Patients, partners and family members alike desperately want to understand why SCAD happens and find ways to predict and prevent SCAD from occurring. Thankfully, more and more research is taking place around the world with many doctors collaborating to bring their ideas and findings together in this quest for answers – all of which brings much hope to the SCAD community.
Dr David Adlam, the lead SCAD researcher at the University of Leicester in the UK and Chair of the European Society of Cardiology – Acute Cardiovascular Care Association (ESC-ACCA) SCAD Study Group, has teamed up with Professor Rosa Maria Bruno, cardiovascular researcher and assistant professor at the Department of Clinical and Experimental Medicine, University of Pisa, to support her study titled FUCHSIA (Very high-Frequency Ultrasonography for arterial phenotyping in patients with Cervico-Cerebral Artery Dissection (CCeAD), Hypertension, Spontaneous Coronary Artery Dissection (SCAD) and FibroMuscular DysplasIA (FMD)). Dr Adlam's role is to confirm the SCAD diagnosis of each participant.
Professor Bruno's main field of research is non-invasive evaluation of functional and structural vascular alterations in individuals with traditional and emerging cardiovascular risk factors. The FUCHSIA study aims to recruit 30 SCAD patients, in addition to 30 patients with renal FMD and hypertension, 30 first-degree relatives (FMD-fam group), 30 patients with CCeAD, plus age and gender matched volunteers as control groups for comparison.
An invitation to participate was extended to the UK SCAD community and so far two groups have travelled to Pisa to undergo assessments by Professor Bruno and her research team.
Rebecca (pictured right below) shared her experience with fellow SCAD survivors (l to r) Jacqui, Frances and Lucie.
The first group (pictured below) visited in November – Sarah, Andrea (l to r standing), Sam and Liz (l to r sitting).
Both groups made the most of their self-funded road trip to Italy, as you can see from the wonderful picture gallery.


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Germany streamed over 100 billion songs in 2019
Jacca-RouteNotein
Germans have joined the UK in a landmark year of music streaming with people listening more than ever.
Around the world, music streaming services have become the number one destination for music addicts to casual listeners to get their fix. 2019 saw a monumental decade of music streaming close on a major high that is evident in Germany's streaming figures.
Music streams in Germany hit 107 billion this year, research by GfK Entertainment in cooperation with the country's Federal Association of the Music Industry (BVMI) shows. The UK also surpassed 100 billion streams last year for the first time.
Hitting the 100 billion mark isn't just a giant landmark in listening throughout Germany but also shows the incredible growth of streaming services and music listening year-on-year.
Music streams in the country have nearly doubled in 2 years since 2017, when Germany streamed music 56.4 billion times. In 2018, Germans streamed music 79.5 billion times. That represents 35% more listening in just one year following a decade of continuous growth that is clearly not slowing.
BVMI's CEO, Dr. Florian Drücke said: "Over a hundred billion audio streams in Germany in 2019 – this is not only a milestone, you can also see the continued considerable dynamism in this area and thus the acceptance among music fans. Streaming continues to expand its position, but at the same time the other usage formats remain relevant, the offer of our members continues to range from vinyl to the cloud."
Their research noted how Christmas music had been a particular boost to streaming numbers. The season created tens of millions of streams on old songs that hadn't been ranking for the rest of the year. Mariah Carey's 'All I Want For Christmas Is You' broke the record for most streams in a single day with 3.2 million on December 24th, Christmas Eve.
GfK Entertainment's Managing Director, Dr. Mathias Giloth said: "Music streaming is popular across all genres – and the playlists were particularly hot at Christmas time. Christmas Eve and New Year's Eve had new records in 2019 with 431 million and 407 million hits [respectively].
"The days with the most streaming so far have been set up. At the beginning of the year, the daily number of hits was still less than 250 million, which shows the enormous leaps in the format that has been part of the Official German Charts since 2014."
BVMIgermansgermanyGfK entertainmentmusicmusic industrymusic streamingstreamstreamingstreaming musicstreams
Jacca-RouteNote
Head of Social Media and Marketing, RouteNote
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Spotify hold the top 29 most followed playlists on the streaming platform. What are the top 10 most followed playlists on Spotify from major labels and indie curators? Here are the top 10 most followed…

redpajama_set_name: RedPajamaCommonCrawl


text:
Jungle Fight 88 foi um evento de artes marciais mistas promovido pelo Jungle Fight, que ocorreu em , em Poços de Caldas, Minas Gerais. Nada mudou com relações aos campeões no Jungle Fight 88, realizado neste sábado, em Poços de Caldas (MG). Três detentores de cinturão atuaram e conseguiram ser bem sucedidos em suas defesas de título. Na luta principal, Amanda Lemos e Mayra Cantuária fizeram revanche, após o primeiro confronto entre elas ter terminado empatado. Desta vez, Amanda, após perder o primeiro assalto, nocauteou a rival com uma joelhada aos 29 segundos do segundo round e se manteve no topo da divisão do peso-galo (até 61kg)..No co-evento principal, Eric Parrudo e Rander Junior se enfrentaram pela unificação do cinturão dos leves (até 70kg). Parrudo conseguiu manter o combate em pé e dominou os três rounds, saindo vitorioso por decisão unânime dos juízes laterais (30-28, 30-27 e 29-28).
Na terceira disputa de título, Handersson Boy Doido definiu o duelo contra Jorginho Filho ainda no primeiro assalto, aos 3m45, após conectar um duro cruzado e conectar mais alguns golpes até a interrupção do árbitro, mantendo o cinturão do peso-meio-médio (até 77kg)..

Resultados

Referências

Ligações Externas

2013 nas artes marciais mistas
Esporte no Brasil em 2013

redpajama_set_name: RedPajamaWikipedia


text:
LEARN MORE ABOUT WORKABLE
Mental Health in the Workplace: 2022 Worker Survey
Mental health is the most personal of challenges. How can employers support it in the workplace?
The past couple of years have been brutal on the collective health of society. We've shared in the grief of loss – not only of lives, but life as we knew it: the normalcy and routine and familiarity. It's all been taxing, physically, emotionally, and spiritually.
In the middle of all of this is that mental health, once heavily stigmatized and a no-go topic, is growing in the everyday zeitgeist. Taking a "mental health day" has evolved from a glib tongue-in-cheek comment to a respected and even supported option in many workplaces. To say "I'm not OK today" is more OK today than it was in the past.
This new reality isn't lost on employers, with a January 2022 survey showing that it's a top priority for businesses this year. That same study, however, finds that half of the respondents have yet to establish a mental health strategy in their company.
"Mental health in the workplace is becoming one of the most important topics in the business world today."
You need your people to be healthy if you want to keep your business engine running smoothly. We're well aware of this at Workable, and we want to help you – the employer – gain better insight into the mental health conversation so you can build your talent attraction strategy and strengthen the morale and wellness of your employees.
So, we surveyed more than 1,300 people to understand what mental health in the workplace looks like and what it means to them. And we now have plenty of data to share with you.
Major takeaways include the following:
Mental health affects just about everybody. 92.6% have personally experienced mental health challenges that impacted their work – and most of those challenges already existed pre-pandemic.
The majority of employers support mental wellness at work. Nearly two-thirds (62.1%) of respondents say workplace mental health is already a priority for their employers, and 23.7% will prioritize mental health in their company going forward.
The reasons for prioritizing mental health are mostly clear – but the reasons for lack of prioritization aren't. For those companies who don't prioritize mental health in their company, 39.8% don't know why.
The conversation is healthy, but not everyone feels equally great about it. 33.5% of those identifying as a minority say the trend of mental health conversations at work is getting worse – compared with just 22.9% of those who don't identify as a minority.
Not everyone sees their workplace as a safe space to talk about their mental health. More men than women – and more minorities than non-minorities – don't feel comfortable at all talking about mental health at work (28.9% vs. 23.1% and 30.4% vs. 20.7% respectively).
There's a strong business case for ensuring mental wellness in your employees. 40.6% of workers say their company prioritizes mental wellness because of employee productivity and performance.
Motivators for mental health strategy differ across locations. 35.7% of US-based employers consider talent attraction / retention / engagement to be a major motivator in considering mental health strategy, compared with just 15.9% in the rest of the world.
Having mental health resources as an employer makes for a more inclusive workplace. More than half of those identifying as minorities (53.4%) have used their company's mental health services, compared with 32.3% of non-minorities.
The knowledge of mental health resources at work is wildly different across industries. 85.5% of employees in the Manufacturing sector have a clear understanding of their company's mental health resources and services, compared with 53.2% of those in Hospitality.
Mental health strategy isn't necessarily all-inclusive. 31.7% say there are no plans in place for leadership training on mental health in their company.
We identified four major themes in the dataset:
This is nothing new
Mental health has always been around for many – the pandemic simply added fuel to the call for more support in the workplace.
To each their own
The mental health experience – and subsequent needs – depends on the individual. There is no "one-size-fits-all" solution.
Less talk, more space
It's not about opening up the conversation, even though that's important. It's more about establishing a safe zone for your employees to thrive.
Proactivity is the key
Be proactive, inclusive and all-encompassing in your workplace mental health strategy. Don't assume that your employees have everything they need.
We hope you find our survey results to be useful and interesting to you both professionally and personally. Any thoughts or questions, please feel free to share them with us via Twitter, LinkedIn, or by direct email.
Lead author: Keith MacKenzie
Data analysis: Dimosthenis Giannigiotis
Design: Athanasia Lykoudi, Maria Gregoriou
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Show off your mental wellness benefits with custom careers pages!
When you support the mental wellness of your employees, that can be a powerful employee value proposition for your company when candidates are at a premium. Workable helps you promote attractive mental health perks and benefits to potential employees with an easy-to-setup, content-rich careers page and branded campaigns to your target audience where they live.
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The overall landscape
— The overall scope
— The overall sentiment
— What we've learned here
The personal experience
— Let's talk about mental health – or not
— Workplace stressors
The employer experience
— Where employers are at
— Initiation and action
— The challenges and hurdles
— Clarity and communication
— Actionables
To kick things off, we take a look at the landscape of workplace mental health as it is right now – in other words, a snapshot of the current scene. This gives us better insight into the deeper dataset. To do this, we asked questions to determine the current state of mental health, whether it's changing for the better or for the worse, and how people feel about that.
The overall scope
Right away, we've determined that mental health is not getting worse for many – and more so, is not a recent phenomenon. A strong majority of respondents – 65% in total – say they have had mental health challenges that impacted their work, but those challenges already existed before 2020.
An additional 27.6% say the same in terms of having mental health challenges, with the only difference being that those challenges started during or after 2020. This tells us that, as debilitating as the last two years have been on our collective health, this period is not as fertile of a time for mental health challenges as pre-pandemic.
Nevertheless, a total of 92.6% of our 1,303 survey respondents have or have had mental health challenges which impacted their work. Clearly, mental wellness at work is an area of major concern in our society.
Have you personally experienced any mental health challenges that impacted your work?
Now, is it getting worse or better? Turns out that nearly half (45.6%) of all our respondents say they've had challenges but it's actually getting better. That's a much higher number than the 21.8% who say they have (or have had) challenges and it's getting worse.
The overall sentiment
Now, let's understand what the trend of mental health conversations at work looks like according to our respondents – and how they're feeling about that.
We'll keep it succinct: two out of five respondents (40.1%) say the overall trend of the conversation is getting better – compared with 28.4% who say the opposite.
One might suggest that this is partly about more open communication and interest in mental wellness in the workplace. Google Trends verifies that; there's a clear uptick in searches for "mental health in the workplace" starting in 2017 with regular growth in that search trend since then.
What is the overall trend of mental health conversations in your workplace?
Regardless of whether you're working or not, are you:
And nearly half (46.6%) are feeling more positive about that trend, compared with just 29.5% who feel more negative about it.
So, we can call this progress in terms of opening up the conversation, and there are generally more good feelings than bad feelings about that.
That's great. But (and there's always a but):
Not everyone thinks the same
Different people have different experiences at different workplaces – and that's no different when it comes to mental health.
Rising industries think it's getting better
First, let's look at industries. What stands out is that those working in IT / Technology / SaaS (54.3%) and Consulting / Business Services (53.4%) lead the way in terms of "it's getting better". Those are industries that surged during pandemic times – perhaps leading to healthier business, and consequently more optimistic sentiments in those companies.
The opposite held true for the Travel and Hospitality sectors, which led in terms of having mental health challenges impacting their work and for that experience to be getting worse (35.1% and 34.1% respectively). Those two sectors, of course, have been disproportionately impacted by the events of the last two years – with both taking a major hit in terms of job retention and the bottom line.
And those that have no challenges whatsoever? Again, the leaders in this area are those working in IT / Technology / SaaS (12.9%), followed by Healthcare (10.3%) and Retail (10.2%) in terms of not having mental health challenges.
Have you personally experienced any mental health challenges that impacted your work? (by industry)
Men think it's getting better
We found differences across gender identities as well. The standouts are that those identifying as male are more likely to say the overall trend of mental health conversations at work is getting better (43.2% vs. 37.9%), whereas those identifying as female are more likely to say it's largely unchanged from before (33.9% vs. 29.1%).
What is the overall trend of mental health conversations in your workplace? (by gender)
Minorities feeling less sunny than non-minorities
Now, let's talk about minorities. An important demographic question we asked in our survey was: "Do you identify as a member of a minority group (be it race, ethnicity, language, religion, country of origin, sexual orientation, gender, or another characteristic)?" Because of the complexity of the 'minority' conversation, we wanted to instead establish whether someone identified as a minority, which would shed light on how they perceive their status in society.
There, of course, will be cases where someone could be classified as a minority but doesn't identify as one, and vice-versa. So, the way they answer this question gives nuanced insight into the rest of the dataset.
And the differences in answers between those identifying and not identifying as a minority are an eye-opener.
For starters, let's go back to that same question above. We found that those who don't identify as a minority are considerably more likely to say they do not have mental health challenges that impacted their work (9.3% vs. 5.3%).
Have you personally experienced any mental health challenges that impacted your work? (by minority status)
Meanwhile, those identifying as minorities are more likely to say they had mental health challenges predating 2020 that impacted their work (68.4% vs. 61.8%).
As for the trend of mental health conversations in their workplace, a full third of minorities (33.5%) say that's getting worse for them, compared with just over one in five non-minorities (22.9%).
Non-minorities are more likely to say the overall trend has not really changed from before (35.8% vs. 28%).
What is the overall trend of mental health conversations in your workplace? (by minority status)
And what about the feeling around that trend? Again, minorities are feeling more negative about it (33% vs. 25.8%), while the sentiment of non-minorities is more likely to be unchanged than to be negative (27.5% unchanged, 25.8% negative).
How do you feel about the overall trend of mental health in the workplace? (by minority status)
It's pretty clear – the 'minority' experience differs hugely from the 'non-minority' experience.
What we've learned here
What does this tell us? First off, mental health challenges exist, and are being felt by nearly everyone regardless of the pandemic.
But it's getting better, right? Sure. Are people talking about it more? Yes, they are, and there are positive feelings about that.
Still, the differences in minority/non-minority answers deserves attention. Someone who considers themselves to be a minority would likely consider themselves not part of the majority status quo – so this requires a conversation around inclusion. We've defined "inclusion" in a past report:
"[Inclusion is] the sense of belonging, value, support, and respect that one feels in society and in a company – and that's largely impacted by individual behavior and collective company culture."
And right now, the difference in experiences related to mental health suggests there isn't a fully inclusive environment in many workplaces. The more pessimistic outlook of those identifying as a minority tells us that we collectively have a lot of work to do in that area and that the "status quo" perspective is not sufficient.
Mental health is an intensely personal and private issue for many. It's not just a social stigma – it's also a matter of personal importance and in many cases, is one's own private business. So the first step we'll take here is to understand the level of comfort that people have in terms of addressing the topic at work.
Let's talk about mental health – or not
First off, we find that less than three in 10 respondents (29%) feel they can be fully open in talking about mental health at work. And nearly half say it really depends on the situation or the person they're talking with, with 45.4% choosing that as the level of comfort that they have in this regard.
And a full quarter (25.6%) are not comfortable at all talking about it.
What's the level of comfort you have when talking about the topic of mental health at your workplace?
What prevents or would prevent you from communicating mental health concerns and challenges in the workplace?
Which begs the question: how do our respondents feel about communicating their own mental health concerns and challenges? Let's take a look at the factors that prevent them from doing so.
We found that nearly two out of every five respondents (39.4%) say that mental health is generally not discussed and they don't want to be the first to bring it up. Likewise, a little more than a third (35.2%) don't communicate it because of a fear of stigmatization and discrimination.
Finally – 35.9% of respondents say there's no clear support or messaging about it in their company.
"I think it'd be important for companies to mention clearly that they support individuals with mental health issues and encourage them to speak about it. I have been diagnosed with bipolar disorder type 2 and OCD since 2017 and I still can't bring myself to talk about it with my colleagues out of fear of being stigmatized."
It's clear – mental health isn't the easiest topic for many. One may come down ill with a stomach flu and they'll easily be able to talk about those struggles on their first day back at work – but when it comes to mental wellness, there's an intimidating diffraction in the air that discourages a conversation from taking place; more so when the climate isn't an accommodating one.
But that doesn't mean it isn't brought up at all. Most of us have someone we can confide in. It's worth looking at who people feel communicating their challenges with.
When we asked that of our respondents, we found that 34.8% say they can openly communicate mental health concerns and challenges with their colleagues. But 'colleagues' is, of course, a vague term – so let's look at the other answers. Nearly a third (31.8%) said they can talk with their direct manager (i.e. in a 1-1 meeting), while 29.2% feel comfortable talking to HR and 28.3% feel OK discussing their concerns with upper management.
In the workplace, who do you feel you can openly communicate mental health concerns and challenges with?
But what about talking with one's own direct reports? It's not nearly as high – just one in five (20.1%).
"Basically, the issue of mental health concern is like a taboo here. So to speak, they are not willing to share their concern over the fear of judgment from others. So they will only share it with the colleague that is close to them."
Now, let's look at another form of communication. When we asked respondents if they found their company's mental health resources and services were sufficient enough for their needs, the most popular answer was "Somewhat, but I do have to ask for it" (36.5%). Considering the minimal level of comfort that many individuals have about raising mental health concerns and challenges with those they don't necessarily know all that well, making it such that they have to ask for support adds even more discomfort.
Which makes one wonder – would employees feel better (and safer) talking about their concerns and challenges if their employer preemptively opened up a company-wide dialogue on mental health? And opened up channels for private dialogue, and provided a healthy range of services and support? Perhaps. And we'll touch on that a little later in the next chapter.
Do you find your company's mental health resources and services to be sufficient
for your needs?
Again, not everyone is cut from the same fabric. It's worth looking at how different groups like to communicate (or don't like to communicate).
Men aren't nearly as open
First off, we found that those identifying as male do not feel as comfortable as others when talking about mental health at work.
For instance, 28.9% of males say they don't feel comfortable about it at all, compared with 23.1% of females – a difference of 5.8 percentage points.
What's the level of comfort you have when talking about the topic of mental health at your workplace? (by gender)
Perhaps men are raised to be more closed off about their feelings and emotions compared with women. Even though it's not nearly as rigid as before, and even though it's a potential generalization, the evidence here still points to that element of our culture.
That adds nuance to our next insight: men are also more likely to say their company's services are somewhat sufficient, but they have to ask for it (38.4% vs. 34.7%).
Do you find your company's mental health resources and services to be sufficient for your needs? (by gender)
It's not as comfortable for minorities
Meanwhile, like those identifying as male, those identifying as minorities (30.4%) also are overwhelmingly more likely than non-minorities (20.7%) to say they are not comfortable at all talking about the topic at work.
What's the level of comfort you have when talking about the topic of mental health at your workplace? (by minority status)
Do you find your company's mental health resources and services to be sufficient for your needs? (by minority status)
Minorities are also more likely to say they have to ask for it than non-minorities – 40.5% compared with 32.3%
When asked about who they feel they can talk openly with on the topic, minorities are far more likely than non-minorities (33.8% vs. 23.8% – a full 10-point difference) to say they can go to Human Resources to address mental health concerns and challenges.
On the flip side, those who don't identify as a minority are much more likely than minorities (39% vs. 30.7%) to say they can openly talk with their colleagues. And the difference in percentage between "HR" and "My colleagues" for those who don't identify as a minority is an astounding 15.2 percentage points in favor of colleagues.
In the workplace, who do you feel you can openly communicate mental health concerns and challenges with (tick all that apply)? (by minority status)
One potential explanation for all of this is that minorities may regularly find themselves in a situation more unique to them than is common to everyone – and therefore, minorities may not have the same level of like-minded peers at work with whom they can discuss mental health.
Also, human resources traditionally offers a private channel for employees to address concerns, grievances, and other elements impacting them at work; in some cases, HR might be the only 'safe space' at work for many minorities when raising mental health challenges.
And the other side of that coin is that non-minorities feel much more comfortable talking about this sensitive topic with anyone, simply because they are part of the overall status quo.
Now that we've established the comfort level – or lack of thereof – we now want to understand the potential stressors in the workplace that might lead to or exacerbate mental health challenges.
We pulled together a list of common stressors from extensive research and asked respondents to tell us whether or not they struggled with those in the workplace. We found that the predominant workplace stressor was "lack of work-life balance", with 78.2% saying they struggle with it, followed closely by increased workload (77.8%) and financial insecurity (76.3%).
And contrary to what we expected considering the prevalence of these topics right now, we found that inappropriate behavior / discrimination (64.9%) and the lack of real DEI (66.8%) are the least common workplace stressors for our audience. Even then, those are still very high percentages.
Of the major workplace stressors below, please share with us how each one is affecting you right now.
Now, let's dig deeper. We found that 39.2% of those who say they're struggling with lack of social interaction / loneliness – while not a top struggle overall – say that this stressor is getting better for them. And likewise, four out of 10 (39.1%) who struggle with work-life balance say it's getting better, while 38.1% of those who say they're struggling with lack of training / development but it's getting better.
On the flip side, another 30.5% of those struggling with work-life balance say it's actually getting worse right now. In second place by a hair is "fear of job loss and job uncertainty", with 30.4% saying that's getting worse.
The narrative is still strongly in favor of it "getting better" for many of our respondents.
But, again, there are differences when we dig into the demographic segments.
Insecurity and instability impact females more
When we compared responses from those identifying as female with those identifying as male, we found more insights. For instance, 24.3% of females say they're struggling more now with financial insecurity compared with 19.6% of males. Likewise, 22.7% of females say that their struggle with the fear of job loss and job uncertainty is also getting worse, compared with 18.5% of males.
Of the major workplace stressors below, please share with us how each one is affecting you right now. (by gender)
On the flip side, 26.4% of males say they're unaffected by struggles related to financial insecurity, compared with 22.2% of females.
We are well aware of the gender pay gap that exists in many societies, along with the differences in career opportunities be it perceived or real. Also, in a past survey, we identified a strong link between work opportunities and the prioritization of family. In short, the onus often falls on women to meet home priorities – and as a result, their careers take a back seat. The resultant stress on women is very evident in our dataset.
"Mental health is something I regard should be of high priority in our working spaces. Balancing work life and home is the main problem currently. Women in particular are mostly affected as they are often expected to work hard at home compared to their partners."
It's the same for minorities – with discrimination added
We also found that minorities struggle far more with financial insecurity than non-minorities. And more than one-third of minorities who struggle with it say it's getting worse rather than better (34% vs. 32.5%).
The opposite holds true for those who don't identify as a minority – just 26% of those struggling with financial insecurity say it's getting worse, compared with 36.3% of those saying it's getting better. That's a convincing difference of 10.3 percentage points.
Percentage of those struggling with financial insecurity (by minority status)
Percentage of those struggling with lack of training/development (by minority status)
We see an even starker discrepancy in the "lack of training / development" stressor, with 26.1% of minorities who struggle with it saying it's getting worse and 32.7% saying it's getting better – compared with 22.5% and 43.9% for non-minorities who struggle with the same thing. So, the future in terms of career growth certainly seems brighter for non-minorities.
Discrimination is, of course, also a factor. Let's keep this one simple: just 29% of minorities say they are unaffected by this workplace stressor, compared with 41.1% of non-minorities.
So, it looks like the workplace often poses a challenging environment for those identifying as females and as minorities. This begs the question: is it at least a supportive workplace? Let's take a look.
Percentage of those struggling with Inappropriate behavior / discrimination
Workplace support
Before looking at the actual policies and resources offered by companies – which we explore in depth in the next chapter – let's look at how our respondents seek out mental health support and services.
In short – we found that 43.3% used some of their company's mental health services, while 30.1% procured their own professional help and services.
Have you sought professional help or other types of mental health support recently?
Just over one quarter (26.6%) of respondents did not procure any professional help or support in relation to mental health. It's worth noting that this number is much higher than the number of respondents who say they haven't had any mental health challenges whatsoever (7.4%, as noted in Chapter 1).
"We ran workshops on well-being and not many attended, but the ones who did felt they needed such actions. so it's a work in progress and employee buy-in and being open to such assistance and direction are key."
Again, when we dig into the demographics, the differences really stand out. Let's look at that.
Males get what they need from their employer
For instance, those identifying as male are far more likely than those identifying as female to use their company's mental health services (49.5% vs. 38.5%) – a percentage point differential of 11.
Meanwhile, females are more likely to seek help outside of what their company has to offer, with 33.5% procuring their own services compared with 24.3% of males.
Have you sought professional help or other types of mental health support recently? (by gender)
Does this suggest that – at the risk of generalization – company policies are "built and designed by men" and therefore are sufficient "for men", and not necessarily inclusive of women-specific mental health concerns? That's worth thinking about. Keep that in mind as we go on.
So do minorities – but for different reasons
When we look at the differences in minority vs. non-minority responses, the differences are even more prominent, and differently so than the differences across genders.
More than half of those identifying as a minority used their company's mental health services (53.4%) compared with just under one-third of non-minorities (32.3%) – that's a difference of 21.1 percentage points.
Meanwhile, 35.8% of non-minorities procured their own services, compared with 25.7% of minorities.
Have you sought professional help or other types of mental health support recently? (by minority status)
And again, very telling: 31.9% of non-minorities have not sought professional help or other types of mental health support recently, compared with 20.9% of minorities.
The discrepancies here don't simply indicate that minorities experience more workplace stressors than their non-minority counterparts – there's also the possibility that those identifying as minorities are less financially and socially privileged, and therefore don't have as many resources or means to pursue outside services.
So, when it comes to mental health support, those identifying as minorities will use what's already available to them – i.e. those services that are in their benefits package at their current job. This may tie into why they're more likely to go to HR and more likely to learn about – and use – their employer's resources and services than their non-minority counterparts.
In fact, we found that those identifying as a minority are much more likely than non-minorities to have a clear understanding of the resources and services made available to them at work (74.6% vs. 60.6%).
Do you have a clear understanding of your company's resources and services available to you in regards to mental health support?
As stated at the beginning of this chapter – the topic of mental health is a sensitive one for many, and not only because of the stigma. It's also because it's personal, and employers need to be mindful of that when building their mental health strategy and policies in their company.
First, being proactive is a must – because one cannot even begin to surmise what each individual needs or wants (or even doesn't need or doesn't want) in terms of mental health support. That's especially shown in the differences in gender and minority status responses.
"Every mental illness has its own unique symptoms, and no two conditions are the same. Some people may hide their symptoms, while others may do very well despite persistent signs. It is best to express concern or assumptions when a sudden change in a co-worker's mood and behavior is observed. Offer support, but don't force stories and let them decide when to share what they're going through."
And second, being inclusive is crucial to a successful mental health strategy, especially due to the broad variations in responses. You want to be sure there's something in your company for everyone – not just the mainstream status quo. There are unique challenges faced by different people. Don't make it uncomfortable by bringing in support only when the need is voiced (or at least, recognized). That just adds to the stress for many.
What employers need to do, consequently, is get ahead of the curve. Establish an emotionally and socially healthy workplace – and adopt the mentality that "it's better to have it and not need it" when it comes to providing mental health resources and services. And open up those channels of conversation, create safe spaces, and make those resources and services known and accessible to everyone.
"Learn how to create an environment that is more supportive of the mental health of yourself, your colleagues, and your organization as a whole. Since every workplace is different, it is critical to gather the necessary information about the work environment in which you operate before deciding on the policies that best suit your company."
Now that we've discussed the needs, wants, and experiences of our respondents, it's now time to talk about what's available to them at their work. What are their employers thinking about in regards to mental health at work? What's being planned; what's being prioritized – and what's not? How did the conversation get started? What are the action items? Let's get into it.
Where employers are at
A third of our respondents say that their employer has always prioritized mental health (32%), and an additional three out of 10 say it became a priority after 2020 – making 62.1% in total who say their company is prioritizing mental health.
Plus, one in four respondents (23.7%) say that it's going to be a priority for their company going forward.
When did workplace mental health become a priority for your company?
However, prioritizing mental health and having actual initiatives in place can be two different things altogether. So we asked our respondents what the current status of mental health support looks like in their company.
A combined half of respondents (50.3%) say their company has some initiatives in place, or it's a permanent part of the company's mission / vision / values.
But what jumps out is that one in 10 respondents (10.4%) say it's not a priority for their company at all, and 32.6% say their company wants to do something but they don't know where to start. That makes 43% who are effectively saying that their company isn't tangibly doing anything in terms of mental health support.
What is the current status of mental health support in your company?
"I'm almost happy COVID happened so there's more awareness. Unfortunately, though, awareness alone is useless, if companies do little to improve their employees' well being."
Why isn't workplace mental health a priority at your company?
We then asked those 10.4% of respondents why it isn't a priority for their company. The most popular answer is "I don't know", with 39.8% choosing that answer. In a distant second, 23.2% of respondents say their company's executives aren't interested or there's no executive buy-in.
Costs don't seem to be as much of an issue, with just one in 23 respondents (4.3%) checking off that box as a reason why their company isn't prioritizing mental health at work.
Not every employer is the same
We found that when we segmented companies based on their various firmographics, some interesting data points start to surface.
Many non-US workers don't know what their employer's priority is
When comparing US companies with non-US companies, we found that employees in non-US companies are more than three times as likely to say they didn't know when mental health became a priority in their company (20% vs. 6.1%) and less than one-third as likely to say mental health would be a priority for their company going forward (10.9% vs. 31.1%).
When did workplace mental health become a priority for your company? (by region)
"Mental health is crucial to the overall success of any organisation. Working for an EU-based company vis a vis an American organisation it has shown me the importance of it. Cultural differences tend to be very apparent. I am happy the stigma is being decreased."
Highly impacted employers jumped to action after 2020
When breaking down this same data across industries, we found that those in Legal (46.3%) and Retail (44.9%) are most likely to say mental health has always been a priority, with those in Healthcare (42.5%) and Travel (42.1%) most likely to say it became a priority after 2020. Those latter two sectors have been hugely impacted over the last two years – especially at the employee base – so, prioritizing mental health may be a response to that.
In regards to respondents who say mental health will be a priority going forward, companies in HR / Recruiting (35.9%), Logistics / Supply Chain (34.5%), and Hospitality (34%) lead the way.
When did workplace mental health become a priority for your company? (by industry)
In terms of respondents who say they don't know, companies in IT / Technology / SaaS dominate at 28% of all respondents in that industry. This is perhaps surprising considering that tech startups are among the most vocal when it comes to marketing their employer brand as inclusive and supportive of employees.
"There needs to be a more concise platform/strategy to hit multiple points. The industry itself seems to be so fragmented and reactive instead of put together and proactive."
Initiation and action
Now, let's look at what started the conversation around mental health for employers. Who or what sparked the discussion? This is crucial, because these sorts of initiatives don't happen in a vacuum – they are a response or reaction, even if proactively done so in anticipation of a greater need for resources and services.
First, we asked respondents who initiated the conversation that ultimately put a higher priority on workplace mental health. A little more than one in four (26.3%) say it was executives / management. Another 23.6% say it was the employees. Roughly one in six (16.3%) say it was the company's customers who sparked that conversation.
Who initiated the conversation that ultimately put a higher priority on workplace mental health in your company?
"I believe that the president of the company does want to do more for their employees, but is in the process of finding means of doing so."
What are your company's top three motivators in considering workplace mental health as part of the overall strategy?
There will also be a cause or at least a catalyst that drives mental health prioritization, ultimately leading to it being part of the overall strategy. So, we also asked respondents what the top motivators are for their respective employers.
The top response was "employee productivity and performance" at 40.6% – which makes sense, considering that this is one of the core components of a smoothly running operation. You want your employees to be productive and excelling in what they do in their job – and in order for that to happen, you need them to be happy, healthy, and motivated. Mental health is crucial to that.
More than a third (36.7%) of respondents say their company is morally motivated – in other words, it's absolutely the right thing to do for their employees as a business. And one-third (33%) say it's about maintaining their external company reputation and public image as an employer.
A little deeper now – we found that the top measurable data point to measure progress in mental health initiatives and goals is employee retention at 40.8%, closely followed by performance reviews (38.3%) and employee feedback (38%).
Naturally, companies want to retain their employees. That, combined with the above focus on productivity and performance, makes a compelling case for having a solid well-thought-out strategy for mental health support and services as an employer.
Which of the following measurable data points does your company use to measure progress towards workplace mental health initiatives and goals?
Again, when segmenting the data across firmographics, we found differences in the way respondents answered.
US biz listens to HR – and worries about image and retention
One standout data point is in terms of who initiated the conversation – with respondents in US-based companies more than twice as likely as non-US companies to say it's their HR representative (24.4% vs. 11.5%). Meanwhile, workers in non-US companies are three times as likely to say they don't know who sparked that conversation (18.7% vs. 5.1%).
Those working in US-based companies are also far more likely to chalk the motivation up to external company reputation and public image (38.5% vs. 23.6%), talent attraction / engagement / retention (35.7% vs. 15.9%) and current events and trends (34.5% vs. 14.1%) than those in non-US companies.
Manufacturing's top brass sets the tone
When we look at the answers across industries, those in Manufacturing (42.2%) are most likely to say executives / management initiated the conversation, and those in Construction (40.9%) and Retail (40.8%) are most likely to credit employees.
Those in Consulting / Business Services (37.9%) are the most likely to say it was their HR representative(s) who sparked the discussion.
Who initiated the conversation that ultimately put a higher priority on workplace mental health in your company? (by industry)
Now, let's look at motivators. We mentioned above how much employee productivity and performance play a role – that is especially the case for those in Travel (52.6%) and HR / Recruiting (50%), but those in Construction are most likely to say it's the moral obligation that drives workplace mental health strategy (50.9%).
And those in Healthcare (50.6%) are most likely to be motivated by external branding and company image – their sector, after all, is hugely impacted by the events of the last two years, and their work is highly visible and widely monitored. So those in this space will do what it takes to maintain their reputation as employers – including taking care of their employees' mental health.
The challenges and hurdles
We've taken a healthy dive into who started the conversation and what the primary movers are in terms of workplace mental health – now, let's come up for air and go to another area of the data pool: the challenges and blockers that impede progress in that direction.
Honestly, when we asked what the top challenges one's company faces in meeting stated mental health targets, there's no standout answer – although the leading answer is "creating a sustainable strategy that lasts over time" at 31%.
The least popular answer is that the mental health goals feel unattainable, with just 17.7% of respondents ticking that box in their answers. This indicates that it's not about being unable to succeed in that direction – it's more about how to put together a good package that really drives progress in this area.
Overall, what are the top three challenges your company faces in meeting stated mental health targets?
Clarity and communication
We've talked earlier about the importance of opening up the channels of communication about mental health, and making your resources and services known from the get-go. What calls attention to this here is how many respondents said they "don't know" to many of the questions in our survey – for example: 12.6% say they don't know when mental health became a priority; 39.8% say they don't know why it's not a priority in their company; and 11.3% say they don't know who sparked the conversation.
Better communication from an employer will drive down those "I don't know" numbers, so let's look at what people do know about the mental health resources and services that exist at their workplace.
As it happens, nearly a third of respondents (31.9%) do not have a clear understanding of their employer's resources and services that are available to them.
Again, there will be differences when slicing the data based on firmographics. Some sectors may be better than others at communicating. Some locations may have employers with more resources than others. So:
Manufacturing workers know a lot about their services
When looking at this across industries, those in Manufacturing (85.5%), Design / Creative (79.6%), and Construction (78.2%) are the ones most likely to know what their company has to offer in terms of mental health support.
On the flip side, those in Hospitality (46.8%), Consulting / Business Services (46.6%), Travel (45.6%), and Logistics / Supply Chain (43.1%) are most likely to not know about their company's resources and services.
It's possible that Manufacturing and Construction are higher-risk and higher-stress industries and therefore it's a priority for employers in those areas to ensure that their workers are well-informed of the benefits available to them.
Actionables
Now, finally, let's take a broad look at the action items that respondents in our survey say are being implemented in their companies. We found that the top action items are flexible work and increased compensation, with 59.4% and 53.4% respectively saying their companies have either already had this action item in place or recently introduced it.
Considering that some of the top workplace stressors mentioned above include work-life balance and financial instability, it's clear that companies are listening in this regard.
What's the status of each of the following mental health action items in your company?
"We are a volunteer fire department with a close-knit group of volunteers who are extremely supportive of each other. Post-incident counseling is always provided as well as professional counseling through our Employee Assistance Program."
"Unlimited PTO is a great offering to help with workplace mental health because you don't have to worry about using up your days if you need to take time off for your mental and physical well-being."
However, what we also found is that 31.7% of respondents say there are no plans in place for leadership training in their company. Those companies may want to give it another think, considering the growing discussion around more inclusive leadership, whole-person leadership, mindful leadership, and psychological safety in the workplace.
The easy opportunity for optimism is that the majority of employers are at least thinking about mental health in their workers, are aware of the potential fallout of not providing those services and, in many cases, have taken action in various ways.
Also, many employers – especially in the United States – are understandably worried about their public image and their employer brand, and the impact of mental health on their talent retention metrics – which ties into employee productivity and performance.
Those employers are responding and reacting to those stimuli by putting a higher priority on employee mental wellness in recent years. But what's gaping here is that, as seen in Chapter 2, most employees' struggles date back to pre-2020 (or the 'before times'). Yes, mental health is being discussed more widely in our communities, and that is perhaps one of the good outcomes from the pandemic – but at greater stake is the apparent disconnect between employees and employers here.
"My company is overall doing a great job on ensuring we work in a positive environment and promoting employees wellbeing, however, we are lacking a focus on mental health (it's part of the benefits we get if we want to but never really discussed much about it)."
That disconnect remains, as we've seen in the answers across the board. Employees have their needs, and employers aren't necessarily meeting those needs and, much less so, aren't always anticipating those needs ahead of time. There is a lot of ground to cover in terms of education and communication within a company in regards to mental wellness – and the resources and services made available to employees.
The data speaks for itself. We have reasons to be optimistic about mental health in the workplace because the conversation is alive and well. But in many ways, it's nebulous, incohesive and staggered. While the pandemic and all its tentacles certainly exacerbated the discussion and added fresh challenges of their own, they are at most primarily a catalyst for progress in this area.
Mental health is also a very unique and individual challenge, and it would be presumptuous to expect to solve it across numerous employees with broad strokes of strategy. This does make it more of a challenge for employers accustomed to having standardized processes and policies for their workforce.
However, consider this: even commonly accepted standards of working life, including locations, schedules, time off, compensation, and yes, benefits, are being challenged and upgraded at a much higher pace now than before. Employees are increasingly getting the option to choose when and where they work, and their benefits packages are also more customizable – including options for childcare support, repayment packages for tuition debts, and yes, physical and mental wellness programs.
Opening up the conversation around mental health is, likewise, a crucial step in the right direction. But because of that personal element of mental health, even the healthiest, most supportive and open environments will not suffice for many employees who wish to keep their challenges private. The new standard is a working environment that's not simply empathetic but also inclusive and respectful of the need for privacy – and has the resources ready as needed without putting the burden on individual employees to ask for help.
Take care of your people
Some employers might pose the question: "But this is a personal challenge for my employees and is not for me to solve." That's a fair question, but with flexible work, many employees are bringing their work into their home lives, and their home into their work lives. The line between the two is blurred, if not invisible. Expectations have changed in both directions.
If you leave your employees to their own resources to overcome any of this, or presume their challenges and provide catch-all solutions, they will think you don't care about them as people. And they'll leave for someone who does – and shows that support through tangible resources.
We're in a world where talent attraction and retention are increasingly a challenge for many employers, and quit rates are going through the roof. Employers who evolve their employee value proposition to include career development and personal care will get ahead of those who don't.
Work is stressful, make no mistake. Even those who enjoy their jobs are going to have tough days. But when those tough days lead to lower morale and diminished returns, that's going to hurt the employer as much as it hurts the employee.
The transactional nature of employment is no longer sufficient – employees want to be happy, healthy, motivated and engaged in their work, and employers need them to be. Take care of your people, and they'll take care of you in kind.
"Ask how you can help them while respecting their privacy and decisions. Don't rule them out. Continue daily activities with them. Depending on the level of the relationship, keep in touch if they decide to take a break. When they return, be hospitable and make sure to thank them. Avoid adding unnecessary comments as they may make them feel worse. Promote a healthy work environment. Recommend low- or no-cost health strategies to improve everyone's mental health. Take extra steps to ensure employees feel cared and supported by providing the support they need. Implementing mental health first aid training can be a good step."
Methodology and Firmographics
We received 1,303 complete responses to our survey, primarily in the 1-500 FTE size range (92.3%), with 17.3% in the IT / Technology / SaaS industry and the rest roughly evenly distributed across other industries. 63.2% are US-based companies.
On a personal level, 53.2% self-identified as a minority, and 45.1% identified as male and 51.8% identified as female, with 2.3% identifying as intersex. Most respondents are in the 21-49 age brackets (93.6% combined), with 40.4% in the 30-39 age bracket.
The survey was live during the period of April 6 to 11, 2022. It was distributed via newsletters and Workable's social media channels. It included a total of 29 questions.


Table. Cast iron base and metal column powder coated in the colors black, white or grey aluminum. Table top in high pressure laminate (HPL) Full Color or in MDF powder coated in black or white. Gliders in plastic.


The Alliance believes that advances in research help people live longer, happier, more productive lives and reduce health care costs over the long term and that access to the latest scientific information empowers people to take control of their health.
The Alliance strives to advance science and enhance lives through a variety of activities and initiatives—from policy issues to provider and consumer health programs—that generate knowledge and action on age-related issues. Since 1986, federal support for aging research has more than tripled, private research and development in aging-related health has reached an all-time high, and new discoveries are making a lasting difference to the lives of millions of Americans.
The Alliance for Aging Research is proud to share with you our report, 2017 Alliance By the Numbers.


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/ Modified jun 21, 2018 9:17 a.m.
Ducey Promises More Education Funding In Campaign Stop
The governor hit the campaign trail in Tucson Wednesday.
by Christopher Conover TWEET SHARE
Gov. Doug Ducey at a campaign event at a U-Haul facility in Tucson, June 20, 2018.
Christopher Conover, AZPM
Standing inside a U-Haul facility in Tucson, Gov. Doug Ducey told the gathered crowd that he is ready to do more when it comes to education.
"Over the next four years, I will continue to increase K-12 education spending above and beyond inflation and I'll veto any budget that doesn't do so," Ducey said.
Ducey did not say how he would pay for that plan.
When the "Red for Ed" teacher strike began earlier this year, Ducey came up with a plan to give teachers a 19 percent raise over the next three years.
That money for raises was on top of the 1 percent raise state lawmakers and the governor gave teachers for the current school year.
Ducey also touted economic growth and border security in his Tucson stump speech.
He was introduced by Stuart Shoen, a member of the family that founded U-Haul following World War II. Shoen gave the Ducey campaign $5,100 in December of last year. Other family members made similar contributions.
The event was at a U-Haul warehouse off Prince Road. Ducey held a similar event earlier in the day at a U-Haul facility in the Phoenix area.
Ducey faces a Republican primary challenge from former Secretary of State Ken Bennett.
Stories on the statewide debate over teacher pay and education funding. Read more coverage here.
MORE: Election 2018, Elections - Arizona, News, Politics
Arizona Fails to Allocate Early Childhood Education Funds Efficiently, Report Finds Poll Shows Education Funding a Major Factor in Race for Arizona Governor Arizona Kids Doing Poorly


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The Last Kingdom Season Three Heads To Netflix
Season three of The Last Kingdom launches on Netflix next month as a ten-part box set, featuring a host of new characters including Ola Rapace (Hassel) as Danish warrior Bloodhair, Thea Sofie Loch Næss (One Night in Oslo) as the dangerous seer Skade, and Magnus Bruun (Below The Surface) as Cnut.
Born the son of a Saxon nobleman, Uhtred (Alexander Dreymon) is captured by Danes and raised as their own. But as he embarks on a quest to reclaim his birthright, he is forced to tread a dangerous path between both sides and play his part in the birth of a new nation.
In season three, King Alfred (David Dawson) begins to consider his legacy as his dream of uniting the kingdoms of England is jeopardised by incessant Danish attacks, and he knows that the only man with the power to crush the uprising and secure the Wessex dynasty is Uhtred.
However, as their volatile relationship reaches breaking point, Uhtred must confront the difficult truth: if he deserts Alfred's cause, everything he has fought for will be forever changed.
The Last Kingdom season three launches on Netflix in the US and UK on 19th November, with a global release to follow at a later date.
Norsemen Season 3 And Netflix Deal Confirmed
Fourth Season Of Borgen Heads To Netflix
The Last Kingdom Season Four Confirmed
Everything I Don't Remember Heads To SVT
Previous Jóhann Jóhannsson Wins Posthumous Award
Next Rolf Lassgård Returns To Jägarna Next Month


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Elizabeth O'Hara
About Elizabeth O'Hara
Elizabeth O'Hara is the pen name of Éilís Ní Dhuibhne, a well-known author for adults and children in Irish and English. She has won the Bisto Book of the Year Award and two Bisto Merit Awards for her children's books.Snobs, Dogs and Scobies is a translation of her children's book Hurlamaboc (first published in Irish by Cois Life), which won a Bisto award and the Oireachtas award and was selected for the IBBY Honour list.
Snobs, Dogs and Scobies


For the upcoming Fall 2010 season Generic Surplus has expanded the women's line (We like!) by introducing more women's styles and expanding their men's size run to fit our feet. They also made sure to give the shoes a more unisex look. As far as colors and fabrics, the solid tonal colorways are consistent throughout the collection and there is a focus on suede and leather. More looks will become available as we get closer to the season.
We got a first look at the Generic Surplus Fall 2010 below. Check it out.
Get DressedShoes Inspired by Kilts?


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Goldman + Bilderberg = Mark Carney New Bank of England boss
Bilderberg.org Forum Index -> Bilderberg Conference 2013: 5-9 June, The Grove, Watford, Hertfordshire, WD3 4TG.
yfactor
Location: Yorkshire
Posted: Mon Nov 26, 2012 8:10 pm Post subject: Goldman + Bilderberg = Mark Carney New Bank of England boss
Canadian Mark Carney is appointed the next Governor of the Bank of England.
Hardly a surprise that he attended this year`s Bilderberg Conference, so he will be well acquainted with his British counterparts George Osborne, Mervyn King et al. All very cosy! I`m not unduly worried unless the new Governor finds a post for fellow Canadian, Bilderberger and ex-convict Conrad Black in looking after the Nations Bank!
Does anyone know if this year was Carney`s first Bilderberg Conference?
TonyGosling
Location: St. Pauls, Bristol, UK
yes, well spotted Y-Factor!
EVERYONE READY FOR CARNAGE?
FUNNY NO MAINSTREAM PRESS THOUGHT IT WORTHY OF REPORTING
THAT CARNEY IS A BILDERBERGER
SOME MENTIONED GOLDMAN WHO ALREADY CONTROL SEVERAL EUROPEAN COUNTRIES
BUT NOT ONE EXCEPT FORBES MENTIONS THE POSSIBILITY OF CARNEY'S BEING 'SELECTED' FOR THE JOB BACK IN JUNE AT CHANTILLY
DESPITE BILDERBERG CONTROLLING MOST OF THE MONEY IN THE WEST
AND BEING FOUNDED BY A FORMER NAZI SS OFFICER, PRINCE BERNHARD
FUNNY THAT
So the 'suprise' appointment is no suprise at all!
I think he was parachuted into the job - as the real rulers of the NATO/Israeli financial dictatorship will have some choice compromising pictures of him (you know, the Dominique Strauss-Kahn type, or worse) so they KNOW he will do as he is told
The Bilderberg Group Strikes Again -- Or Why Does Britain Keep Drinking the Globalist Kool-Aid?
http://www.forbes.com/sites/eamonnfingleton/2012/11/27/the-bilderberg-group-strikes-again-or-why-do-the-british-keep-drinking-the-globalist-kool-aid/
Mark Carney: new governor of the Bank of England. (Image credit: AFP/Getty Images via @daylife)
Those whom the gods would destroy, they first make mad. Although the aphorism is overused, it accurately describes the dog's dinner that British leaders have made of their society in the last half century. A good example of what I mean is the news overnight that the British government has appointed Mark Carney the next governor of the Bank of England.
For anyone concerned for the British national interest, Carney has three strikes against him:
1. Canada.
2. Goldman Sachs.
3. The Bilderberg group.
Let's first consider his nationality: he carries a Canadian passport. Not a hanging offense, you might think, and the Canadian people, of course, fully deserve their reputation as more than averagely decent world citizens. The Canadian approach to financial regulation moreover has, as I have pointed out in a previous note, been a huge success. But here's the thing: a clear majority of Britons want out of the European Union, and fundamental, quite tough and courageous decisions will have to be made in the next few years. More than ever, it is important that the loyalties of the governor of the central bank should not only be aligned with those of the British people but be absolutely unambiguously seen to be so. In the circumstances, a British passport would appear to be a minimal job requirement (and it always was in the bank's previous history of more than three centuries).
Then there is Carney's Goldman Sachs connection: he served the firm for 13 years in New York, London, Tokyo, and Toronto. Yes, things could be worse: he might have been a don in the Sicilian Mafia or a bagman for the Colombian drug cartel. But for anyone who knows how the world really works, a career of rising "success" in an outfit like the latter-day Goldman Sachs does not smell good. For nearly three decades now, Goldman Sachs has brazenly thumbed its nose at its previous reputation for probity: in plain language its ethos lately has been that anything goes, provided only you stay out of jail. Readers of the American and British press are aware of some of the problems. In the John Paulson affair, for instance, Goldman is on record as having defrauded its customers. Goldman Sachs's flexible approach to ethics has also been central to the disasters that have befallen the citizens of Greece. To be fair, Carney has not been implicated in either the Paulson or Greek scandals. But, if Wikipedia is to be believed, he was on the scene in an earlier flap when in the late 1990s Goldman played a two-faced role in advising investors in Russian bonds. That said, what concerns me more than anything is Carney's spell in Goldman Sachs's Japanese branch. After 27 years of studying the Japanese financial system from a vantage point in Tokyo, I claim some expertise. Japan's kyoiku mamas — education mothers — have long counseled their sons that gentleman do not take jobs in the Tokyo securities industry. Thus firms like Nomura, Daiwa, and Sumitomo's Nikko subsidiary have long had to scrape the bottom of the educational barrel in hiring. What is less well known is that foreign securities firms in Tokyo rank even further below the salt than their Japanese counterparts. They do the work that even the Japanese securities firms consider beneath them. Ethical Western investment bankers posted to Tokyo are immediately appalled by what they are expected to do. Perhaps Carney was too — but there is no record of this.
Then there is Carney's Bilderberg connection. Founded in the Netherlands in the 1950s, the Bilderberg Group is ostensibly merely a top careerist's mutual aid society –nothing more than the Freemasons on steroids. Carney is officially acknowledged to have attended the most recent Bilderberg meeting, which is interesting as the British finance minister George Osborne, who appointed him to the Bank of England job, is an avid Bilderberger.
For the British national interest, there is more here than mere mutual back-scratching. The Bilderberg group was founded by Prince Bernhard of the Netherlands, a German-born erstwhile Nazi noted throughout his life for his "everything is relative" approach to ethics. The group's main aim in its early years seems to have been to rehabilitate Germany and to this day the group is viewed in Europe as a tool by which a crypto-mercantilist "Germany Inc" promotes the careers of those it smiles on. Basically you are received into the Bilderberg group if the powers that be in Berlin, Munich, and Stuttgart consider your views helpful to the German national interest. The trouble is that Germany's advantage very often proves to be someone else's disadvantage.
George Osborne seems to be no more a Peter-principled naif. The question the British nation should consider is this: is Carney, with his Harvard education and his spell at the sharp end of the Japanese financial services industry, a similar babe in the woods?
http://www.forbes.com/sites/eamonnfingleton/2012/11/27/the-bilderberg-group-strikes-again-or-why-do-the-british-keep-drinking-the-globalist-kool-aid/?
http://www.radio4all.net/index.php/contributor/2149
Secret Rulers http://www.youtube.com/watch?v=zsyyBgdIZ4g
http://www.thisweek.org.uk
http://www.dialectradio.co.uk
http://www.911forum.org.uk
Goldman Sachs Completes Economic Takeover of Europe
Emacs!
"Surprise" BoE pick Mark Carney attended Bilderberg meeting earlier this year
Paul Joseph Watson - Infowars.com - November 26, 2012
http://www.infowars.com/goldman-sachs-completes-economic-takeover-of-europe/
The "surprise" announcement that Canadian Mark Carney is to be appointed Governor of the Bank of England means that the 2012 Bilderberg attendee completes Goldman Sachs' virtual domination over all the major economies of Europe.
Carney's appointment has come as a shock to many who expected current BoE deputy governor Paul Tucker to get the nod, but it's not a surprise for us given that we forecast back in April Carney would be headhunted for the position.
Carney is a former 13-year veteran of Goldman Sachs and was involved in the 1998 Russian financial crisis which was exacerbated by Goldman advising Russia while simultaneously betting against the country's ability to pay its debt.
Carney's appointment arrives just six months after he attended the 2012 Bilderberg conference in Chantilly, Virginia, an annual confab of over a hundred of the most powerful people on the planet who have routinely flexed their kingmaker status.
The Guardian reports that Carney is "largely unknown outside the cloistered circles of central bankers and financial regulators," why is why his appointment came as a surprise to many, including JP Morgan's Malcolm Barr who considered Paul Tucker to be a "shoo-in" for the job.
Carney's status as a foreign national is cited as one of the reasons his selection came as a shock, but being Canadian he is after all a "subject" of the Queen of England, who confirmed his appointment after he was recommended to her by Prime Minister David Cameron.
The presence of Carney at this year's Bilderberg confab undoubtedly helped him curry favor amongst the global elite and helped him to secure the position as Governor of the BoE, just as it has aided other luminaries in exalting them to higher office, such as Herman Van Rompuy, who was picked as President of the European Union just days after he attended a Bilderberg Group dinner meeting.
Carney's ascension to BoE head also represents the final piece of the jigsaw puzzle in Goldman Sachs' quest to control virtually every major economy across the European continent.
Last year, former EU Commissioner Mario Monti was picked to replace Silvio Berlusconi, the democratically elected Prime Minister of Italy. Monti is an international advisor for Goldman Sachs, the European Chairman of David Rockefeller's Trilateral Commission and also a leading member of the Bilderberg Group.
"This is the band of criminals who brought us this financial disaster. It is like asking arsonists to put out the fire,"commented Alessandro Sallusti, editor of Il Giornale.
Similarly, when Greek Prime Minister George Papandreou dared to suggest the people of Greece be allowed to have their say in a referendum, within days he was dispatched and replaced with Lucas Papademos, former vice-President of the ECB, visiting Harvard Professor and ex-senior economist at the Boston Federal Reserve.
Papademos ran Greece's central bank while it oversaw derivatives deals with Goldman Sachs that enabled Greece to hide the true size of its massive debt, leading to Europe's debt crisis.
Papademos and Monti were installed as unelected leaders for the precise reason that they "aren't directly accountable to the public," noted Time Magazine's Stephen Faris, once again illustrating the fundamentally dictatorial and undemocratic foundation of the entire European Union.
Shortly afterwards, Mario Draghi – former Vice Chairman of Goldman Sachs International – was installed as President of the European Central Bank.
The U.S. Treasury Secretary at the beginning of the 2008 financial collapse was Hank Paulson, former CEO of Goldman Sachs. When Paulson was replaced with Tim Geither, Goldman Sachs lobbyist Mark Patterson was hired as his chief advisor. Current Goldman Sachs CEO Lloyd Blankfein has visited the White House 10 times. Goldman Sachs spent the most money helping Barack Obama get elected in 2008.
Zero Hedge, who also predicted that Carney would defy the odds to secure the position at the Bank of England,notes today that, "All one needs to realize and remember how the events in the world play out is to remember one simple thing: GOLDMAN SACHS RUNS IT. Everything else is secondary."
As the graphic below illustrates, the economies of France, Ireland, Germany and Belgium are also all now controlled by individuals who harbor a direct relationship with Goldman Sachs. The international banking giant, notorious for its corruption and insider trading, now has massive influence over virtually every major western economy on the planet.
Former Goldman Sachs Man to Head Bank of England
http://www.economicpolicyjournal.com/2012/11/former-goldman-sachs-man-to-head-bank.html
The new governor of the Bank of England will be Mark Carney, currently governor of the Bank of Canada. Carney is to take over for Mervyn King in June, when King's term ends.
The announcement was made by the UK's Chancellor of the Exchequer George Osborne. The announcement is viewed as something of a surprise, given that he is a Canadian. But the important bankster pedigree is there: Many years at Goldman Sachs.
Carney spent thirteen years with Goldman Sachs in its London, Tokyo, New York and Toronto offices. The senior positions he held at GS included co-head of sovereign risk; executive director, emerging debt capital markets; and managing director, investment banking. He worked on South Africa's post-apartheid venture into international bond markets, and was involved in Goldman's cute work with the 1998 Russian financial crisis.
Goldman's role in the Russian crisis was criticized at the time because while the company was advising Russia it was simultaneously betting against the country's ability to repay its debt. Oh yeah, Carney is perfect for BOE money manipulations.
Carney is a member of the Group of Thirty and of the Foundation Board of the World Economic Forum. In 2012, Carney attended the 60th Bilderberg Group meeting in Chantilly, Virginia.
Bottom Line:Carney is an elitist operative to the core. With his crony credentials, he could have currently been managing a bodega in Tuvalu and still be considered qualified by the elitists to run the BOE.
Another Goldman Sachs coup - Mark Carney appointed as the next Governor of Bank of England
http://ian56.blogspot.co.uk/2012/11/another-goldman-sachs-coup-mark-carney.html
Carney is a 13 year veteran at Goldman Sachs and a member of the Group of 30.
Carney was chairman of the Bank for International Settlements' Committee on the Global Financial System from July 2010 until January 2012.[29] Carney is also a member of the Group of Thirty, an international body of leading financiers and academics, and of the Foundation Board of the World Economic Forum.[30][31] In 2012, Carney attended the 60th Bilderberg Group meeting in Chantilly, Virginia.
Whilst at Goldman Sachs, Carney was involved in the Russian Financial crisis in 1998.
Goldman Sachs advised Yeltsin to sell off National Assets (oil, gas, aluminium etc.) at a tiny fraction of fair value to Oligarchs (that's how they became so wealthy).
The rise of the Oligarchs was instrumental in the rise to power of Putin in Russia.
We could do without this sort of advice from the future Governor of the Bank of England.
http://en.wikipedia.org/wiki/Mark_Carney
Group of 30
http://en.wikipedia.org/wiki/Group_of_Thirty
The less generous version of the Group of 30
http://thezog.wordpress.com/who-controls-the-group-of-thirty/
Mario Draghi ex Goldman Sachs is the ECB President
Draghi was the vice chairman and managing director of Goldman Sachs International and a member of the firm-wide management committee (2002–2005).
http://en.wikipedia.org/wiki/Mario_Draghi
Italy and Greece taken over by Goldman Sachs
Goldman Sachs advisers have taken control of the Italian and Greek governments, replacing elected administrations with faceless economists, academics and bureaucrats.
These events are nothing less than corporate-driven coups in the heart of Europe, through which the financial markets have demanded and got the heads of government on a platter.
George Papandreou and Silvio Berlusconi were what they were, politically speaking. Their mistake was to try and ignore the European Central Bank (ECB), International Monetary Fund (IMF) and the leading lights in the European Union, Germany and France, in dealing with their respective debt crises.
So they had to go.
In Italy, Mario Monti, former EU competition commissioner and advisor to Goldman Sachs for the last six years, was appointed prime minister by the ageing president Giorgio Napolitano, who undoubtedly got his marching orders from somewhere in the Brussels region. Monti is planning a cabinet entirely made up of unelected appointees.
In Greece, prime minister Papandreou was ousted by Lucas Papademos, yet another advisor to Goldman Sachs and former vice-president of the ECB. Both men are going to try and impose savage cuts in living standards to keep the international loan sharks – aka the bond market – at bay, temporarily.
http://www.aworldtowin.net/blog/goldman-sachs-adds-italy-and-greece-to.html
The appointment of Mark Carney is a further step towards the future Goldman Sachs arranged, large scale taxpayer funded, next UK and European bank bailout when Europe's problems finally come home to roost.
The European Debt Crisis is 7 to 25 times larger than the housing bubble crash.
When it hits it will make the 2008 financial meltdown look like a storm in a teacup.
Bilderberg.org Forum Index -> Bilderberg Conference 2013: 5-9 June, The Grove, Watford, Hertfordshire, WD3 4TG. All times are GMT + 1 Hour
Jump to: Select a forum News & Discussion: Bilderberg Steering Group and conferences----------------Iran war sign off at Bilderberg Conference 2019? Confirmed 30May-02Jun Fairmont Montreux Palace, SwitzerlandBilderberg Conference 2018, June 7-10, NH Torino Lingotto Congress, Turin, ItalyBilderberg Conference 2017: 1-4th June, Westfields Marriott, Chantilly, Virginia 20151, USABilderberg Conference 2016: 9-12 June, Hotel Taschenbergpalais, Dresden, Germany.Bilderberg Conference 2015: June 11-14, Interalpen Hotel, Tyrol, nr Innsbruck, Austria. Nazi ratline where Martin Bormann's wife livedDeutsch: Bilderberg-Diskussionsforum in Deutscher SpracheKen Clarke, Peter Mandelson, Ed Balls, George Osborne, Shirley Williams & other Bilderbergers active in UK politicsTurkish: Türkçe Bilderberg Grubu Danışma ForumuFrench: Discussions sur la group Bilderberg en FrancaisRussian: Обсуждение БилдербергEnglish language Bilderberg Free, Exploratory, Discussion ForumBilderberg Conference 2014: 29 May to 01 June - Copenhagen Marriott, DenmarkBilderberg Conference 2013: 5-9 June, The Grove, Watford, Hertfordshire, WD3 4TG.Bilderberg Conference 2012: 31May-01June Chantilly, Virginia, USA. Bilderberg Conference 2011: 9-12th June, Grand Hotel Kempinski, St. Moritz, Switzerland (home of the C21 Nazi loot)Bilderberg 2010: Leaks & info Bilderberg 2010 Sitges, Spain, 4-6th June 2010Bilderberg 2009: Vouliagmeni near Athens, Greece, May 14th-17th 2009Bilderberg 2008: Chantilly, Virginia near Washington DC, June 5th-8th 2008Bilderberg 2007: close to the Mossad offices in Istanbul's Ritz Carlton HotelGlobal Totalitarian Superstate Secret Society: the occult's influence today on religion, politics and war----------------Mason Free discussion forum - Law, War and Politics: They Used Dark ForcesWar on God: The Attack on The Bible, Christianity, Islam and JudaismFalse flag and fake terror attacks - realtime discussions ELEMENTARY MY DEAR WATSON: Investigating possible political assassinations in the UK.----------------Robin Cook - d. 6th August 2005David Kelly - d. 17th July 2003Diana, Princess of Wales - d. 31st August 1997Other influential people you think may have been or may about to be assassinated...If any of the above WERE assassinations what agencies, entities or secret societies are carrying them out? Bilderberg.org - new users, feedback and complaints----------------Tony Gosling: talks and other public appearancesBilderberg.org - feedback and complaints


text:
Latest PCGS Quarter Quest prize claimed by two collectors from Nevada, Arkansas
By Larry Jewett , Coin World
Published: Aug 19, 2020, 9 AM
Two winners, one apiece from Nevada and Arkansas, are the latest to claim the PCGS Quarter Quest top prize with a 2020-W Salt River Bay quarter dollar find.
Images courtesy of PCGS
With the release of the 2020-W Salt River Bay quarter dollar for the U.S. Virgin Islands in June, the hunt was on to become the first to submit a coin to Professional Coin Grading Service and earn a First Discovery pedigree and a cash prize of up to $2,000 in the PCGS 2020 Quarter Quest.
The latest effort culminated in PCGS receiving two coins, each graded Mint State 64, meaning two submitters will split the cash prize.
Under the program, coins submitted within the first week of the initial discovery will get a "First Week of Discovery" designation. Qualified 2020-W examples received within the following 45 days earn an "Early Find" label.
In 2019, the U.S. Mint began striking a limited run of circulating quarters at the West Point Mint bearing the "W" Mint mark. Mintages of the 2019-W and 2020-W quarter dollars are capped at 2 million examples per design so far, and these special coins are released in circulation only; they can't be bought in U.S. Mint Uncirculated sets, Proof sets, or any other of the Mint's numismatic offerings. Instead, U.S. Mint officials filter these West Point quarter dollars into circulation by peppering the scarce coins into rolls and bags of quarters originating from the Philadelphia and Denver Mints.
"The U.S. Mint has really helped spark a lot of interest in numismatics with these circulating rarities," says PCGS President Brett Charville. "We want collectors to realize the value of these and other coins in circulation with PCGS Quarter Quest. Since 2019, PCGS Quarter Quest has awarded some $20,000 in bounties and other rewards to collectors around the United States and also offered a variety of limited pedigrees and special labels."
Anthony F. of Nevada says he began looking for the W quarter dollars in 2019 but had come up dry until a fortuitous stop at a filtered water dispenser. "My wife and I were going to make a pot of coffee and needed some 'good' water," says Anthony.
He drove to the nearest filtered water machine. "I go up, order a jug of water for 35 cents, put a dollar in, and get 65 cents back in change — two quarters, a dime, and nickel." Both quarter dollars appeared really "shiny" to Anthony, causing him to inspect them closer, and he discovered the 2020-W date and Mint mark. He says he was a little surprised that the bounty was still out for the Salt River Bay quarter dollar when he and his wife sent their 2020-W quarter to PCGS with the hopes of being the first to submit one of that design.
Anthony was thrilled when he learned that his quarter was tied at first place. "I want to put the coin up in a special frame on the mantle with a wreath around it," he laughs. "This is the coin I've been waiting my whole life to find." Adds Anthony, "It goes to show you don't always have to search rolls to find good coins – you can still find them in ordinary circulation."
Kenny R. of Arkansas found his 2020-W Salt River Bay quarter dollar through roll searching. Finding the 2020-W quarter that qualified for the grand prize and a PCGS First Discovery pedigree didn't necessarily come easily for him. "I became a silver hunter," he says, looking through bank rolls of dimes, quarters, and half dollars for any made from silver. Over the past year, he has landed many rolls worth of W quarters, each worth $15 to $20 or more due to their scarcity.
"Then, last week I found the 2020-W [Salt River Bay] Quarter and started looking up information to see what the coin was worth," he remarks. "My 18-year-old son then told me to send the coin in for the PCGS Quarter Quest, saying 'Dad, you gotta do it.' " So, he did, becoming a PCGS Collectors Club member at the same time. And, sure enough, he was glad he did. Kenny exclaims, "It was definitely worth it!"
For more information about The PCGS 2020 Quarter Quest, visit www.pcgs.com/2020quarterquest.
Sep 6, 2019, 10 AM
Final 2019-W quarters found week before official release
Nov 28, 2019, 10 AM
Grading services certify thousands of 2019-W quarter dollars


text:
Respighi: Pines Of Rome / Fountains Of Rome (Remaster)
Respighi: Pines Of Rome / Fountains Of Rome (Remaster) Chicago Symphony Orchestra & Fritz Reiner
Label: Sony Classical / RCA Red Seal
Subgenre: Orchestral
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Ottorino Respighi (1879-1936): Pines of Rome:
1The Pines of the Villa Borghese02:43
2The Pines Near a Catacomb06:46
3The Pines of the Janiculum06:28
4The Pines of the Appian Way05:12
Fountains of Rome:
5The Fountain of Valle Giulia at Dawn04:40
6The Triton Fountain at Morning02:25
7The Fountain of Trevi at Midday03:19
8The Villa Medici Fountain at Sunset05:26
Info for Respighi: Pines Of Rome / Fountains Of Rome (Remaster)
"Whichever other Respighi tone poem recordings you ultimately purchase, you MUST own this one. Since the early '60s it has been the standard by which all others have been judged, and in terms of both sound and performance, it has never really been surpassed. The final march of Pines is simply incredible: thundering bass drum, crashing cymbals and gongs, bellowing brass--nobody since has brought the whole thing off with the same combination of excitement and discipline. The performance of La Mer has similar virtues. Fritz Reiner was a podium tyrant, but a tremendous musician all the same. This may be his finest recording." (David Hurwitz, ClassicsToday.com)
Fritz Reiner, conductor
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Chicago marked the confluence of two distinct, but intermingling musical strains in Chicago, IL, in the mid-'60s: an academic approach and one coming from the streets. Reed player Walter Parazaider (born March 14, 1945, in Chicago, IL), trumpeter Lee Loughnane (born October 21, 1946, in Chicago, IL), and trombonist James Pankow (born August 20, 1947, in St. Louis, MO) were all music students at DePaul University. But they moonlighted in the city's clubs, playing everything from R&B to Irish music, and there they encountered less formally educated but no less talented players like guitarist Terry Kath (born January 31, 1946, in Chicago, IL; died January 23, 1978, in Los Angeles, CA) and drummer Danny Seraphine (born August 28, 1948, in Chicago, IL). In the mid-'60s, most rock groups followed the instrumentation of the Beatles -- two guitars, bass, and drums -- and horn sections were heard only in R&B. But in the summer of 1966, the Beatles used horns on 'Got to Get You into My Life' on their Revolver album and, as usual, pop music began to follow their lead. At the end of the year, the Buckinghams, a Chicago band guided by a friend of Parazaider's, James William Guercio, scored a national hit with the horn-filled 'Kind of a Drag,' which went on to hit number one in February 1967.
That was all the encouragement Parazaider and his friends needed. Parazaider called a meeting of the band-to-be at his apartment on February 15, 1967, inviting along a talented organist and singer he had run across, Robert Lamm (born October 13, 1944, in New York, NY [Brooklyn]). Lamm agreed to join and also said he could supply the missing bass sounds to the ensemble using the organ's foot pedals (a skill he had not actually acquired at the time).
Developing a repertoire of James Brown and Wilson Pickett material, the new band rehearsed in Parazaider's parents' basement before beginning to get gigs around town under the name the Big Thing. Soon, they were playing around the Midwest. By this time, Guercio had become a staff producer at Columbia Records, and he encouraged the band to begin developing original songs. Kath, and especially Lamm, took up the suggestion. (Soon, Pankow also became a major writer for the band.) Meanwhile, the sextet became a septet when Peter Cetera (born September 13, 1944, in Chicago, IL), singer and bassist for a rival Midwest band, the Exceptions, agreed to defect and join the Big Thing. This gave the group the unusual versatility of having three lead singers, the smooth baritone Lamm, the gruff baritone Kath, and Cetera, who was an elastic tenor. When Guercio came back to see the group in the late winter of 1968, he deemed them ready for the next step. In June 1968, he financed their move to Los Angeles.
Guercio exerted a powerful influence on the band as its manager and producer, which would become a problem over time. At first, the bandmembers were willing to live together in a two-bedroom house, practice all the time, and change the group's name to one of Guercio's choosing, Chicago Transit Authority. Guercio's growing power at Columbia Records enabled him to get the band signed there and to set in place the unusual image the band would have. He convinced the label to let this neophyte band release a double album as its debut (that is, when they agreed to a cut in their royalties), and he decided the group would be represented on the cover by a logo instead of a photograph.
Chicago Transit Authority, released in April 1969, debuted on the charts in May as the band began touring nationally. By July, the album had reached the Top 20, without benefit of a hit single. It had been taken up by the free-form FM rock stations and become an underground hit. It was certified gold by the end of the year and eventually went on to sell more than two million copies. (In September 1969, the band played the Toronto Rock 'n' Roll Festival, and somehow the promoter obtained the right to tape the show. That same low-fidelity tape has turned up in an endless series of albums ever since. Examples include: Anthology, Beat the Bootleggers: Live 1967, Beginnings, Beginnings Live, Chicago [Classic World], Chicago Live, Chicago Transit Authority: Live in Concert [Magnum], Chicago Transit Authority: Live in Concert [Onyx], Great Chicago in Concert, I'm a Man, In Concert [Digmode], In Concert [Pilz], Live! [Columbia River], Live [LaserLight], Live Chicago, Live in Concert, Live in Toronto, Live '69, Live 25 or 6 to 4, The Masters, Rock in Toronto, and Toronto Rock 'n' Roll Revival.) To Guercio's surprise, he was contacted by the real Chicago Transit Authority, which objected to the band's use of the name; he responded by shortening the name to simply 'Chicago.' When he and the group finished the second album (another double) for release at the start of 1970, it was called Chicago, though it has since become known as Chicago II.
Chicago II vaulted into the Top Ten in its second week on the Billboard chart, even before its first single, 'Make Me Smile,' hit the Hot 100. The single was an excerpt from a musical suite, and the band at first objected to the editing considered necessary to prepare it for AM radio play. But it went on to reach the Top Ten, as did its successor, '25 or 6 to 4.' The album quickly went gold and eventually platinum. In the fall of 1970, Columbia Records released 'Does Anybody Really Know What Time It Is?,' drawn from the group's first album, as its next single; it gave them their third consecutive Top Ten hit.
Chicago III, another double album, was ready for release at the start of 1971, and it just missed hitting number one while giving the band a third gold (and later platinum) LP. Its singles did not reach the Top Ten, however, and Columbia again reached back, releasing 'Beginnings' (from the first album) backed with 'Colour My World' (from the second) to give Chicago its fourth Top Ten single. Next up was a live album, the four-disc box set Chicago at Carnegie Hall, which, despite its size, crested in the Top Five and sold over a million copies. (The band itself preferred Live in Japan, an album recorded in February 1972 and initially released only in Japan.) Chicago V, a one-LP set, released in July 1972, spent nine weeks at number one on its way to selling over two million copies, spurred by its gold-selling Top Ten hit 'Saturday in the Park.' Chicago VI followed a year later and repeated the same success, launching the Top Ten singles 'Feelin' Stronger Every Day' and 'Just You 'n' Me.'
The next Top Ten hit, '(I've Been) Searchin' So Long,' was released in advance of Chicago VII in the late winter of 1974. The album was the band's third consecutive chart-topper and another million-seller. 'Call on Me' became its second Top Ten single. Chicago VIII, which marked the promotion of sideman percussionist Laudir de Oliveira as a full-fledged bandmember, appeared in the spring of 1975, spawned the Top Ten hit 'Old Days,' and became the band's fourth consecutive number one LP. After the profit-taking Chicago IX: Chicago's Greatest Hits in the fall of 1975 came Chicago X, which missed hitting number one but eventually sold over two million copies, in part because of the inclusion of the Grammy-winning number one single 'If You Leave Me Now.' Chicago XI, released in the late summer of 1977, continued the seemingly endless string of success, reaching the Top Ten, selling a million copies, and generating the Top Five hit 'Baby, What a Big Surprise.' (Source: www.billboard.com)


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