics are reported to the Board of Directors.
Benefits for all employees
Where possible, Novartis provides benefits to all full- and part-time employees. These vary from country to country but usually include comprehensive health, well-being and retirement benefits; generous vacation policies; and a global recognition program. In addition, during the year more than 2 700 people took advantage of the company's new parental leave guideline. The guideline offers at least 14 weeks' paid leave to all new parents employed by Novartis, regardless of gender, to support the well-being of their families after the birth or adoption of a child. It covers all employees worldwide as of January 2021, and is effective from the first day of employment.
The number of employees who took advantage of the new Novartis parental leave guideline in 2020
Associates participated in 215 webinars and other events during Curiosity Month
In 2021, we will begin full rollout of a new approach to performance management, following a successful pilot in 2020 involving 16 000 employees, 96% of whom were positive about the change. The new approach involves team-created rolling objectives, the replacement of performance rating with impact nominations, receiving regular feedback from colleagues as well as managers, and having more coaching to improve performance. Supporting this, in 2021 we are introducing a simpler set of behaviors against which performance is measured. These focus on the individual's contribution to creating an inspired, curious and unbossed culture, and also recognize personal integrity. Another important change to performance management was the rollout of Spark, an online platform that allows people to praise outstanding behavior by colleagues. This was used by 71% of employees in 2020.
In 2020, the Novartis Board of Directors approved a global Employee Share Purchase Plan covering all permanently employed Novartis associates. We aim to launch the plan in country waves over the next five years. It will give associates the option to use a percentage of their base salary to purchase Novartis shares at a discount.
Novartis strives to adhere to high standards of diversity and inclusion (D&I) in our culture and values, as embodied in the company's new Code of Ethics. We believe that creating a diverse, equitable and inclusive environment is a fundamental part of our aspiration to be inspired, curious and unbossed. Only by being themselves every day can people fully apply their talent and energy at work. Diverse perspectives and inclusive behaviors help us generate new ideas, drive innovation, and better understand patients and other stakeholders.
Our industry ranking in the Refinitiv D&I Index
In 2020, the importance of D&I was demonstrated by heightened awareness of racial disparity across many societies. To promote understanding and support our ongoing efforts toward meaningful change, we created opportunities for open dialogue on racial equity and shared guidance and resources for additional learning. More than 4 800 people took part in an interactive global webcast to mark the African American Juneteenth celebration, followed by a Day of Reflection in September attended by 6 700 associates worldwide. We implemented new hiring guidelines to help increase racial/ethnic and gender diversity in leadership and across the organization, with a dedicated diversity hiring team in the US.
To make sure everyone feels heard, respected and valued as a member of our global community, we encourage Employee Resource Groups (ERGs) – voluntary networks linking employees who have shared backgrounds, interests, experiences and perspectives. There are now 60 such groups active across the company.
We made progress toward our UN Equal Pay International Coalition (EPIC) pledge to achieve gender balance in management and further improve pay equity and transparency processes by 2023. The percentage of women in overall management rose to 45% in 2020, from 44% a year earlier. Additionally, by February 2021 we aim to introduce pay transparency in 10 new countries (16 countries in total), including the US and Switzerland, so employees can compare their salary to external benchmarks.
We also made progress in removing possible gender bias from our recruiting system by eliminating historical salary data when making job offers across 75% of global hiring, up from 40% in 2019. Novartis has a global median pay gap of –3.1% and a global mean pay gap of +3.6%. While we acknowledge this percentage is influenced by worldwide workforce demographics, this is significantly ahead of the Bloomberg benchmarks of +19% median and +23% mean. Our parental leave and flexible working initiatives are also expected to positively influence the gender pay gap by enabling employees to further balance their work and family commitments. Recognizing this progress, Novartis was again included in the Bloomberg Gender-Equality Index, a listing of companies that achieve the highest standards in measures of inclusion such as female empowerment and gender pay parity.
Novartis was the first major pharmaceutical company to support the UN LGBTI Standards of Conduct, which seek to end discrimination against lesbian, gay, bisexual, transgender and intersex (LGBTI) people in the workplace. In June, more than 3 000 Novartis employees from 67 countries took part in a virtual Pride Month event celebrating LGBTI inclusion. In 2020, Novartis introduced sponsors to champion LGBTI awareness at senior levels. We also launched a learning program to promote wider understanding and support for LGBTI colleagues, and instituted an identity guide and health plan reviews to protect and care for our transgender community.
We recognize the need to provide an environment in which individuals with disabilities feel a sense of belonging and can perform at their best. Novartis is a member of the International Labour Organization (ILO) Global Business and Disability Network, which promotes the inclusion of people with disabilities in workplaces around the world. We also collaborate with the Center for Disability Integration at the University of St. Gallen in Switzerland to identify and develop solutions for disability inclusion.
To ensure this commitment to D&I is shared throughout our business network, we developed a US Diverse Supplier Protocol that empowers decision-makers to engage with approved suppliers owned by women, minorities, LGBTI people and veterans. Globally, we issued the first industrywide LGBTQI+ Supplier Good Practice Guidance. Novartis is also committed to avoiding the use of non-regular employment practices and contracts.
Novartis prepares an Inclusion Index to measure our progress toward creating an inclusive environment that treats all employees with dignity and respect. The composite score was 74 in November 2020, up from 69 a year earlier. Our achievements were also recognized externally. In the Refinitiv D&I Index, we were ranked No. 1 in our industry and No. 9 overall out of more than 9 000 companies worldwide, marking our third consecutive year in the top 10. We maintained our strong position in the Dow Jones Sustainability World Index, which compares the environmental, social and governance (ESG) performance of leading companies, with a percentile score of 91 compared with 87 in 2019. We achieved a maximum score on DJSI's labor practice indicators and human capital development criteria. In addition, Novartis achieved sector-leading performances on human capital from MSCI and Sustainalytics.
(XLSX:) XLS
Diversity and inclusion performance indicators
Management representation by gender (% female/% male)1
Novartis Top Leaders2
Middle management
Gender representation of Board of Directors (% female/% male)
Management defined by Global Job Level Architecture and Novartis Top Leaders
Novartis Top Leaders comprise the approximately 300 most senior managers at Novartis, including the Executive Committee of Novartis.
Transforming engagement and volunteering
Novartis empowers associates to engage and volunteer on their own terms; they can decide when, where and how. Our Novartis volunteering program does not set a limit on the number of volunteering or engagement hours. Every associate is encouraged to engage with responsibility.
Due to the COVID-19 pandemic, volunteering activities were conducted virtually in 2020. In the first few months of the pandemic, there was a fivefold increase in the donation of pro bono skills and time compared to the same period last year. Associates used the program's virtual marketplace, which enables them to register new project ideas and sign up as volunteers.
In April, the program launched a campaign to generate ideas among associates for virtual volunteering. More than 2 400 associates in 18 countries contributed, resulting in more than 60 new activities. One example is "Today Positive Thoughts," an open forum where associates can freely express their thoughts and feelings during COVID-19 to help overcome social and emotional isolation.
Since 2015, the program's virtual platform has been used by over 21 100 associates from 59 countries. In 2020, the team launched a new platform with advanced functionalities, powered by artificial intelligence, to increase the likelihood of finding the right match. Associates can now search for and recommend projects based on a range of criteria like skills, social causes or beneficiaries, UN Sustainable Development Goals, and geography. The new digital capabilities also enable impact measurement for volunteering activities and proactively forecasting trends. The platform launch is expected for the second quarter of 2021.
While the program continues to encompass a range of hands-on activities, the primary focus is to drive higher impact through skills-based volunteering. One example is the long-term engagement of Novartis volunteers in Hyderabad, India, who completed the launch of the Leprosy Patients Records Database (LEOPARD) in January 2020. The volunteers helped design and build a health management tool for the Sivananda Rehabilitation Home. This tool digitalizes patient data and helps run daily operations, enabling Sivananda to become a paperless hospital. Through the project, Novartis volunteers also plan to support other hospitals in managing leprosy.
In addition, for the first time, the platform gives access to external partners, who can directly post opportunities. This new feature is one example of how the program is transforming our approach to community partnership. In 2020, we took steps to shift the focus of volunteering beyond a single day of service toward a long-term, sustainable commitment with global health partners and local communities. To this end, we signed agreements with the US President's Malaria Initiative, the International Rescue Committee and Save the Children to provide skills-based volunteering.
Keeping associates safe
We made every effort to help ensure the safety of our associates during the COVID-19 pandemic. As travel restrictions were imposed early in the year, our travel security alerts helped Novartis associates mitigate their risk, either by avoiding travel to high-risk zones or by returning home.
We quickly adapted to address new threats as lockdowns led to a surge of criminal activity online. For example, we redirected our threat scanning to address potential risks during virtual product launches and meetings, congresses and events. In response to an upward trend of social engineering fraud (designed to harvest private personal and company information for criminal use), we also rolled out a "virtual kidnapping" awareness training to educate associates about online frauds and scams. These have become more sophisticated since the start of the pandemic as criminal tactics have adjusted to the situation. This training teaches associates how to identify the hallmarks of a scam, and outlines clear steps to help associates protect themselves and their families.
In 2020, we reached out to more than 8 000 associates regarding over 60 high-risk security and health matters, including COVID-19 responses, explosions, natural disasters and shootings. We continued to provide forward-looking risk insights to the business and conducted 31 enhanced due diligence inquiries relating to Novartis business activities in complex environments.
In collaboration with several functions, we launched the Everbridge global incident communications tool in September, enabling associates to receive alerts about security, environmental and health-related incidents that may affect them when working on site and remotely. A security guide for remote working was also issued to support associates.
Selected training programs for associates
All associates
Graduate/entry level
Leaders/talent development
General/cross-functional training programs
Ethical standards: E-trainings target all associates with a Novartis email address. All remaining associates are required to be trained face-to-face or through shared kiosks.
Training and awareness programs for health, safety and environment policy
Quality and safety training: Topics covered in initial training for all employees include product quality, reporting adverse events and information management.
Comprehensive virtual learning: LinkedIn Learning provides over 16 000 video-based programs in seven languages. Coursera provides over 4 500 courses from over 200 global universities in 40 languages. In addition, associates can access 10 000 Skillsoft courses, videos and resources.
Novartis Learning Institute: Offers personal effectiveness, digital capability and language programs, as well as talent acceleration and leadership programs
Internships and apprenticeships: At Novartis headquarters and other sites in Switzerland, we offer paid internships and apprenticeships to graduates from high school or commercial colleges, as well as students who are studying for a bachelor's degree. We also offer postgraduate internships.
We have three leadership development journeys to enable leadership excellence at different stages, and two talent development programs to develop the succession pipeline with early and emerging talent. In 2020, a total of 5 000 leaders took part in one of these programs to prepare for transition to a new career stage and build sustainable performance in their role.
Unbossed Leadership Experience
Reverse mentoring programs:
IGNITE: Accelerates leaders' ability to apply a global mindset through self-awareness, curiosity and experimentation in order to drive sustainable business impact
QUEST: Enables participants to become self-aware, authentic and purposeful leaders who accelerate positive change. QUEST leaders inspire others from their authentic selves, live their purpose, shape our culture and make a lasting difference to society.
EMBRACE (Female Leadership Program): Supports leaders to hone an inclusive mindset and behaviors, and help create a more diverse and inclusive workplace
R&D/Regulatory Affairs
Innovation/discovery postdoctoral fellowships: Enable aspiring drug hunters to join teams at the Novartis Institutes for BioMedical Research (NIBR) to gain experience in the design and development of breakthrough therapies
"AI for Life" residency program: A one-year program in Switzerland that enables data-science graduates and researchers to apply their expertise to real-world healthcare challenges
Regulatory Affairs postgraduate program: A two-year postgraduate training program in Switzerland
Medical Affairs/Sales & Marketing
Responsible marketing, promotion and interaction with healthcare professionals: In-depth training covering promotional and non-promotional materials, events and professional meetings, external funding, engagement with healthcare professionals and healthcare organizations, interactions with patients and patient organizations, and market research
Europe-based MBA program: Novartis Oncology offers a two-year, multi-location rotational program across key markets in Europe for recent MBA graduates.
Other corporate functions/organizations at Novartis
All Novartis associates in Manufacturing and Quality Assurance receive ongoing training in topics including quality management systems and third-party oversight.
Finance postgraduate rotation program: A three-year development program for recent postgraduates in finance, accounting or business administration
Coach2Grow: A program offered in Novartis Business Services to develop coaching skills and encourage unbossed leadership
Supporting patients and caregivers during COVID-19previous page
Enhancing environmental sustainabilitynext page


text:
Filmografia parziale

Cinema
La sua calda estate (Out of It), regia di Paul Williams (1969)
La morte corre incontro a Jessica (Let's Scare Jessica to Death), regia di John D. Hancock (1971)
La finestra sul cielo 2 (The Other Side of the Mountain: Part II), regia di Larry Peerce (1978)
PSI Factor, regia di Bryan Trizers (1980)
Jaws of Satan, regia di Bob Claver (1981)
Bucksville, regia di Chel White (2011)
Lorelei, regia di Sabrina Doyle (2020)
Pig - Il piano di Rob (Pig), regia di Michael Sarnoski (2021)

Televisione
Hawaii Squadra Cinque Zero (Hawaii Five-O) - 2 episodi (1973, 1975)
Squadra emergenza (Emergency!) - 3 episodi (1975, 1976)
Marcus Welby - 4 episodi (1974-1976)
Bees: lo sciame che uccide (The Savage Bees) - film TV (1976)
Agenzia Rockford (The Rockford Files) - 33 episodi (1974-1978)
In casa Lawrence (Family) - 3 episodi (1977-1978)
Dimensione Alfa (Otherworld) - 8 episodi (1985)
L'anima del diavolo (Final Verdict) - film TV (1991)
Perché mia figlia? (Moment of Truth: Why My Daughter?) - film TV (1993)
The Rockford Files: If the Frame Fits... - film TV (1996)
The Rockford Files: Friends and Foul Play - film TV (1996)
L'uomo che non ho mai conosciuto (A Change of Heart) - film TV (1998)
The Rockford Files: If It Bleeds... It Leads - film TV (1999)
Portlandia - 3 episodi (2013-2017)

Teatro
After the Rain (1966)
Forty Carats (1968)
Ifigenia in Aulide (Iphigenia in Aulis) (1968)
Enrico VI, parte I (King Henry VI, Part I) (1970)
The Survival of St. Joan (1970-1971)

Altri progetti

Collegamenti esterni

Attori televisivi statunitensi

redpajama_set_name: RedPajamaWikipedia


text:
Le MS Volendam est un navire de croisière de la société Holland America Line. Il porte le nom de la ville des Pays-Bas, Volendam.

Le MS Volendam est le sister-ship du MS Zaandam.

Description

Itinéraire

Ponts

Le Volendam dispose de 10 ponts :

 pont 1 : Dolphin
 pont 2 : Main
 pont 3 : Lower Promenade
 pont 4 : Promenade
 pont 5 : Upper promenade
 pont 6 : Verandah
 pont 7 : Navigation
 pont 8 : Lido
 pont 9 : Sport
 pont 10 : Sky

Pont 1 - Dolphin

Le pont « Dolphin » dispose de :

 Infirmerie
 Cabinet médical
 Laverie
 Réception

Pont 2 - Main

Le pont « Main » dispose de :

 Laverie

Pont 3 - Lower promenade

Le pont « Lower Promenade » dispose de :

 Bureau du directeur de l'hôtel
 Atrium
 Laverie

Pont 4 - Promenade

Le pont « Promenade » dispose de :

 Théâtre "Frans Hals"
 Galerie photos
 Boutique photos
 Atrium
 Bureau des excursions
 Galerie d'art
 Bar "Wine teasting"
 Centre d'art culinaire
 Théâtre "Wajang"
 Grille "Pinnacle"
 Cuisine principale
 Restaurant "Rotterdam"

Pont 5 - Upper promenade

Le pont « Upper Promenade » dispose de :

 Théâtre "Frans Hals" (Balcon)
 Boutique
 Atrium
 Bar "Ocean"
 Casino
 Bar du casino
 Piano bar
 Galerie d'art
 Café "explorations"
 Salon "explorer's"
 Salon "king's"
 Restaurant "Rotterdam"

Pont 6 - Verandah

Pont 7 - Navigation

Le pont « Navigation » dispose de :

 Salon "Neptune"

Pont 8 - Lido

Le pont « Lido » dispose de :

 Centre de fitness
 Suite thermale
 Sauna
 Salon de massage
 Salon de beauté
 Grille
 Piscine
 Bar "Lido"
 Piscine avec vue sur mer

Pont 9 - Sport

Le pont « Sport » dispose de :

 Dôme de la piscine
 Court de tennis
 Terrain de basketball
 Video arcade
 Club "HAL"

Pont 10 - Sky

Le pont « Sky » dispose de :

 Piscine
 Terrasse "The oasis"

Lien externe

Nom de bateau
Bateau néerlandais
Bateau lancé en 1999
Paquebot de croisière
Holland America Line
Navire construit en Italie
Navire construit par Fincantieri


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text:
Love jihad (in malayalam: ലൗ ജിഹാദ്) o Romeo Jihad, sono i nomi con i quali ci si riferisce ad una presunta attività di conversione presente nelle regioni Kerala e Karnataka dell'India. Sullo sfondo di un islamismo ben radicalizzato nei territori limitrofi a paesi musulmani, a volte protagonista di disordini per motivi etnoreligiosi e atti di terrorismo, l'India affronta sempre più con preoccupazione il fenomeno dell'islamizzazione di alcuni territori; la love jihad (let. "jihad dell'amore") potrebbe quindi essere nata come leggenda metropolitana sviluppatasi sull'onda di questi eventi sociali, sfruttando il timore delle comunità cristiane e indù, salvo poi rivelare uno sfondo di verità.

L'attività consisterebbe nell'avvicinare giovani ragazze, specie universitarie, non musulmane, facendole innamorare, quindi cadendo nel matrimonio, forzandole alla conversione all'Islam. Sebbene le associazioni islamiche di Kerala e Karnataka abbiano rigettato la fondatezza e la verità di questa "pratica", le autorità religiose induiste e cristiane continuano a credere alla sua esistenza, mostrandosi preoccupate per la segnalazione di nuovi presunti casi di conversioni eseguite in questo modo.

All'aumentare delle richieste da parte di cristiani e induisti di verificare l'effettiva esistenza di questa pratica di raggiro, il governo di Kerala ha realizzato un'inchiesta ufficiale nel 2009, arrivando alla conclusione che sebbene non vi è prova certa dell'esistenza di una organizzazione nota come Love Jihad", "vi sono motivi per sospettare 'tentativi concentrati' di convincere le ragazze a convertirsi all'islam dopo essersi innamorate di ragazzi musulmani". Tuttavia, ci sono prove che confermano, anche, che un gran numero di ragazze induiste si siano convertite all'Islam per loro libera scelta.

Note

Controversie legate all'islam
Islamismo


text:
Vol. 116, No. 3
Report of Case
Case Report | March 2016
Concussions and Osteopathic Manipulative Treatment: An Adolescent Case Presentation
Iris Castillo, DO; Kimberly Wolf, DO; Alexander Rakowsky, MD
From the Dual Pediatric Residency Program at Nationwide Children's Hospital and Doctor's Hospital in Columbus, Ohio (Dr Castillo) and Pediatric Ambulatory at Nationwide Children's Hospital, Primary Care Network Associates in Columbus, Ohio (Drs Wolf and Rakowsky).
*Address correspondence to Iris Castillo, DO, Nationwide Children's Hospital, 700 Children's Dr, Columbus, OH 43205-2664. E-mail: iris.castillo@nationwidechildrens.org
Emergency Medicine / Neuromusculoskeletal Disorders / Osteopathic Manipulative Treatment / Pediatrics
The Journal of the American Osteopathic Association, March 2016, Vol. 116, 178-181. doi:10.7556/jaoa.2016.034
Web of Science® Times Cited: 3
Castillo I, Wolf K, Rakowsky A. Concussions and Osteopathic Manipulative Treatment: An Adolescent Case Presentation. J Am Osteopath Assoc 2016;116(3):178–181. doi: 10.7556/jaoa.2016.034.
Concussions commonly occur in adolescents. Although the majority of adolescent patients' symptoms resolve, about 11% continue to experience symptoms at 3 months. Standard treatment options for prolonged symptoms are not available, and the role of osteopathic manipulative treatment in the management of adolescent concussions is unclear. The authors describe a case of a 16-year-old girl with a history of 3 head injuries who presented with concussion symptoms. After 6 weekly osteopathic manipulative treatment sessions, the patient was able to return to her normal activities. Further research on the role of osteopathic manipulative treatment to manage concussions is needed.
Concussions occur frequently in adolescents, and traumatic brain injury is one of the leading causes of death and disability in children, adolescents, and young adults.1 Current recommendations for concussion treatment involve rest with stepwise return to activity and adjunctive medications to manage individual symptoms.2 However, research has shown that strict rest may not improve outcomes.2 Although 80% to 90% of patients have resolution of symptoms within 7 to 10 days of the initial injury, other patients experience prolonged concussion symptoms despite adequate trials of rest and aggressive physical and vestibular therapy.1,3 Approximately 11% of patients continue to have symptoms at 3 months and 2.3% at 1 year.4 The pathophysiologic mechanism of prolonged concussion symptoms is not well understood, and clear management guidelines remain to be undefined.
The role of osteopathic manipulative treatment (OMT) in the management of concussions is not clear. However, somatic dysfunction in the cranium and other affected regions of the body could contribute to the prolonged symptoms leading to a possible role for OMT in helping patients to recover sooner. One recent retrospective review of medical records supported the effectiveness of OMT at reducing symptom burden related to concussion.9
In our Osteopathic Manipulative Medicine (OMM) Clinic, adolescent patients with prolonged symptoms of concussion have had notable improvements in their symptoms after serial OMT sessions. We describe a case of an adolescent patient with prolonged postconcussive symptoms, which substantially affected her quality of life. Through the use of adjunctive OMT, resolution of symptoms occurred, allowing her to resume all activities.
A 16-year-old girl with a history of 3 head injuries presented to the OMM clinic of a national pediatric hospital as a referral from a pediatric sports medicine practice. Her chief complaint was headaches. The most recent injury occurred 5 weeks before the initial visit to the OMM clinic as a result of a head-to-head collision while riding a school bus, with the force directed at her right temple. She denied loss of consciousness but admitted to transient posttraumatic amnesia. She was advised by the athletic trainer at her school to seek medical attention at the local emergency department. She went to the emergency department the day of injury. She did not have any focal neurologic signs, and no imaging was indicated. She was discharged home with concussion precautions and a referral to the hospital's Sports Medicine Concussion Clinic.
After her injury, the patient's symptoms limited her participation in school and band. At her initial visit to the Sports Medicine Concussion Clinic (3 weeks after injury), she showed symptoms of headache, fatigue, and labile mood. We used a modified Initial Concussion Symptom Score (CSS) assessment tool to calculate her score of 53 on a scale of 0 to 144, with 144 being most severe and a score above 10 being clinically significant. An athletic trainer discussed 24 symptoms with the patient, who rated each symptom on a scale of 0 to 6. The goal of this scoring system was to monitor the progression of symptoms, rather than to gain a clear distinction of mild vs severe symptoms. We also used the Balanced Error Scoring System (BESS) to determine the degree of vestibular dysfunction. The patient was asked to complete balancing techniques while on both feet and on 1 foot, all with a tandem gait. The patient followed the instructions on firm and foam ground, with eyes open and closed. The athletic trainer observed the tests and quantified the number of times the patient needed to stabilize herself from lack of balance. On a scale of 0 to 30, with 30 being most severe, the patient's score was 22. A score higher than 12 is clinically significant.
The patient experienced additional symptoms, including nausea, vertigo, drowsiness, photophobia and phonophobia, emotional instability, mental fogginess, memory and concentration problems, neck pain, dizziness, insomnia, irritability, feeling slowed down, and vision changes. She was given activity restrictions, including all extracurricular activities. Academic accommodations, including prolonged test times, were prescribed.
At 1-week follow-up with the Sports Medicine Concussion Clinic, her CSS improved from 53 to 49. The patient continued to have headaches, photophobia and phonophobia, and insomnia, and she was instructed to continue to refrain from participating in academic and extracurricular activities. She was referred to physical therapy, vestibular rehabilitation, and the OMM clinic.
During her initial OMM clinic visit (5 weeks after injury), she complained of constant, pressure-type headaches located near the vertex and temporal region, as well as vertigo, dizziness, and neck and back pain. The headaches had been severe several times, necessitating a visit to the emergency department on 1 occasion. Results of head computed tomography showed no intracranial pathologic change. At this point, she was unable to tolerate a full day of school and continued to be prohibited from participating in extracurricular activities.
Examination at Initial OMT Visit
The patient was alert and was meeting all developmental milestones appropriately. The neurologic examination revealed no focal deficits, nystagmus, or gait abnormalities, and the cranial examination revealed diminished cranial rhythmic impulse. The sphenobasilar synchondrosis was compressed and restricted in all planes of movement. The right temporal bone was internally rotated. The right temporoparietal, temporozygomatic, and temporo-occipital sutures were compressed and without any passive motion. The temporal bone dysfunction likely contributed to her symptoms of dizziness and vertigo secondary to trauma, which directly altered the vestibular apparatus' location and orientation within the petrous portion of the temporal bone. Her cervical paraspinal musculature was hypertonic and worse on the right. The occipitoatlantal joint was flexed, rotated right, and sidebent left, with tenderness on the right. Regional cervical dysfunction was found with restriction in flexion, right sidebending, and right rotation. The key lesion was noted at C3. Bilateral trapezius muscles were hypertonic but worse on the right. Thoracic inlet restriction was noted, with restriction in all planes of motion. This somatic dysfunction was likely contributing to the patient's headaches and chronic neck and back pain.
Treatment at Initial OMT Visit
On the basis of the examination findings, OMT was initially directed at cranial and cervical dysfunction. Sphenobasilar synchondrosis decompression and compression of the fourth ventricle were performed. Restricted suture decompression was performed using direct techniques. Muscle energy, soft tissue, balanced ligamentous tension, articulatory techniques, and myofascial release were performed on the cervical region. Trapezius inhibition was performed bilaterally, along with a myofascial thoracic inlet release. All specified methods are gentle techniques that rely on the evolving tissue texture changes palpated by the health care professional in response to the force applied to the areas of most restriction (ie, muscles, fascia, ligaments, joint articulations).
The techniques performed were chosen to address the patient's somatic dysfunction, restore motion in areas of restriction, reduce pain, and promote the body's natural ability to heal. Sphenobasilar synchondrosis was managed to encourage cranial rhythmic impulse improvement and decrease restriction of all cranial bones. Individual suture dysfunction was addressed for the same reason. Compression of the fourth ventricle was done to enhance the inherent fluctuation of cerebrospinal fluid, thus promoting the interchange of fluids throughout the cranium and the body.6 Encouraging fluid movement can decrease edema, clear neurotoxic byproducts, and enhance inherent immune responses.6 The cervical somatic dysfunction was managed to decrease hypertonicity to alleviate muscle tension-type and cervicogenic headaches. Finally, thoracic inlet myofascial release was performed to allow for improved fluid mechanics.
The patient tolerated the treatment without complications. She reported immediate resolution of her headache after treatment. She was instructed to continue follow-up with the Sports Medicine Concussion Clinic and therapies and return to the OMM clinic for serial treatments, as well as maintain adequate hydration.
Follow-Up Visits
The patient had a sports medicine follow-up appointment the day after the initial visit to the OMM clinic. She reported that her headache had improved. She continued to experience vertigo, dizziness, memory and concentration problems, and photophobia and phonopbobia, but these symptoms had all subjectively improved. Her CSS decreased to 22 and BESS improved to 17.
The patient's weekly OMM clinic visits focused on additional cranial techniques with a focus on the temporal bone to address balance and vertigo concerns. Muscle energy, articulatory techniques, and myofascial techniques were performed in the sacrum and pelvis to address somatic dysfunction. The patient tolerated OMT without complications, and pain improved substantially.
At her next sports medicine follow-up visit, which occurred after 3 successive weekly OMT sessions, her CSS was 7. Although the patient continued to experience some vertigo and concentration problems, these symptoms had improved. Her mother noted that the patient was back to her physical and emotional preinjury baseline level.
The patient was seen an additional 2 weeks in the OMM clinic (for a total of 6 weekly visits), after which she had a final appointment at the Sports Medicine Concussion Clinic. At this visit, she had a CSS of 0 and BESS of 14. She was cleared to return to her normal activities.
The mechanism of concussions, particularly in those who have symptoms for longer than 1 month, is not fully understood.3,7 However, physiologic changes, such as trauma-induced metabolic changes that lead to neurotoxic byproducts, altered blood flow, and intraneuronal metabolism disturbances, have been hypothesized.3 Minimal research has been completed to determine how physical trauma alters anatomic functions of the cranial bony components.
Somatic dysfunction from trauma inflicted on the cranial vault is suspected to be related to prolonged concussive symptoms, as described in the current case. The dysfunction in the patient's temporal bones was thought to coincide with her vertigo and balance issues, as well as her phonophobia because the temporal bone is close to the vestibulocochlear nerve and houses the vestibular apparatus. Furthermore, the dysfunction in her cranial bones likely led to inherent compensatory mechanisms in the cervical, thoracic, pelvic, and sacral regions, causing additional pain and worsening symptoms.8 This pattern has been demonstrated before and is largely attributed to the continuity of fascia throughout the body.8 When these areas were addressed from a comprehensive osteopathic perspective, the patient's symptoms resolved, and she was able to return to her normal activities.
As illustrated by this case, OMT as part of a multidisciplinary team approach to concussion can help quicken recovery and improve quality of life. Further research is needed, and we hope to implement a large, randomized controlled study to evaluate the role of OMT in adolescent patients with prolonged concussion symptoms.
We thank Anastasia Fischer, MD; Eric Bowman, DO; and Dane Snyder, MD, for their contributions to this case report.
McCrory P, Meeuwisse W, Aubry M, et al Consensus statement on concussion in sport–the 4th International Conference on Concussion in Sport held in Zurich, November 2012. Clin J Sport Med. 2013;23(2):89-117. doi:10.1097/JSM.0b013e31828b67cf.
Thomas DG, Apps JN, Hoffman RG, McCrea M, Hammeke T. Benefits of strict rest after acute concussion: a random controlled trial [published online January 5, 2015]. Pediatrics. 2015;135(2):213-223. doi:10.1542/peds.2014-0966. [CrossRef] [PubMed]
Laker SR. Sports-related concussion. Curr Pain Headache Rep. 2015;19(8):41. doi:10.1007/s11916-015-0510-3. [CrossRef] [PubMed]
Choe MC, Valino H, Fischer J, et al Targeting the epidemic: interventions and follow-up are necessary in the pediatric traumatic brain injury clinic [published online March 20, 2015]. J Child Neurol. 2016;31(1):109-115. doi:10.1177/0883073815572685. [CrossRef] [PubMed]
Chappell C, Dodge E, Dogeby GY. Assessing the immediate effect of osteopathic manipulation on sports related concussion symptoms. Osteopath Fam Phys. 2015;7(4):30-35.
Ettlinger H, Gintis B. Cranial osteopathy. In: DiGiovanna EL, Schiowitz S, Dowling DJ, eds. An Osteopathic Approach to Diagnosis and Treatment. 3rd ed. Philadelphia, PA: Lippincott Williams & Wilkins; 2005:549-577.
Grubenhoff JA, Deakyne SJ, Brou L, Bajaj L, Comstock RD, Kirkwood MW. Acute concussion symptom severity and delayed symptom resolution. Pediatrics. 2014;134(1):54-62. doi:10.1542/peds.2013-2988. [CrossRef] [PubMed]
Pope RE. The common compensatory pattern: its origin and relationship to the postural model. Am Acad Osteopath J. 2003;13(4):19-40.

redpajama_set_name: RedPajamaCommonCrawl


text:
Dodgers 4, Cubs 1: Justin Turner wins Game 2 with a walk-off 3-run dong
Chad Moriyama 10/15/2017 Game Recaps Leave A Comment
Game 2 of the NLCS was a tight affair throughout, and it was an important game for both teams to get, basically the type of affair that was good for giving everybody a heart attack. Luckily, the Dodgers bullpen showed up in force again, this time backing a quality start from Rich Hill, enough for the Justin Turner to walk it off with a 3-run shot to win it, 4-1.
Hill started the year as a two-pitch pitcher that could throw neither of those two pitches for strikes. That went about as poorly as you could imagine, but Hill found his form down the stretch to the point where he was entrusted with a Game 2 start in the NLDS. Well he showed why this afternoon, pitching five innings on 79 pitches, surrendering just one run on three hits and a walk.
Rich Hill is feelin' it. pic.twitter.com/pyFO4cqner
— Chad Moriyama (@ChadMoriyama) October 16, 2017
Hill got into trouble in the third, walking Javier Baez to start the inning even though it should've been a strikeout if the umpire called the zone correctly. Nevertheless, he rebounded to get Jon Lester striking out trying to bunt. Hill got right back into trouble after Baez stole second easily and then advanced to third on a wild pitch, still with just one down. Thankfully, he wiggled out of it after Jon Jay hit into a drawn-in infield and Cody Bellinger made the play, and then Hill struck out Kris Bryant to end the threat.
Unfortunately, what he couldn't get out of is an Addison Russell solo homer in the fifth, which gave the Cubs another lead in the NLCS. Thankfully though, that was the only damage he gave up on the day, and was otherwise dominant with his eight strikeouts.
On the other side, Lester had an off year in 2017, and he game into today's Game 2 start on three days of rest after throwing 55 pitches in a Game 4 relief appearance in the NLDS. He wasn't sharp tonight, but the Dodgers didn't make him pay much for one reason or another. Despite hitting the ball hard early, the offense wasn't able to get any results, and they wasted scoring chances in the second (1st/2nd, 2 Outs), third (2nd/3rd, 2 Outs), and fifth (2nd, 0 Outs & 2nd, 1 Out) against Lester.
That said, they did manage to scratch a run across the plate in the fifth, in large part thanks to … Charlie Culberson? Yes, Culberson started the inning with a double, later advanced to third on the grounder, and scored on a two-out single from JT to tie the game.
After a walk to Bellinger followed and knocked Lester out of the game, Carl Edwards was summoned from the pen, matching up against pinch-hitter Chase Utley. Edwards struck Utley out with ease to end the threat and strand runners at first and second.
Brandon Morrow was then tasked with getting the heart of the Cubs order in the sixth, and he did exactly that on eight pitches, punctuating the outing with a strikeout. That was easy enough, so he was also given the seventh and got a 1-2-3 inning on 10 more pitches, including another strikeout.
Josh Fields started the eighth for one batter and he got his man to fly out to center. Tony Watson was next up, and he induced a fly out to start his work, before getting a ground out to end the inning.
The struggling Cubs bullpen also continued to shut the bats of the Dodgers down, however, including a key situation in the eighth. After Bellinger reached on an infield single, he advanced to second after a picture perfect bunt from Joc Pederson. Logan Forsythe was then walked intentionally to put runners on first and second with one out, but the Dodgers were unable to take advantage after Austin Barnes hit a grounder for a perfect 6-4-3 double play to end the threat.
Kenley Jansen was then in for the ninth against the heart of the order, notching a strikeout to start but then putting a runner on with a hit by pitch. No matter, as Jansen rebounded with another strikeout before inducing a routine ground out to get the Dodgers to the ninth, capping another amazing game for the pen.
That proved key as Yasiel Puig started the bottom of the ninth with a walk and was then bunted over to second by Culberson to get a runner into scoring position with the chance to end the game. Context-neutral that decision was pretty inconsequential on the chances of winning, and considering it was Culberson batting, it made a lot of sense. However, Kyle Farmer then struck out while pinch hitting for Kenley, which really put the pressure on the Dodgers to end the game. Chris Taylor followed by working an excellent walk. That set the stage for JT, postseason monster, and he indeed ended up doing what he does in the postseason and bombed a three-run homer to dead center on a 1-0 fastball from John Lackey (which made it all the better).
I had a … reaction.
AFIAFL:KAJS:FOJA:OGIFHAD:IOGHALK:FJA:SLKHFA:SOIHFA:SLFHASF
So did the Dodgers bench.
Hipster genius dun goofed.
When you realize the save chance isn't coming. pic.twitter.com/YvhBdnTsQM
Lick lick.
Damn, that's a hearty lick. pic.twitter.com/l48UDqLTW8
Bumping penises.
The Dodgers are obviously now up 2-0 in the NLCS and are 5-0 in the playoffs and I have no idea how to feel at this point cause I've never been here.
After a day off tomorrow to travel to Chicago, the Dodgers will play the Cubs with Yu Darvish on the mound for the Blue against Kyle Hendricks.
About Chad Moriyama
"A highly rational Internet troll." - Los Angeles Times
@ChadMoriyama
Previous Cubs @ Dodgers Oct. 15, 2017: NLCS Game 2
Next Podcast: 'Dugout Blues' NLCS Game 2 recap


text:
Q: Upgrade Twilio API I want to upgrade number to 2010-04-01 version api, but I cannot find where to set this. According to 2010-04-01 API Changelog:

To start using the new API, replace '2008-08-01' with '2010-04-01' in
  your REST URIs, or set the API version on a per-phone number basis
  using the phone numbers interface in your account portal.

Please help

A: Twilio developer evangelist here.
In order to update the weebhooks you get from Twilio from the 2008 version to the 2010 version you need to go into each phone number in the Twilio dashboard and upgrade the API from the detail view of the phone number. There's a guide to upgrade here: https://www.twilio.com/docs/api/2010-04-01/upgrade-guide
If that doesn't help, drop me a line at philnash@twilio.com and I'll help you get it sorted.
[edit]
It appears that the option to upgrade the API version for a phone number no longer exists in the interface. If this is a problem, please raise a support ticket by emailing help@twilio.com and you can be upgraded manually.

redpajama_set_name: RedPajamaStackExchange


From Piet Mondrian & Yves St Laurent to Damien Hirst & Alexander McQueen, the last 50 years have provided the fashion world with a vast catalogue of Artist and Fashion House Collaborations. This talk will look at the genesis of these early relationships and how they have now become de Rigueur in the world of Fashion.
From creating international collections of Fine Art and Design to advising on and curating national corporate Art Collections, Carol Bellamy has been involved in the world of Art and Antiques for over 20 years. One of the latest trends Carol has witnessed is the growing interest in original Art and Fashion Collaborations. This trend has become so popular auction houses all over the world now hold specialist sales to offer these pieces with record breaking results.


text:
package io.udash.benchmarks.properties

import io.udash._
import japgolly.scalajs.benchmark._
import japgolly.scalajs.benchmark.gui._

object TransformedSeqPropertyListeners extends BenchmarkUtils {
  private val seqSize = 50
  private val properties: Seq[(String, () => (SeqProperty[Int], ReadableSeqProperty[Int]))] = Seq(
    ("direct property", () => {
      val p = SeqProperty(Seq.tabulate(seqSize)(identity))
      (p, p)
    }),
    ("one-way transformed elements", () => {
      val p = SeqProperty(Seq.tabulate(seqSize)(identity))
      val t = p.transformElements(_ + 1)
      (p, t)
    }),
    ("both-ways transformed elements", () => {
      val p = SeqProperty(Seq.tabulate(seqSize)(identity))
      val t = p.bitransformElements(_ + 1)(_ - 1)
      (p, t)
    }),
    ("one-way transformed elements with slow transformer", () => {
      val p = SeqProperty(Seq.tabulate(seqSize)(identity))
      val t = p.transformElements(slowInc)
      (p, t)
    }),
    ("both-ways transformed elements with slow transformer", () => {
      val p = SeqProperty(Seq.tabulate(seqSize)(identity))
      val t = p.bitransformElements(slowInc)(slowDec)
      (p, t)
    })
  )

  private val benchmarks = generateGetSetListenBenchmarks[SeqProperty[Int], ReadableSeqProperty[Int]](properties)(
    Seq(20), Seq(0.1, 1, 10), Seq(0, 1, 10, 100),
    Seq(
      ("whole Seq set", (p, i) => p.set(Seq.tabulate(seqSize)(_ + i)), _.get),
      ("replace part of Seq", replaceElements, _.get)
    ),
    Seq(("empty listener", _.listen(_ => ())))
  )

  val suite = GuiSuite(
    Suite("SeqProperty - transform - set, get & listen")(benchmarks: _*)
  )
}

redpajama_set_name: RedPajamaGithub


text:
<?php

declare(strict_types=1);

namespace JBZoo\Assets\Asset;

/**
 * Class CssFile
 * @package JBZoo\Assets\Asset
 */
final class CssFile extends AbstractFile
{
    public const TYPE = AbstractAsset::TYPE_CSS_FILE;
}


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Stella Scott
Stella Scott is a director from London signed to Pulse Films. She graduated from Central Saint Martins in Performance: Design and Practice.
Stella's current slate includes a short film in development with BBC Films produced by Sorcha Bacon, and a short film co-written with Victoria Rigby produced by Amy Wells. She was part of iFeatures 19/20 programme.
Her original work has been commissioned by Film London, Gucci, Chanel, the Tate, Dazed Digital, Art Night and Victoria Miro and screened at festivals worldwide. She has developed a compelling storytelling style and is invested in creating indigenous work with new British talent.
I grew up in South London during the '80s and '90s. It was an incredible place to live. I felt like I was surrounded by big characters and stories. I spent a lot of time observing things back then. I was very silent and I was trying to express myself through other people who were better with confidence and words.
Films were a similar source of connection and release. I remember watching My Life as a Dog and really feeling the boy's questioning uncertainty and enthusiasm for life. Or Stand By Me and feeling the boy's friendship and River's social exclusion. Watching films was an easy way to experience things too.
I took a lot of photos in my teens. I really wanted to document everything around me. My brother studied at Camberwell Art College and had a video camera that he used for his films that I sometimes played with, but making films wasn't on my radar.
Art, sometimes English, were the only classes I was good at. My art teacher said I should do an art foundation so I applied and went to Chelsea College of Art. I made a sculptural installation the first year (and not much else) and decided I didn't want to spend much longer working inside a studio. I was very social and outgoing during this time, and I really wanted to go out in the world and work on things with other people.
I considered set design. I imagined it would be a way of being creative, telling stories, and collaborating with people. I went on to study a BA in performance design: and practice (performance art and set design) at Central Saint Martins College of Art.
First notion of wanting to direct films: I did two weeks work experience on a film adaptation of Fat Slags with set designer Grenville Horner. I was assisting the set dresser; we spent days ordering tins of beans and building towers of chips and every time we finished dressing the set (and the crew entered to shoot) I was sad to leave. It was like setting up a series of parties and not being invited to even one.
I didn't let that feeling properly sink in though. I had no idea what role I could play on set and I certainly didn't want to turn around to the set dresser and say I wasn't satisfied. I continued to work in the art department designing, dressing and building sets throughout and long after my degree.
At the same time I was working at South London youth charities making theatre and art projects with young people. I started using photography and filmmaking as a way of working with some of the older clients because it drew people in. It was immediate, fun and effective – a constant mode of intimacy. My brother lent me a mini-DV camera and taught me some editing basics; I picked up the rest of what I needed to know from tutorials on YouTube.
Shooting and editing these participatory films was my way into directing. The role of the director became clear to me by navigating my way through the logistics, working collaboratively and piecing stories together from rushes. I saw it as a career I could and wanted to pursue.
I made a lot of participatory films with youth charities across London.
I wanted to make a fiction film and applied with a story from childhood to the London Calling scheme, 2009. Finding Sol was the first fiction short I made: it was the first time I was casting and directing a straight narrative piece, working with a pre-determined story, working with a budget, and communicating ideas and objectives against a ticking clock.
I still have the storyboards I sent in as part of my application. I didn't know it then but I was trying to make a hybrid doc, and I ended up fictionalising it horribly. I wished I'd followed my instincts more, or at least fought for the thing I saw inside my head, but I didn't have the language to communicate it or the balls to experiment with it. I'd stepped into the world of fiction filmmaking and felt like I had to adhere to it.
Sometimes I'm haunted by the things I haven't made, especially Finding Sol, because I literally had the time, money and opportunity to make it, but what can you do? Sometimes what you gain from making a film is not accounted for in the final export.
The film got into Underwire Festival and nominated for a Best of Boroughs Awards which introduced me to a crowd of independent filmmakers but it wasn't strong enough to open up any doors (to get people interested in working with me). Knowing where to go from there was difficult.
I applied to a directing course. I got an interview and I thought it went really well (I remember speaking a lot about Stephen Poliakoff which I thought was pretty niche) but I didn't get a place. I must have asked for feedback because I remember the response being that they thought I didn't have a strong enough voice. That was difficult to hear. It felt like there was a finality to it: as in you either did, or didn't have a voice. And if you didn't you couldn't be a storyteller.
I went back to documentaries, and being led by someone else's voice rather than my own. I love watching and making documentaries and I can see how my personality lends itself to making them, but I knew I wanted to make fiction again at some point.
The rejections should spur you on: if they matter to you it means that you're pushing in the right direction.
I brought a Canon 5D and a lens, began shooting more stuff (friend's music videos, charity films, indie docs and zero-budget fiction shorts with actors I met), and got freelance gigs filming events and making participatory films. When I was at a decent level my brother introduced me to an ad agency he was working at called U-Dox and I got freelance work there as an edit assistant.
I guess you could chalk that up as nepotism: my brother helped me get my foot in the door, inspired and backed me. But I wouldn't want to suggest that nepotism is needed and man, have I resented other people for having what I thought was it (please don't compare yourself to anyone else because it's competitive, self-diminishing and counter productive). I think connections are out there to be made: and the best way to power your career is to go out, seek and build on the ones that feel right to you. The people you hit it off with will be the people you will make the strongest work with.
I befriended an assistant producer whilst working at U-Dox called Jessie Ayles, and after some time we pitched Street Angel to Dazed Digital via the company which got a Vimeo Staff Pick. We had each other, a small budget and complete freedom which I think helps you interrogate, determine and realise the film you want to make.
Documentaries had a commercial appeal at the time, so I started working commercially. I set myself up as a company and hustled hard. I was doing anything from working as an editor for hire to working direct to client producing and directing online content. In-house production companies at advertising agencies were a good place to get gigs, and making films for online platforms like the Tate, Nowness and Condé Nast was a good way to build my profile. I was asked to pitch on a Gucci film with Condé Nast which I won, and that helped push things forward.
I started seeing a style in the work I was making. I got my very talented friend Bonnie Abbott to design a website for me and when I had bit of work I reached out to every production company in London with the link and PDF portfolio asking for representation. I was offered gigs by a few to test the waters, but I wasn't taken on by one for a while – I signed to Pulse Films for commercials after about a year or so.
I've written and sent out hundreds of pitches for work, funding, backing, access, collaborations, talent programmes… many of which I've finished and emailed out late at night, never heard back from and forgot I've ever even sent. Let's just say I often get rejection emails for applications I don't even remember applying to and I was pretty surprised when I was told I wrote 66 music video treatments at Pulse Films before I won my first one.
In terms of finding my voice: I've been writing in my spare time. The agents at Pulse Films have helped me get a grip on how to develop, communicate and pitch my ideas, style and interests. The subjects I'm drawn towards are becoming increasingly obvious to me everyday. I make small photography and art projects and short docs as a way of exploring the kinds of characters, aesthetics and themes I'm interested in. Whilst directing I've become more and more responsive to what feels right and learnt to trust my gut instinct even when it doesn't feel trustworthy. I'm working on prioritising and shaping the kinds of films I want to make.
I guess making Street Angel was the first break that got people being interested in working with me. Having access to people who've help me develop my work has had the most significant impact on me. Along with the agents at Pulse, I've met producers Sorcha Bacon and Amy Wells via my commercial work. Both producers have been vital in helping me turn my interests into writing. After developing a fiction slate for the past couple of years, I'm making two short films and have taken part in the iFeatures scheme as a director. I recently reached out to film and TV agents and after an introduction from a friend I signed to Sayle Screen.
It's been 14 years since I made those first participatory films. I feel like perseverance and determination have helped, and a sense of having nothing to loose. Sometimes I don't feel like I'm anywhere close to being where I want to be, and question whether I even have it in me. There's momentary setbacks, and overwhelming feelings of failure and self loathing, but all in all there's a real kick from overcoming all that and doing something you love.
Film Credits: Finding Sol (2009), Street Angel (2014), Reverie (2017), Great Gardens: Glin Castle (2017), Flohio: Watch Out (2018), Let's Talk About You, Amber Mark (2018).
Photograph: Emily-Jane Robinson
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Most employers understand that an employee manual is a cornerstone of good HR best practices. Unless, however, the National Labor Relations Board (NLRB) says otherwise, which means your company's employee handbook could be a source of liability.
This point was recently illustrated in a recent decision where the NLRB affirmed a finding that DirectTV's employee policies violated the National Labor Relations Act (PDF).
At issue in this matter were four rules – two provisions in the employer's employee handbook and two corporate policies maintained by the employer's intranet system – violated the NLRA because employees could reasonably construe workplace policies as prohibiting Section 7 activity.
The NLRB considers any rule that requires employees to secure permission from their employer as a precondition to engaging in protected concerted activity on an employee's free time and in non-work areas is unlawful." Accordingly, it is not surprising that these provisions were found to be in violation of the NLRA.
[W]e acknowledge that an employer may, in some circumstances, have a legitimate interest in knowing about law enforcement agents' attempts to interview employees. For example, an employer may wish to ensure that the employees have the opportunity to be represented by counsel during such interviews.
However, the NLRB went on to decide the employer's rule was "ambiguous" in that it failed to distinguish situations where it would be appropriate for an employer to first engage law enforcement from protected employee contacts with agents of the NLRB or other law enforcement officials.
This provision also was found to be violative of the NLRA. Specifically, the NLRB concluded that because the rule expressly included "employee records" as one of the categories of "company information" that must be held confidential, the restriction would reasonably be understood by employees to restrict discussion of their wages and other terms and conditions of employment – a right protected under the NLRA.
Accordingly, an employee who reads the two policies in tandem would understand the intranet policy to prohibit disclosure of "employee records," which would include information concerning their own or fellow employees' wages, discipline, and performance ratings, which is a violation of the NLRA.
The first point employers need to realize is that the NLRA generally applies to private sector, non-unionized workforces.
[Chairman Pearce] said that the Board will continue to pursue public awareness since 'A right only has value when people know it exists.' In difficult economic times, employees need to see for themselves and understand what protected, concerted activity is. He said it is one of the best kept secrets of the NLRA.
Third, similar or variations of the preceding offending provisions are common to a company's employee manual. In light of decisions like the above and the NLRB's intent to focus on its "public awareness" campaign, companies and their HR department need to closely review their existing employee handbooks as well as all other policies or procedures intended to apply to the employer/employee relationship. This includes technology, email, and social media policies.
For more information about drafting or updating your company's employee manual, as well as other questions about Michigan or federal employment laws, contact Jason Shinn.


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IBM and Cleveland Clinic Put Watson to Work
Michael Fitzhugh
Two new projects from IBM Research will put artificial intelligence to work in teaching medical students and making sense of electronic medical records.
IBM Research used the Cleveland Clinic's Medical Innovation Summit to debut two new projects using its Watson computer system to help doctors and medical students make more informed and accurate health care decisions.
"WatsonPaths" and "Watson EMR Assistant," both early-stage projects with a focus on decision-support, may help health care providers deal with growing pressures to practice evidence-based medicine as the amount of available evidence balloons.
WatsonPaths is the result of a year-long research collaboration between faculty, physicians and students at the Cleveland Clinic Lerner College of Medicine of Case Western Reserve University.
The project aims to illuminate the logic Watson's software applies in suggesting diagnosis and treatment options while also making clear what inferences the system makes in arriving at a recommendation, says Eric Brown, IBM's research director of Watson technologies.
When ready, it will put Watson's artificial intelligence system to work mapping medical evidence to prompt clinic faculty and students to consider new factors that may help them to create additional differential diagnoses and treatment options. It will be available as part of their problem-based learning curriculum and in clinical lab simulations.
"The vision is for WatsonPaths to act as a useful guide for students to arrive at the most likely and least likely answers to real clinical problems, but in a classroom setting," says J. Eric Jelovsek, director of the Cleveland Clinic Multidisciplinary Simulation Center.
Watson EMR Assistant aims to help doctors uncover key information from patients' electronic medical records to improve the quality and efficiency of care they provide. IBM and Cleveland Clinic will use it to explore how to navigate and process electronic medical records to unlock hidden insights within the data, with the goal of helping physicians make more informed and accurate decisions about patient care.
IBM has already trained Watson to help doctors arrive at better individualized cancer diagnostic and treatment recommendations in partnership with Memorial Sloan-Kettering Cancer Center. It has also been trained to help speed up the claims review process with the health insurance company WellPoint. Those partnerships led IBM to launch two new products in February, Interactive Care Insights for Oncology and the WellPoint Interactive Care Guide and Interactive Care Reviewer.
The Cleveland Clinic partnership is intended to "significantly advance technologies that Watson can leverage to handle more and more complex problems in real time and partner with medical experts in a much more intuitive fashion," says Brown.
As the rocky launch of the federal health insurance marketplace Healthcare.gov made plain, intuitive interfaces matter more than is often anticipated by the technical teams behind complex computing systems. But finding the right fit between doctors and students at leading medical institutions will be crucial for the market success of such clinical decision support systems and the abilities of their makers to find a place for them.
Copyright 2013 Burrill & Company. For more life sciences news and information, visit www.burrillreport.com.


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Q: Azure Event Hub - Started Receiving Storage Capture Events 2018-06-06? I have had this event hub up for months.  I have had capture turned on for months.
For some reason today it started receiving events from Blob storage which is configured to capture the Event Hub messages.
These look like event grid messages.
The Event Hub listener started dying from receiving poison messages it was not expecting.
[{
  "topic": "/subscriptions/dadsdaddasddsfadsddfdfasdsadfad69f3d24f/resourcegroups/BogusResourceGroup/providers/Microsoft.EventHub/namespaces/boguseventhub",
  "subject": "bogusservice",
  "eventType": "Microsoft.EventHub.CaptureFileCreated",
  "eventTime": "2018-06-06T22:28:51.4732946Z",
  "id": "dadafdadfasdadfagadsfasd",
  "data": {
    "fileUrl": "https://bogusstorage.blob.core.windows.net/bogusservicebackup/boguseventhub/bogusservice/4/2018/06/06/22/23/51.avro",
    "fileType": "AzureBlockBlob",
    "partitionId": "4",
    "sizeInBytes": 2681,
    "eventCount": 3,
    "firstSequenceNumber": 1308,
    "lastSequenceNumber": 1310,
    "firstEnqueueTime": "2018-06-06T22:28:50.348Z",
    "lastEnqueueTime": "2018-06-06T22:28:51.27Z"
  },
  "dataVersion": "1",
  "metadataVersion": "1"
}]

Even stranger, one Event Hub is receiving capture events from 2 event hubs / 2 capture blob containers.
I know I did not configure this.  This one Event Hub is receive capture events from more than 1 capture location / blob container.
Is it possible another person configured this?  Yes that is possible but unlikely.  I don't want to have to delete the entire namespace.
I need to know how to turn this off.

A: Somehow, someone turned on a subscription in the events sections of the Azure Event Hubs Namespace.
I don't who yet.  However, once I deleted the subscription, capture events no longer arrived in the one EventHub.


text:
cba banking on a lack of competition
CHOICE says CBA's failure to pass on the interest rate cut in full signals a return to business-as-usual from the big four
CHOICE says Commonwealth Bank's decision not to pass on the full official interest rate cut in full is cynical and signals a return to business-as-usual from the 'big four' in the domestic mortgage market.
Following the RBA's decision to cut the cash rate by 0.25% to a historic low of 2 per cent, CBA will bank some of the cut by only passing on 20 basis points.
"No sooner has David Murray's Financial System Inquiry run its course than we see the biggest Australian bank clip the ticket on savings for mortgage customers," says CHOICE Director of Campaigns and Communications, Matt Levey.
"While we welcome the bank's decision to raise some deposit interest rates, CBA is hardly on struggle street, and its mortgage customers deserve better," Mr Levey says.
CHOICE says the move raises fresh questions about competition in a market where the big four banks control around 80% of home loans.
"Unfortunately this looks like a return to the trend we saw from 2011 to 2013, when the RBA dropped rates by 2% but standard variable rates only dropped 1.35% in the same period," Mr Levey says.1
"CBA has plenty of capacity to compete for deposit customers, especially young savers, without engaging in spin and playing them off against mortgage holders."
"This is a reminder for consumers looking to get the best value home loan to also consider smaller institutions such as mutual banks and credit unions," Mr Levey says.
CHOICE says that Australians looking at 'record low' interest rates should think carefully, including by building in a buffer against future rate rises.
"A home loan is a 25 year product, and consumers should be looking well into the future, not simply at the last two years," Mr Levey says.
CHOICE says data shows average standard home loan interest rates over the last 20 years have been above 7%, including 9% and higher at the peak of the last interest rate cycle in 2008.2
CHOICE tips on minimizing home loan risks:
Take these steps to protect yourself from getting into trouble with risky loans. Before going house hunting:
check if you can afford the repayments if interest rates increase by three per cent
set up a high-interest savings account and transfer your expected mortgage payment with a three per cent hike factored in every week. This will accelerate your deposit savings and show you if you can afford the mortgage.
Once you've got the loan:
try to make regular extra repayments to get a buffer
make lump sum extra repayments such as the refund from your tax return
if your parents gave a guarantee, pay enough to make sure that they can get released from it as soon as possible
consider taking out a fixed loan or split your home loan between a fixed and a variable rate.
1. See https://www.choice.com.au/money/credit-cards-and-loans/home-loans/articles/mortgage-tips
2. See https://www.choice.com.au/money/credit-cards-and-loans/home-loans/articles/banks-offer-risky-home-loans
Tom Godfrey Head of media
Email: media@choice.com.au


[9 mins. 30 secs.] The guests in segment 1 are "Tangerine" director Sean Baker and his lead actor James Ransone ("Inside Man", "The Wire"). The film, shot entirely using three iPhone 5s cameras, unfolds over the course of Christmas Eve in Tinseltown and Sin-Dee (newcomer Kitana Kiki Rodriguez) is back on the block. Upon hearing that her pimp boyfriend (Ransone) hasn't been faithful during the 28 days she was locked up, the working girl and her best friend, Alexandra (newcomer Mya Taylor), embark on a mission to get to the bottom of the scandalous rumor. Their rip-roaring odyssey leads them through various subcultures of Los Angeles, including an Armenian family dealing with their own repercussions of infidelity. "Tangerine" will be screening at the Elinor Bunin Munroe Film Center and at the Sunshine Cinema 5 in NYC and many other cities beginning Friday, July 10th. Check here for further details.
[33 mins] On segment 2 the guest is filmmaker/distributor Jeff Lipsky who discusses his company Adopt Films as well as his new film "Mad Women". The film stars Lipsky regular Reed Birney ("House of Cards") and is about a mother (Christina Starbuck) of 3 daughters (one died at the age of three) who commits a crime of conscience and becomes radicalized in prison; she turns into an idealist run amok, determined to change her little corner of the world for the better. Her middle daughter (Kelsey Lynn Stokes), with a physician for a father (Birney), an older sister who joins Doctors Without Borders, and a baby sister who dies, is fanatically trying to find a place for herself in this family of overachievers. "Mad Women" will screen at the Village East Cinema in NYC beginning Friday, July 10th. Check here for more details and screening in other cities.


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If you choose a customized compilation, that means all items in different colors, you will get a message from MYK after purchase and will be asked for your special color combination.


The GOP megadonors have been distancing themselves from Trump.
President Donald Trump delivered a rare attack on the billionaire Koch brothers early Tuesday, referring to the GOP megadonors as globalists, a term increasingly used in xenophobic and anti-Semitic contexts.
Leaders of the Koch Network of conservative megadonors criticized Trump during the group's annual summit over the weekend, calling his White House "divisive." Charles Koch also suggested in a rare interview that his groups may spend less backing the GOP in the future, and expressed regret over their support of certain candidates in the past.
Americans for Prosperity, a Koch-backed nonprofit, released a series of ads earlier this year slamming Rep. Lou Barletta (R-Pa.), the Republican nominee for a Senate seat representing the state and a Trump favorite who supported the spending bill.
The libertarian Kochs have backed countless Republican candidates over the years, but didn't support Trump's presidential campaign in 2016.
CORRECTION: An earlier version wrongly characterized the $1.3 trillion spending bill as $1.3 billion.


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