6 Sundays & 6 Friday evenings in Whittle-le-Woods, Chorley & a final weekend overlooking Coniston Water on 13-14 June 2020.
At the heart of yoga lies the process of Atma Vichara; a deep, honest & open self enquiry. In this philosophical & experiential course, we will develop a deep & fruitful self practice, that is not restricted to asana. Exploring pranayama, relaxation, mantra, depth psychology & meditation; we will peel back the layers of limiting beliefs that keep us from being able to truly accept & appreciate who we are.
If you want to take your yoga deeper, complete & submit the application form below. Its a long way down, keep scrolling!
Deep Foundations is a 60 hour yoga self enquiry course providing a supportive framework within which you can establish and deepen your personal practice and experience of yoga. You will gain a comprehensive grounding in basic practical techniques taught in the context of the philosophy that underpins yoga; the sutras of Patanjali.
Deep Foundations allows you to access the depths of yoga which cannot be gleamed from books, videos, classes or workshops. Studying yoga philosophy, history & theory allows you to move beyond yoga gymnastics to integrate the philosophy of the sutras into your practice contextualising yourself within this ancient tradition to give a truly embodied somatic experience.
The Feel Now Yoga Deep Foundation Course is facilitated by Debbie Farrar, a lifelong yoga practitioner, who has been teaching yoga & facilitating transformative experiences since 1999. This is Debbie's 13th Deep Foundation Course. It is suitable for anyone wanting to go deeper into their practice & themselves to find their natural yoga being state, and so is an ideal preparation for those wishing to train as yoga teachers in the future, but equally suitable for committed yoga practitioners with no ambition to teach. The course starting in September 2018 will be team taught with Ryan Dixon. Ryan graduated from the Foundation Course with Debbie in 2012 onto the renowned Yoga Teacher Training Course at the Mandala Yoga Ashram in Wales, where Debbie is now part of the teacher training team.
Progression to Yoga Teacher Training: The next Feel Now Yoga Teacher Training Course intake is October 2020, so this Foundation Course can lead directly onto that Teacher Training.
Course Content: The course syllabus covers 60 hours of preparation for practise, asana (postures), mudra (sealing gestures), basic breathing, kriya (cleansing practice), pranayama (breathing practices), concentration techniques, relaxation techniques, chanting, talks & discussions on the context, meaning & philosophy of Yoga. This will include discussions of the Chakras, Yoga Sutras, Bhagavad Gita & Upanishads to give you a thorough & deep grounding for progression to teacher training.
Course Requirements: Students are required to have been attending yoga classes for approximately 2 years before starting the course. During the course, students are expected to practise regularly and are encouraged to keep a reflective journal about this practice. Other than this there is no written homework and the course is not formally assessed. A minimum of 80% attendance is required to gain your certificate.
Dates & Venues: This course will take place over 6 Sundays & 6 Friday evenings at Whittle-le-Woods Village Hall, Union Street, Whittle-le-Woods, PR6 7LN with a final weekend in Coniston, on 13 & 14 June 2020.
Sun 05 Apr 10-5pm - MIND: Does it Matter?
To enrol, complete & submit the application form below. If you have any trouble with the form, email helpme@feelnowyoga.com.
Successful applicants will be invited to attend an course evaluation session. Please indicate which you can attend on the form below. If you cannot attend, don't worry, your evaluation can take place at one of Debbie's or Ryan's classes instead. These evaluation sessions are an opportunity for you to evaluate us as well as an opportunity for us to ascertain your suitability for the course. Your ability to perform asana is not being assessed. We are looking for an ability to listen to the body and practice with sensitivity and awareness.
Assuming the evaluation is successful, you will be officially accepted onto the course by email. To accept your place on the course, you will need to pay either your deposit or the early bird discounted full fee within 2 weeks of being offered a place. This can be done by cheque, bank transfer or through this website.
Early bird course fee: £495 if paid in full within 2 weeks of being accepted onto the course.
Instalment option: £145 deposit payable within 2 weeks of being accepted onto the course, followed by 4 monthly instalments of £100.
Please call 07940 594374 if or email helpme@feelnowyoga.com if you have any questions.
7th November 2014: You're a sweetheart! Thank you. I've been struggling to decide on which teacher training course to apply for, I think practicality is dictating the ...... And I'll continue to come to your classes so that will probably be the overriding influence to my practice..... I 'dunno', it's a bloody minefield out there in the yoga world!! This would all be solved if you ran a teacher training course y'know!!! (LB) - Well, I do now!
I will be in touch soon with details about the interview.
If you have not heard from me within a week, something must have gone amiss, so please email me at debbiedoesyoga@hotmail.co.uk to let me know.


text:
Q: MSAccess Gets Warning Message Since Client Locked Down Users Machine I have a client that runs an MSAccess application.  Since they locked down the users machines, when the user opens the application they receive this message "You do not have access to make the required system configuration modifications.  Please rerun this installation from an administrator".  It lets them continue but the users get confused with the message.  Would this simply be a registery setting being accessed?  If so which one?
Thanks
Don

A: If the machine is really locked down, then it's possible that the location of the MS Access database is in a directory where they do not have file create permissions.  This then prevents Access from creating the necessary record-locking file upon start-up.
If this is your case, you may research to see if you can move the Access database to a different location to where the user has appropriate read/write access.

redpajama_set_name: RedPajamaStackExchange


text:
Q: R - how to "insert" a value into a row for a fill-in matrix EDIT
Hello, here's a more reproducible example.
I have an R script that borrows heavily from this blogpost and I'm trying to make some modifications to how the matrix of each simulation is constructed.
I'm really bad with for-loops in R, so I need a little help figuring it out.
What I'm hoping to do is find a way to inject a value to (re-baseline) for a certain row (or rows) ... maybe I'm over thinking this and missing something obvious?
# starting cash for each "simulation"
principle = 100

#starting inflation assumption
inflation = .05

#starting returns
returns = .02

# number of time units (lets say months)
n.obs = 5

# number of simulations (columns)
n.sim = 5

# time I retire and get access to 401k
  t_retire = 4

# amount of money available to be added to my principal at t==t_retire
  retire = 100

# simulate cases - they're all the same in this example
nav = matrix(start.capital, n.obs + 1, n.sim)
for (j in 1:n.obs) {
  nav[j + 1, ] = (nav[j, ] * (1 + returns - inflation))
}

I want to edit this for-loop to add the "retire" value to my existing "principle" at row (t_retire) = 4.

A: With the minimal example I think this might be what is desired:
 nav = matrix(start.capital, n.obs + 1, n.sim)

 for (j in 1:n.obs) { if(j==t_retire){nav[j, ] <- nav[j-1, ] + retire}
    nav[j + 1, ] = (nav[j, ] * (1 + returns - inflation))
 }
 nav
 #----------------------
          [,1]      [,2]      [,3]      [,4]      [,5]
[1,] 100000.00 100000.00 100000.00 100000.00 100000.00
[2,]  97000.00  97000.00  97000.00  97000.00  97000.00
[3,]  94090.00  94090.00  94090.00  94090.00  94090.00
[4,]  94190.00  94190.00  94190.00  94190.00  94190.00
[5,]  91364.30  91364.30  91364.30  91364.30  91364.30
[6,]  88623.37  88623.37  88623.37  88623.37  88623.37

If it's not the desired modification then at least it may form the basis for clarification. Not that the R habit of filling rows with copies of single values is at work here.


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For quite some time now, Stella Oduah, the masculine and wrestler-built Nigeria's minister of aviation, seems to be permanently hooked to scandals of various dimensions and magnitude. Her 27-month tenure as minister has been dogged by several controversies and scandals. Not only this, the aviation industry under her watch has witnessed two major air disasters leading to the loss of no fewer than 200 precious lives.
The latest scandal involving the minister has to do with the purchase of two BMW 760 Li luxury cars which were recently purchased for her by the Nigerian Civil Aviation Authority, NCAA. The way and manner the cars were procured as well as the exorbitant price tag placed on them seems to have compounded the integrity issues confronting her. The minister has come under severe criticisms from notable members of the public following the revelation that the NCAA bought the two bullet-proof vehicles for a whopping $1.6 million or N255 million. The armoured vehicles were reportedly delivered to her in August this year.
The BMW is a fast-moving car with all the accompanied luxuries. For those who prefer a quick dash all around, any make of the BMW series could satisfy their sartorial taste. Findings on the BMW website indicate that the 760 Li HSS model purchased for the exclusive use of the minister has a shelf price of $186,000 or N29, 760,000 (at N160 per dollar). However, the price varies, depending on options, that is, the aesthetics – both the interior and exterior finishing of the luxury car. It is purposely built to meet the highest and most demanding security requirements. The 760Li High Security model has been tested by a German bullet and firing inspection authority. With its 6.0 cm bullet-proof glass, the car can withstand attacks with explosives or bullets of the armour-breaking 7.62x54R API calibre often used by terrorist organizations such as the rampaging Boko Haram insurgents currently ravaging the north-eastern part of the country. It has a reinforced body and explosion-resistant undercarriage that meets the higher VR9 standard. Even if it is hit by a high velocity impact such that could lead to a sudden loss of tyre pressure, the vehicle can run on flat tyres for an upward of 50 kilometres at an average speed of 80 kilometres per hour. The car's emergency exit is conveniently situated around the front wide screen.
There are other security features and relaxation ambience that come with the car. Its long-distance infrared technology can pick out people on the carriageway in poor visibility or at night at a distance of up to 300 metres. The optional rear-seat entertainment system allows two passengers to watch the same or different DVDs at the same time. It also allows the occupants of the back to follow the car's progress on the navigation system, or even go on the internet as they cruise along. This is possible because two distinct and independent 9.2-inch colour screens are built into the front headrests. To complete this out-of-this-world luxury, in case the owner or occupant desires a good massage to emerge from exhaustion, tiredness or boredom, the car provides optional massage function in the rear-seat backrests.
The latest revelation has come at a time when certain events in the aviation industry, which Oduah supervises, have become a cause for concern and embarrassment, not just for Nigerian air travellers, but also for the world at large. The first was the Dana Air crash in Lagos on June 3, 2012 barely one year after she took over as Aviation Minister, in which 159 people died. Another one was the Associated Airlines crash of October 3, also in Lagos, which claimed 15 lives.
Apart from the two fatalities, many air passengers had escaped death by the whiskers on some other occasions. One of such happened a day after the Associated Airline's crash, when a Kabo Airline's Boeing 747-400 plane, which was taking an estimated 512 pilgrims for this year's Hajj to Saudi Arabia, made an emergency landing at the Sokoto airport after suffering deflated tyres. The emergency landing caused some damages to the airport's Instrument Landing System.
A few days after this near-tragedy, an IRS Airlines Fokker-100 plane carrying 99 passengers also made an emergency landing at the Kaduna airport after developing hydraulic problem mid-air. The nation's embarrassment is not limited to the Nigerian airspace though, as a Nigerian registered cargo airplane had also crashed in Accra, Ghana, on June 2, 2012, a day before the Dana crash.
In the wake of the Associated Airline's crash, the unrepentant aviation minister had stirred the hornet's nest in an ill-informed press conference she addressed after the incident. Oduah had incurred severe public criticism for describing the two major air crashes as "inevitable acts of God." She said that, as minister, her job was to provide leadership and ensure that the right policies were in place for the aviation sector to run efficiently. She passed the buck on safety and industry regulation to the heads of the agencies in the sector, such as the NCAA, the Federal Airports Authority of Nigeria and the Nigerian Airspace Management Authority.
While 'natural' disasters may not necessarily be anyone's doing, the fact remains that with the controversy thrown up by the recent air disasters in the country, it is quite obvious that many things are wrong with the nation's aviation industry. And from the look of things, coupled with the minister's vague admission that air accidents are acts of God, it seems that the minister may be ill-equipped to deal with the situation decisively. Based on the fatal accidents and near-mishaps that we have witnessed in recent times, one wonders if the Nigerian aviation sector has excellent standards and maintenance regulations for domestic airlines. If there are, they don't seem to be enforced.
Again, the minister had said the aviation sector needed injection of funds if air travel must be safe and secure. if this is true (and we all know this), isn't it then a contradiction that the same minister that desperately shops for operating funds is now engaged in a spending spree, compelling parastatals under her supervision to be buying amoured cars and other gifts for her? This is a dent on the integrity of the aviation minister.
Except in Nigeria where anything goes, it is absolutely unethical for the minister to have accepted 'gifts' from the NCAA, an agency she supervises. If there were threats to her life as she claims, there are constitutional provisions for that, as a bona fide Nigerian, even if she is not occupying public office. She should have exploited that means instead of accepting gifts from an agency whose shoddy handling of the aviation sector, many believe, has contributed enormously to the death of innocent people.
Certainly, Oduah may not be the only minister who breathes down too heavily on the parastatals they supervise. It is common knowledge that many of her mates compel such agencies to foot the bills of their transport, accommodation, feeding and more, each time they have to attend one function or the other. Even bills of family members, distant relations and other acquaintances are forced to be picked up by such agencies without a whimper from any of them. This is a corrupt practice that only a country like Nigeria, where ethical issues are taken with levity, condones.
As usual, rather than cover their faces in shame and or make atonement for the unbridled corruption involved in the purchase of the cars, including the highly inflated figures presented to the public, the management of the NCAA is busy chasing shadows. Now, they are busy hunting for the whistleblower, while the minister is sitting tight in office. Is this how we will continue to run the affairs of this country? The answer is no. Something must definitely give way. It is either the government shows a firm commitment to fighting corruption in all ramification or the citizens resort to self-help, which may take the form of pelting thieving officials with stones and other available objects on the streets. If the chaos this will precipitate will force our leaders to redress the endemic anomalies in the system, so be it!


Readers are either unable to pick this missing entry or it is assumed that SONOS is automatically the most enticing HomePod alternative.
You might be forgiven for thinking there is no alternative to the Apple HomePod at first glance. Hence why the subject is conspicuously missing.
Technology has enhanced our abilities and changed the criteria for proofreading and copy editing. In the process, it has also caused the functions to overlap in some way.
Proofreaders find errors throughout the typesetting or formatting of a document that's pretty clear. This is not always being done. On draft information, copy editors work on the flip side, check word use, correct grammar, and ensure that the record follows the rules of English. The copy editor checks the document for a feel and look. This is often not done correctly. Alternatively, use a professional to check on these things. I often refer to this in my blog articles.
It is important to understand that proofreading and copy editing are performed at varying levels. Proofreading means checking and reading of proofs against the original and today, the term is used to mean the checking of any text and often confused with copywriting. Proofreaders identify errors for correction and check copy word for word from a marked-up draft.
Fundamental to this whole thing is that proofreaders check for errors, repetition of words, and missing clauses!
With more and more of the world turning to English as the Lingua Franca, we have to learn to speak proper and it is almost our duty as native English speakers. One of the keys to this is proofreading.


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text:
Germ Warfare
San Diego Water Authority leads charge to establish TMDLs for bacteria-impacted waters
By John H. Reaves
The San Diego Regional Water Quality Control Board, in one of its most ambitious programs to date, proposes to set up rules that will reduce bacteria in stormwater runoff that flows to the coastline. In the past, the board has targeted chemicals. Now it is proposing to tackle bacteria, which originate in the intestines of warm-blooded animals (such as birds, feral cats, pets, livestock, horses, and humans) and have chronically exceeded safe levels. Pollution warnings have been commonplace.
Fecal bacteria have long been measured as an indicator of human pathogens in water. Those pathogens threaten the health of recreational users and those who eat shellfish. The board has made bacteria reduction a priority due to the human health concern and the potential economic losses associated with beach closures. There are huge challenges to identifying and controlling the myriad natural nonpoint sources of bacteria in the watershed, including the cost to cities and counties that must implement the board's ultimate order.
In 2003, the Regional Water Quality Control Board for the Los Angeles region (Long Beach to Ventura) adopted a basin plan amendment that established total maximum daily loads (TMDLs) for bacteria after obtaining state and federal approval. All regions within its jurisdiction are covered during "wet weather," whereas certain "reference" areas, including Santa Monica Bay beaches, were identified for "dry weather" while more information is gathered from other areas. It is still too early, according to one staff member knowledgeable about the local process at the San Diego board, to comment on its effectiveness or cost.
Southern California is not the only region facing these issues. Other regions across California, such as Tomales Bay and Napa River, and all across the country, including parts of the lower Mississippi and Chesapeake Bay, have recently approved TMDLs for bacteria or are in the process of doing so.
The legal authority for the bacteria order starts with Section 303(d)(1)(A) of the Clean Water Act, which states, "Each state shall identify those waters within its boundaries for which the effluent limitations … are not stringent enough to implement any water quality standard applicable to such waters." The board must develop TMDLs to restore such waters.
The board defines TMDLs as "the sum of the individual waste load allocations for point sources and load allocations for nonpoint sources and natural background such that the capacity of the waterbody to assimilate pollutant loading (the loading capacity) is not exceeded." In other words, the board divides and allocates the maximum pollutant standard among all the contributing sources.
Bacteria-impaired waters
The San Diego board first proposed in 2003 to address 19 of the 38 bacteria-impaired waterbodies with new TMDLs, from San Diego to southern Orange County. The board identified those waterbodies in its 2002 List of Water Quality Limited Segments, updated in 2006, which was compiled pursuant to Section 303(d). After drafting a technical report, seeking public input, and a series of revisions, the board on April 25 held a public hearing on the proposed basin amendment to include numeric targets in the TMDLs for bacteria. A follow-up hearing was planned for June 13. A final decision will not likely occur until this fall, and that will be subject to state and federal regulatory approval.
There are 12 different watersheds that contribute runoff to the coastline subject to the proposed TMDLs, each with unique attributes and sources. Twenty-six cities, Orange and San Diego counties, Caltrans, flood control districts, and owners/operators of stormwater drains will be swept up by these new TMDLs. The magnitude and complexity of the issues is staggering.
Specifically, the board is seeking to amend its basin plan, pursuant to California's Porter- Cologne Water Quality Act (under Section 13240 of the Water Code), in order to add the proposed TMDLs. If amended, the plan would then affect creeks, shorelines, and creeks discharging to the ocean. The board also must prepare an environmental impact report under the California Environmental Quality Act in conjunction with the amendment. Stringent numeric levels are designed to protect not only human health but also shellfish harvesting from bacteria.
The board will implement new TMDL requirements, primarily by inserting them into National Pollutant Discharge Elimination System (NPOES) permits for storm drains as coastal communities seek permit renewal. Storm drains are treated as point sources, yet they are hardly like point sources in the historical sense, such as an industrial discharge from a facility. Nearly all upstream nonpoint sources merely funnel runoff through such drains at the end point, making them a practical target of regulators.
NPDES permitees will be required to develop bacteria load reduction plans, use "best management practices," and implement monitoring components to achieve those goals. The board also considers the Porter-Cologne Water Quality Act to be its principal source of authority to regulate nonpoint sources with TMDLs. "Management measures" will be used to reduce nonpoint loads.
No uniform runoff
In preparing TMDLs, the board used models that took into account episodic storms in which high levels of bacteria enter the coastline as well as "dry-weather urban" runoff, given San Diego's limited rainy season. Wet-weather flows are defined as 0.2 inches of rain or more in any 72-hour period. Dry-weather flows include all other times; these often are caused by excess irrigation and by washing cars and hardscapes.
The runoff is not uniform. Moreover, a portion of urban runoff that does not enter a storm drain comes from "uncontrollable" sources, such as birds and wildlife. The board claims it will focus on controllable sources. The TMDLs, however, must be met regardless of the source. There are concerns among the cities and counties that the net effect is to have a "zero" discharge policy from all non-natural sources.
The board has not yet decided whether it will allow a certain number of days of exceedances, as allowed by Los Angeles. Because rainy days cause an uncontrollable deluge of bacteria and contaminant-laden runoff to surge through storm drains to the coastline, exceedances are inevitable given today's storm drain configuration.
There is a certain leap of faith in the board's approach. The board openly states limitations may change over time as better scientific understanding of the interplay of bacteria and human health evolves. For instance, the board acknowledges that spikes in bacteria associated with urban runoff do not necessarily correlate with increased human pathogens, citing local studies done in 2003 and 2004. In one example, bacteria "regrows" and peaks at low tides in eel grass and likely does the same in storm drains during tidal fluctuations. As can be imagined, that regrowth phenomenon is one of the significant challenges cities will face. The regrowth then competes, along with bird and other animal wastes, with bacteria loads from other sources. It also is not clear whether birds, which do not come in contact with humans, carry human pathogens.
More studies are needed to better correlate bacteria with pathogens. As noted by Mo. Lahsaie, the Clean Water Program coordinator for Oceanside, Calif., cities must identify the sources of bacteria, both anthropogenic and natural, in the watershed affecting their jurisdiction. Oceanside is under the jurisdiction of the San Diego board.
Cities typically compete for limited grants to help fund their investigation. After identifying the sources, Lahsaie states their task will be to eliminate them. Residential and agricultural sources are particularly difficult to control, he said. Of course, there will be an educational component to make residents aware of the issues, leading, perhaps, to enforcement and penalties for noncompliance. That is virtually inevitable as communities will face threats of citizens' suits for violating their NPDES permits.
Diversions and more treatments
Some cities are diverting or considering how to divert dry water flows before they enter creeks and rivers. Others, like the city of Oceanside, may have to install more ultraviolet light or ozone treatments at the mouths of creeks and rivers. In the end, if the communities are unsuccessful at meeting the
TMDL requirements upstream of the storm drains, they will have to address them by diverting runoff from the storm drain to sanitary sewers. The capital expense to install piping and expand sanitation facilities will be, well, incapacitating in many instances.
Compliance must occur within 10 to 17 years, depending on location. Differences depend on, for example, amount of swimmer use, whether shellfish are harvested or not, and frequency of exceedances for a particular area. NPDES permittees have a formidable task ahead, not only in terms of finding technical ways to comply with the TMDLs but finding the money to do so. How much will it cost?
The estimated upper range by larger permittees goes up into the billions. Whether that proves to be the case remains to be seen. The imposition of the bacteria TMDLs in San Diego will not be immediate, with the measures that will be used still in formulation. Next in line are TMDLs for San Diego Bay and Dana Point Harbor. The board has ordered coastal communities to investigate the impact of bacteria, nutrient, and sediment loads to lagoons and provide necessary data for the board to then formulate TMDLs. You can be sure the cities and counties will relish picking their poison.
The link to the San Diego board's Web site regarding this issue is http://www.waterboards. ca.gov/sandiego/tmdls/bacteria.html
John H. Reaves, who practices environmental law from San Diego, received his J.D. from Santa Clara University School of Law in 1983. His practice emphasizes all hazardous and solid waste matters. He has lectured frequently on environmental and insurance matters and has co-chaired the Environmental Law/Land Use Section of the San Diego County Bar Association for most of the years since 1986.

redpajama_set_name: RedPajamaCommonCrawl


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text:
Classes and Castes. Ghana's stratification system follows both precolonial and modern patterns. Most traditional kingdoms were divided into three hereditary classes: royals, commoners, and slaves. The royals maintained exclusive rights to fill the central offices of king and, for Akan groups, queen mother. Incumbents acquired political and economic privileges, based on state control over foreign trade. Unlike European nobilities, however, special status was given only to office-holders and not their extended families, and no special monopoly over land
A busy street in Kumasi. Ghana's urban centers are dominated by European-style buildings, a reminder of its British colonizers.
was present. Moreover, royals regularly married commoners, a consequence of a rule of lineage out-marriage. Freemen held a wide variety of rights, including unhampered control over farm land and control over subordinate political positions. Slavery occurred mainly as domestic bondage, in which a slave could command some rights, including the ability to marry a nonslave and acquire property. Slaves were also used by the state for menial work such as porterage and mining.
Slavery is no longer significant. Traditional royalties are still recognized but have been superseded by Westernized elites. Contemporary stratification is based on education and, to a lesser degree, wealth, both of which have led to significant social mobility since independence. Marked wealth differences have also emerged, but have been moderated by extended family support obligations and the communal rights that most Ghanaians hold in land. Northerners, however, form a noticeable underclass, occupying low status jobs. Bukinabe and Togolese are especially disadvantaged because, as foreigners, they cannot acquire land.
Symbols of Social Stratification. In traditional practice, kings and other hereditary officials marked their status through the use of regalia, such as umbrellas and staves, and the exclusive right to wear expensive clothing, such as kente cloth, and to consume and distribute special imported goods. In modern times, expenditure on Western consumer items has become the dominant status marker. Clothing, both expensive Western and traditional items, is an important symbol of education and wealth. Luxury cars are also significant—a Mercedes-Benz is the most dominant marker of high rank. Status must also be demonstrated in public display, especially in lavish funerals that acclaim both the deceased and their descendants.


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01.09.2018 World Cup Karlovy Vary Olympic Distance Elite 18.
02.06.2018 World Cup Cagliari Sprint Distance Elite 16.
17.09.2016 World Triathlon Series Cozumel Gesamtwertung Elite 67.
20.08.2016 Olympic Games Rio de Janeiro Olympic Distance Elite 35.
16.07.2016 World Triathlon Series Hamburg Sprint Distance Elite 34.
26.06.2016 European Championships Châteauroux Sprint Distance Elite 5.
08.05.2016 World Cup Cagliari Sprint Distance Elite 23.
07.03.2016 World Triathlon Series Abu Dhabi Olympic Distance Elite 18.
25.10.2015 World Cup Tongyeong Olympic Distance Elite 22.
18.10.2015 World Cup Alanya Olympic Distance Elite 5.
19.09.2015 World Championships Chicago Sprint Distance U23 1.
18.09.2015 World Triathlon Series Chicago Gesamtwertung Elite 52.
09.08.2015 World Cup Tiszaujvaros Sprint Distance Elite 2.
19.07.2015 World Triathlon Series Hamburg Sprint Distance Elite 23.
31.05.2015 World Triathlon Series London Sprint Distance Elite 31.
07.03.2015 World Triathlon Series Abu Dhabi Sprint Distance Elite 32.
27.09.2014 World Cup Alanya Olympic Distance Elite 5.
29.08.2014 World Championships Edmonton Sprint Distance Juniors 3.
20.06.2014 European Championships Kitzbühel Sprint Distance Juniors 2.


Change up your yoga routine by taking it to the water. Anse Chastanet now offers stand up paddleboard yoga which will see you take on a new challenge whilst simultaneously basking in the splendor of Anse Chastanet Beach whilst floating upon the tranquil Caribbean Sea.
Stand up paddleboard yoga is asanas (yoga poses) practiced on the paddleboard in the most serene setting you can imagine. Moving to the water adds a whole new dimension to your practice, on the water you have no choice but to be present and focused. Your mind has no desire to wonder off to other thoughts about the past or the future. You can let go of your expectations and judgments with your mind focused on of the foundations in yoga.
It's a fun practice with some major benefits, for the mind as well as the body, and the best part is if it gets to hot, then a cooling dip in the sea is not far.
The class is offered by resident yoga instructor Laura who has been practicing yoga and meditation since she was a teen. She always adapts every class so it is relaxing, meditative, energizing and breaks down challenging asanas so they are accessible but still fun for every level, from beginner to advanced, whether it's on land or on a Paddle Board.
Both group and private classes are available. The resort also offers a complimentary paddle board yoga demonstration every Tuesday from 12:15 p.m.


Dan Bloom JD, LSW è uno psicoterapeuta che pratica attività privata a New York City, curatore di libri, scrittore, supervisore clinico, docente di psicoterapia. Dan è stato formato da Laura Perls, Isadore From, Richard Kitzler e Patrick Kelley nel New York Institute for Gestalt Therapy. E' Past President e membro del New York Institute for Gestalt Therapy. Dan è anche presidente della AAGT (Associazione per l'Avanzamento della Gestalt Therapy), una community internazionale.
Dan è membro della facoltà del New York Institute for Gestalt Therapy, è professore aggiunto del The Center for Somatic Studies, Gestalt Associates di New York, dell'Istituto di Gestalt HCC Italy di Siracusa, Palermo, Milano, e della facoltà internazionale Gestalt therapy Sydney, Australia. Inoltre insegna e fa supervisione in modo indipendente a terapeuti della Gestalt.
E' Co-direttore della Rivista online Gestalt ed è stato Editor-in-Chief di Studies in Gestalt Therapy: Dialogical Bridges, una rivista che fa dialogare la terapia della Gestalt con gli altri modelli psicoterapeutici. Fa parte del comitato editoriale della Gestalt Review. Dan ha pubblicato diversi articoli e capitoli in numerosi libri sulla terapia della Gestalt. Attualmente divide il suo tempo facendo supervisione, insegnando, pubblicando e scrivendo, è inoltre impegnato a sviluppare la teoria e la pratica della psicoterapia della Gestalt in nuove direzioni.
Dan Bloom JD, LSW is a psychotherapist in private practice in New York City, editor, writer, clinical supervisor, and psychotherapy trainer. Dan himself trained with Laura Perls, Isadore From, Richard Kitzler, and Patrick Kelleyat the New York Institute for Gestalt Therapy. He is past president and Fellow of the New York Institute for Gestalt Therapy. Dan is also past president of the Association for the Advancement of Gestalt Therapy, an international community.
Dan is a faculty member of the New York Institute for Gestalt Therapy, and adjunct faculty of The Center for Somatic Studies, Gestalt Associates of New York, New York, Istituto di Gestalt HCC, Syracuse, Italy, and international faculty Gestalt therapy Sydney, Australia. He also independently trains and supervises gestalt therapists. He is Co-Editor of the online journal Gestalt and Editor-in-Chief of Studies in Gestalt Therapy: Dialogical Bridges, a comparative journal of gestalt therapy and other psychotherapeutic modalities.
He is on the editorial board of the Gestalt Review. Dan has published many articles to gestalt therapy journals and contribute chapters to gestalt therapy books. He currently divides his time supervising, teaching, editing, and writing and is committed to developing the theory and practice of gestalt therapy in new directions.


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December 2022: Credit Management News Digest:
Welcome to the December 2022 issue of Credit Management News Digest.
This month's issue is sponsored by Farosol.
UK: Late Payment & Insolvencies
UK Business Confidence & Trade Sectors
Credit Management Tools
Credit Insurance News Digest
About this month's sponsor: Farosol
UK and Ireland: Late Payment & Insolvencies
3 December. UK Government launches review into 'intolerable' late payment. UK Business Secretary, Grant Shapps, has announced a comprehensive review into tackling late payments for small businesses while urging large companies to pay their smaller suppliers promptly. With over £23.4 billion currently owed in outstanding invoices to UK businesses, the Payment and Cash Flow Review will consider the progress made in specific sectors of the economy in combating late payment and include an in-depth examination of current payment reporting regulations and the Prompt Payment Code. Grant Shapps commented: "That many small firms are routinely paid late is intolerable and presents a real barrier to productivity, the creation of high-skilled jobs and ultimately economic growth." To read Gov.UK's news release go to https://www.gov.uk/government/news/business-secretary-launches-review-to-prevent-small-firms-from-being-ripped-off-by-larger-companies.
Licensed under the terms of Open Government. Licence v3.0.
15 November. UK corporate insolvencies were 31.9% higher in October compared to the same month in 2019. The latest data from the Insolvency Service has found that UK corporate insolvencies increased by 15.7% in October 2022 to a total of 1,948 (compared to September's 1,684) and increased by 38.2% compared to October 2021's figure of 1,410. Corporate insolvencies were also 31.9% higher than October 2019's total of 1,477. Nicky Fisher, Vice President of R3, commented that the rise was being driven by an increase in Compulsory Liquidations, Creditors' Voluntary Liquidations, and Administrations, and noted that a series of economic issues, the end of temporary insolvency legislation and a lack of a post-COVID "bounce" have resulted in more directors choosing to close their businesses and more creditors calling in debts as a means of balancing their own books. To read R3's news release go to https://www.r3.org.uk/press-policy-and-research/news/more/31434/page/1//.
December. UK company insolvencies for 2022 rise to 24,684 — a 42% increase compared to the same period in 2021. New data from Creditsafe has found that 2,682 companies became insolvent in November 2022, a 23% increase compared to October 2022. The total number of UK company insolvencies for 2022 to November rose to 24,684 — a 42% increase compared to the same period in 2021 and a 38% increase compared to 2020. The Construction sector remains the most significant contributor to the insolvency numbers, representing 17% of all insolvencies in November 2022, with 452 Construction companies becoming insolvent. Year-to-date, Construction accounts for 18% of all company insolvencies in 2022. In addition, Creditsafe advises that two sectors that traditionally see large numbers of business failures and are worth keeping under review are Wholesale and Retail. The combined total of these sectors represents 25% of all insolvencies. To read Creditsafe's news release go to https://www.creditsafe.com/gb/en/blog/reports/insolvencies.html.
13 November. Almost half of UK SMEs are facing a cliff edge on energy bills. A new British Chambers of Commerce (BCC) survey has found that nearly half of UK SMEs will find it difficult to pay their energy bills once the Government's Energy Bill Relief Scheme ends on 31 March 2023. A further 4% say they will not be able to pay their energy bills at all, while 37% predict they will find it difficult to pay even when they are in receipt of Government support. Shevaun Haviland, Director General of the BCC, commented on the findings: "It's clearly worrying that almost half of SMEs say they will face difficulties paying their energy bills once the Government support runs out. But what is, perhaps, even more concerning is that 4% said that they will not be able to pay their bills at all after 31 March. With over 5.5 million SMEs across the UK, if this was replicated on a national level, over 220,000 small and medium-sized businesses would be in danger." To read the BCC's news release go to https://www.britishchambers.org.uk/news/2022/11/almost-half-of-smes-facing-april-cliff-edge-on-energy-bills.
22 November. UK GDP is set to contract by 0.4% in 2023 and rise by just 0.2% in 2024. The OECD's latest Economic Outlook estimates that following a 4.4% expansion in 2022, UK GDP will contract by 0.4% in 2023 and rise by just 0.2% in 2024. Inflation will remain above 9% into early 2023 before slowly falling to 4.5% by the end of 2023 and to 2.7% by the end of 2024. However, the OECD warns that risks to the outlook are considerable and tilted towards the downside and suggests that, although the UK economy has limited direct trade links with Russia and Ukraine, it is vulnerable to developments in the global energy market. In addition, higher-than-expected goods and energy prices could weigh on consumption and further depress growth. To read OECD (2022), OECD Economic Outlook, Volume 2022 Issue 2: Preliminary version, OECD Publishing, Paris, go to https://doi.org/10.1787/f6da2159-en.
12 December. UK GDP grew 0.5% in October but fell by 0.3% over the quarter. According to the latest data released by the Office for National Statistics (ONS), monthly UK GDP is estimated to have grown by 0.5% in October 2022, following a fall of 0.6% in September 2022 (affected by the additional bank holiday for the State Funeral of HM Queen Elizabeth II). Monthly GDP is now estimated to be 0.4% above pre-COVID levels (February 2020). The services sector grew by 0.6% in October 2022 after falling by 0.8% in September 2022. Output in consumer-facing services grew by 1.2% in October 2022, after falls of 1.7% in September 2022 and 1.6% in August 2022. Production remained broadly flat in October 2022 after growth of 0.2% in September 2022. The construction sector grew by 0.8% in October 2022 — its fourth consecutive increase. Looking at the broader picture, GDP fell by 0.3% in the three months to October 2022 compared with the three months to July 2022. To read the ONS' news release go to https://www.ons.gov.uk/economy/grossdomesticproductgdp/bulletins/gdpmonthlyestimateuk/october2022.
16 November. The OBR predicts that the UK entered recession in Q3 2022. The Office for Budget Responsibility (OBR) has warned that with high inflation and rising interest rates weighing on demand, it expects the UK economy to have entered a recession lasting just over a year from the third quarter of 2022, with a peak-to-trough fall in output of 2.1%. Although base effects from strong growth in the second half of 2021 are expected to result in annual GDP growth in 2022 as a whole of 4.2%, GDP is expected to fall by 1.4% in 2023. The OBR adds that, without the fiscal support to households and businesses provided by the Energy Price Guarantee and other measures announced since March, we estimate that the recession would be 1.1% points deeper, with a peak-to-trough fall in GDP of 3.2% and the trough in the output gap 0.5% deeper. To read the OBR's news release, with a link to the full report, go to https://obr.uk/efo/economic-and-fiscal-outlook-november-2022/.
8 December. A long road to recovery after over a year of recession. The British Chambers of Commerce's (BCC) latest Economic Outlook forecasts the UK economy will remain in recession for five quarters before an anaemic recovery in 2024. However, inflation has likely peaked at 11%. Following UK GDP growth of 4.2% in 2022, the BCC's annual expectation for GDP growth in 2023 is now -1.3%, broadly in line with the Office for Budget Responsibility (OBR) and Bank of England's predictions. However, unlike the Bank of England, the BCC expects the economy to grow in 2024, albeit at 0.7% — around half of the OBR's forecast. A poor outlook for the global economy means exports are also likely to fall, although they will be outstripped by a sharper decline in imports. BCC expects export growth of 7.3% in 2022, -2.7% in 2023 and 0.4% in 2024, compared to import growth of 11.2%, -6.6% and 0%. To read the BCC's news release go to https://www.britishchambers.org.uk/news/2022/12/bcc-economic-forecast-long-road-to-recovery-after-over-a-year-of-recession.
5 December. CBI Economic Forecast predicts a UK recession will last until the end of 2023. The CBI had advised that the UK is likely to have fallen into a recession in Q3 2022 (when GDP shrank by 0.2%) and warned that it expects a relatively mild recession to last until the end of 2023. As a result, the CBI has downgraded its GDP growth outlook significantly to -0.4% in 2023 (from 1.0% in its last forecast) after 4.5% growth this year. The CBI also expects CPI inflation to have peaked in October (at a 40-year high of 11.1%) and fall gradually over the coming year, although it will remain significantly above the Bank of England's 2% target over 2023, ending the year at 3.9%. The outlook improves in 2024, when the economy grows by 1.6%, thanks to inflation falling back further and the squeeze on household incomes alleviating. However, GDP will not return to its pre-COVID level (in Q4 2019) until Q2 2024. To read the CBI's news release go to https://www.cbi.org.uk/media-centre/articles/no-new-year-cheer-for-uk-economy-with-productivity-and-business-investment-weakening-cbi-economic-forecast/.
28 November. Thirty years of business trends data: The emergence of Britain's 'see-saw economy'. According to data released by BDO, the UK has experienced more volatile economic activity across the last 15 years, compared with an almost consistent period of economic growth in the 15 years prior. The 2008 financial crisis, Brexit, the COVID-19 pandemic and Russia's invasion of Ukraine have all contributed to record peaks and troughs. Kaley Crossthwaite, Partner at BDO, commented: "Since we started publishing our Business Trends report three decades ago, the UK and global economies have experienced a number of shocks. The 'see-saw economy' we've experienced across the last 15 years demonstrates the sheer impact events such as the financial crisis, Brexit vote and COVID-19 pandemic have had on the economic climate." To read BDO's news release go to https://www.bdo.co.uk/en-gb/news/2022/30-years-of-business-trends-data-the-emergence-of-britains-see-saw-economy.
5 December. Supply chain chaos and inflation outstrip energy bills as the top concern for UK businesses in the run-up to Christmas. According to the latest research from BDO, rising supply chain costs are the top concern plaguing half of mid-sized companies in the UK. In the bi-monthly survey of 500 medium-sized business leaders, half (49%) said rising supply chain costs ranked top of their concerns between now and Christmas. Supply chain disruption is also one of the biggest challenges facing one in three businesses (33%), while just 16% were most concerned about energy bills specifically. Over a quarter of firms (27%) fear customers spending less in the run-up to Christmas due to the cost of living crisis. This rises to almost a third (30%) in the leisure and hospitality sector. To read BDO's news release go to https://www.bdo.co.uk/en-gb/news/2022/supply-chain-chaos-and-inflation-outstrip-energy-bills-as-top-concern-for-businesses-in-christmas-run-up.
23 November. One in four small UK firms expects to close, downsize, or restructure if energy bills relief ends in April next year. According to a new FSB energy survey, small UK firms' survival during the ongoing energy price crisis will depend on continued government support through the Energy Bill Relief Scheme (EBRS) beyond March 2023. A quarter of small firms (24%) plan to close, downsize, or radically change their business model if the government reduces energy support post-March next year. This rises to 42% of firms in the accommodation and food sector, followed by the wholesale and retail (34%) and manufacturing sectors (29%). A majority of 63% say energy costs have increased this year compared to last year. Some 44% report a double, triple or even higher increase in their energy bills, and nearly one in five (19%) say their bills have tripled or higher. To read the FSB's news release go to https://www.fsb.org.uk/resources-page/one-in-four-small-firms-plan-to-close-downsize-or-restructure-if-energy-bills-relief-ends-in-april-next-year-new-survey-reveals.html.
26 November. UK footfall stumbles as the cost of living crisis puts off consumers from visiting the shops in November. According to the latest British Retail Consortium (BRC) Sensormatic IQ data, total UK footfall decreased by 13.3% in November (Yo3Y), 1.5% points worse than October 2022 and the 3-month average decline of 11.5%. High Street footfall declined by 13.6% in November (Yo3Y), 2.0% worse than last month's rate and the 3-month average decline of 12.3%. Shopping Centre footfall declined by 23.2% (Yo3Y), 1.4% worse than last month's rate and the 3-month average decrease of 22.6%. Northern Ireland saw the shallowest footfall decline of all regions at -7.0%, followed by Scotland at -15.0% and England at -15.4%. Wales saw the steepest decline at -16.2%. Big cities were particularly hard hit, with Birmingham, Bristol and Manchester all seeing the most significant drops in footfall since January. To read BRC's news release go to https://brc.org.uk/news/corporate-affairs/footfall-stumbles-ahead-of-christmas/.
23 November. The cost-of-living crisis is set to impact UK Christmas spending habits. The latest EY Future Consumer Index finds that nearly half of UK consumers (43%) expect to spend less over the festive season compared to 22% for the same period last year. The 11th edition of the survey of over 1,000 UK consumers found that falling consumer confidence due to the cost-of-living crisis will impact Christmas spending habits. 12% of UK shoppers said they would be cutting back on celebrations and expect to have smaller events this festive season, 29% are planning savings on food, while 31% expect to spend less on alcohol. Present giving will also be affected, with 43% of consumers planning on cutting back on gifts for friends and 34% planning on cutting back on gifts for family. To read EY's news release go to https://www.ey.com/en_uk/news/2022/11/ey-uk-future-consumer-index--consumers-cut-back-spending-for-christmas-as-cost-of-living-crisis-intensifies.
24 November. UK businesses need more confidence about the costs they will pay to export goods. A British Chambers of Commerce survey has found that 34% of UK SME goods exporters are either 'never confident' or 'rarely confident' about the final cost of shipping goods until they get the bill. Only 12% are 'always confident', and 55% are 'usually confident'. Half of SME exporters (47%) say it has become difficult to trade through UK or international ports since the start of 2022, while only 3% say it has become easier. 38% report no change. Businesses cited constant changes in shipping and transportation prices, unexpected customs charges, exchange rate volatility, delays at borders and fluctuating fuel costs as factors causing uncertainty. The same research also discovered that SME exporters generally do not regard a weaker pound as beneficial to their business. Half (50%) say a weaker pound generally corresponds to an increase in input costs, while 8% say it corresponds with a decrease. To read the BCC's news release go to https://www.britishchambers.org.uk/news/2022/11/cost-transparency-holding-back-exports.
28 November. UK retail outlook darkens in November. According to the CBI's latest quarterly Distributive Trades Survey, UK retailers saw their sales volumes fall at "a firm pace" in the year to November and remain pessimistic about their business prospects for the next three months. Retail sales declined in the year to November (-19% from +18% in October), with a broadly similar fall expected next month (-21%). Martin Sartorius, Principal Economist at the CBI, said: "Sales volumes fell at a firm pace in the year to November, and retailers remain notably downbeat about their future business prospects. This pessimism is reflected in investment intentions worsening to the greatest extent since May 2020. Retailers and wholesalers contribute £352 billion to the UK economy . . . these survey results underline what a tough time it is for the sector." To read the CBI's news release go to https://www.cbi.org.uk/media-centre/articles/retail-outlook-darkens-in-november-cbi-distributive-trades-survey/.
24 November. A "stark situation" for independent UK retailers as they enter their busiest time of year. Xero's latest Small Business Index has indicated that, although sales among the broader small business economy rose by 4.6% year-on-year, UK retailers experienced a 5.1% drop in sales in October. This follows a 7% rise in September. Overall, London experienced the strongest sales growth (+7.3% y/y), while Scotland (+3.1%), East Midlands (+3.5%), West Midlands (+3.9%) and Yorkshire & the Humber (+4.6%) experienced the lowest. Xero warns that this shows the stark situation for independent retailers as they enter their busiest time of year. Xero's research also found the length of time small businesses wait to be paid lengthened by 0.6 days to 30.5 days in October — the sixth increase in payment times in the past seven months. On average, late payments to small businesses by their customers increased again by one day, up to 8.3 days. To read Xero's news release go to https://www.xero.com/uk/media-releases/xero-xsbi-uk-october/.
22 November. Global GDP growth in 2022 looks set to grow at around half the pace of 2021. The OECD's latest Economic Outlook advises that, although its central scenario is not a global recession, it anticipates a significant growth slowdown for the world economy in 2023 and still high, albeit declining, inflation in many countries. Global GDP growth is projected to be 3.1% in 2022, around half the pace seen in 2021 during the rebound from the pandemic, and to slow further to 2.2% in 2023, well below the rate foreseen prior to the war. In 2024, global growth is projected to be 2.7%. Global prospects are also becoming increasingly imbalanced, with the major Asian emerging-market economies accounting for close to three-quarters of global GDP growth in 2023, reflecting their projected steady expansion and sharp slowdowns in the US and Europe. To read OECD (2022), OECD Economic Outlook, Volume 2022 Issue 2: Preliminary version, OECD Publishing, Paris, go to https://doi.org/10.1787/f6da2159-en.
11 November. NIESR downgrades its prediction for global growth in 2023. The National Institute of Economic and Social Research's (NIESR) latest global outlook for Autumn 2022 warns that its current global forecasts indicate higher inflation and slower growth in 2023 than previously, and, as a result, its prediction for global GDP growth for 2023 has been revised down from 2.8% to 2.5%. NIESR then expects slightly stronger GDP growth, at 3%, in 2024. NIESR's baseline forecast also projects recessions in Russia, Ukraine, and Germany in 2022 and 2023, while, after two successive quarters of falling GDP, the US economy will border on a recession in 2023. NIESR has also increased its projections for global inflation for 2022, from 9.6% to 10.6%, and for 2023, from 6.2% to 7.3%. To read NIESR's news release with a link to the full report go to https://www.niesr.ac.uk/publications/troubled-waters?type=global-economic-outlook.
28 November. World trade is weakening: WTO's Goods barometer indicates slowing growth as global import demand weakens. According to the latest WTO Goods Trade Barometer, as the global economy continues to be buffeted by strong headwinds, global trade growth will likely slow in the closing months of 2022 and into 2023. The Barometer's current reading of 96.2 is below both the baseline value for the index and the previous reading of 100.0, reflecting cooling demand for traded goods and below-trend growth. The WTO also notes that the downturn in the goods barometer is consistent with its trade forecast of 5 October, which predicted merchandise trade volume growth of 3.5% in 2022 and 1.0% in 2023 due to several related shocks, including the war in Ukraine, high energy prices, and monetary tightening in major economies. To read the WTO's news release with a link to the full report go to https://www.wto.org/english/news_e/news22_e/wtoi_28nov22_e.htm.
8 December. Potential global growth is predicted to average 2.8% annually between 2024 and 2029 before gradually declining. New research from Goldman Sachs suggests that the world's fastest years of economic growth are likely already behind it, with worldwide potential growth forecast to average 2.8% annually between 2024 and 2029 and gradually decline after that. That compares with an average of 3.6% in the decade before the global financial crisis and 3.2% in the ten years before the COVID pandemic. Emerging economies, led by powerhouses in Asia, are growing more quickly than developed ones and are forecast to keep catching up to richer countries. China is forecast to overtake the US as the world's largest economy by around 2035, while India is expected to have the world's second-largest by 2075. To read Goldman Sachs' news release go to https://www.goldmansachs.com/insights/pages/the-global-economy-in-2075-growth-slows-as-asia-rises.html.
21 November. OECD GDP growth was still sluggish in Q3 022. The OECD has advised that, according to provisional estimates, GDP in the OECD rose by 0.4% quarter-on-quarter in the third quarter of 2022. Quarterly OECD growth rates have now remained weak for the past three quarters. Among G7 countries, GDP grew by 0.6% in the US in Q3, following contractions in the two previous quarters. GDP growth also increased in Germany (to 0.3%, compared with 0.1% in the previous quarter) but slowed in Italy (0.5%, compared with 1.1%), Canada (0.4%, compared with 0.8%) and France (0.2%, compared with 0.5%). GDP fell in Japan (-0.3%, compared with growth of 1.1% in the previous quarter) and the UK (-0.2%, compared with Q2 growth of 0.2%). With the exception of the UK — which was still 0.4% below its pre-pandemic level in Q3 — GDP in the OECD area exceeded its pre-pandemic (Q4 2019) level by 3.7%. OECD (2022), GDP Growth - Third quarter of 2022, OECD, https://www.oecd.org/newsroom/gdp-growth-third-quarter-2022-oecd.htm.
22 November Morgan Stanley forecasts dramatic variations in economic outlook between Asia, Europe and the UK. Morgan Stanley believes global GDP growth in 2022, though lower than the 3% expected, will narrowly avoid recession — topping out at just 2.2%. Regionally, the outlook varies considerably. Morgan Stanley forecasts the US economy will tread water with 0.5% growth, and emerging markets should recover modestly. However, it expects that economies in Europe and the UK are likely to contract: the euro area by 0.2% in 2023 on the back of the ongoing energy crisis, while the UK economy is predicted to decline by -1.5% in 2023 — the greatest economic deceleration of any major economy, except for Russia. Although, as a whole, Asia's outlook is relatively upbeat, the real outlier is India where GDP is on track to expand by 6.2% in 2023. To read Morgan Stanley's news release go to https://www.morganstanley.com/ideas/global-macro-economy-outlook-2023.
Free service provides Prompt Payment Reports and insight into payment culture in the UK. The Good Business Pays website has a free facility that enables users to enter a company's name to receive a Prompt Payment Report detailing the average time the company takes to pay invoices, the volume of invoices it pays late, its performance in comparison to other companies, and the payment terms it offers. Users of the website are also encouraged to submit their own data based on past trading experience. In late 2021, the service introduced an annual Good Business Pays Fast Payer Award for companies that demonstrate good practices in fast and on-time payments to their smaller suppliers over time. The service has accredited nearly 300 companies this year with its Fast Payer Award.
Good Business Pays has also released a new report, 'Understanding Payment Culture — Insights from the Fastest Paying Companies in the UK', which examines the characteristics fast-Payers share, beyond paying their suppliers fast. For more information go to https://goodbusinesspays.com/.
Atradius Payment Practices Barometer finds that businesses in Western Europe are "greatly enhancing" their management of credit risk. Atradius has announced that it has published its 2022 edition of the Atradius Payment Practices Barometer survey findings for Western Europe. Topics covered include: the impact of late or non-payment on the industries polled; the average time it takes to turn overdue B2B invoices into cash; how businesses manage payment default risks related to selling on credit to B2B customers; expected challenges to profitability during the coming months. Atradius advises that this survey is a snapshot taken in a very volatile economic environment, and notes that companies in the various industries polled in several markets in Western Europe addressed this worry by greatly enhancing their management of credit risk. To read Atradius' news release go to https://group.atradius.com/publications/payment-practices-barometer/b2b-payment-practices-trends-western-europe-2022.html.
9th Annual Supply Chain Finance Summit, 24-25 January 2023. Madrid.
Growth in supply chain finance has been ongoing for over a decade with the pace accelerating in the past two years and showing no sign of slowing. With ESG, digitalisation and blockchain, the industry is now ushering a new stage of development. These developments are poised to aid reduction of the USD1.7tn trade finance gap, now at an all-time high. In the coming years supply chain finance will be a focus of growth for not only major global banks but also for those in emerging markets.
We are delighted to join our media-partners @BCR and @FCI for the 9th Annual Supply Chain Finance Summit on 24-25th January in Madrid to hear from industry experts to discuss the challenges of creating resilient, sustainable and harmonised payables finance solutions, which form the basis of the future of supply chain financing.
To register for an Early Bird discount please follow: https://bcrpub.com/events/9th-annual-supply-chain-finance-summit.
Credit Insurance News readers can get 20% discount with code: MEDIA-20.
STECIS, the Trade Credit Insurance & Surety Academy endorsed by ICISA, offers a range of webinars and classroom training courses.
The webinars on Trade Credit Insurance and Surety are organised multiple times per year. For 2023 the new range of Classroom courses are planned as well:
14 & 15 February 2023: Trade Credit Insurance Foundation Course
16 & 17 February 2023: Trade Credit Insurance Advanced Course
14 & 15 February 2023: Surety Foundation Course
16 & 17 February 2023: Surety Advanced Course
All classroom courses will take place in the Steigenberger Airport hotel close to Schiphol Airport/Amsterdam the Netherlands. The courses include the lunches and a dinner at the end of the first training day.
The courses are hosted by seasoned expert from the industry and there is enough opportunity for posing questions, discussions and networking.
Also there is the possibility to arrange an inhouse training: then there will be created a tailor made outline for your staff on basis the training demand of your of your company. The training will be effected at your own offices or at a venue of choice.
Details information about the webinar and classroom training courses are available on the Stecis' website: www.stecis.org also further information can be obtained by sending an e-mail to info@stecis.org.
Table Mountain, Cape Town. Farosol's international Annual Conference in 2022
Farosol, one of the leading international networks of specialist credit insurance brokers serving more than 20 countries around the world, recently held its first personal meeting in over 2 years. Cape Town was the postponed annual conference venue and was expertly hosted by its South African member Debtsource, Africa's leading credit management and insurance business.
The president of Farosol, Winfried Vogt and the CEO of Debtsource, Frank Knight welcomed old and new members, notably from Dedalo (Italy) and Hub Canada (Canada) to the conference. In addition, W. Denis of the UK confirmed their commitment to Farosol having recently acquired Trade Credit Global.
All the Farosol members who attended reaffirmed their momentum and commitment to work with cohesion as a global alliance which can clearly offer distinctive attractions for multinational clients. Indeed, the Farosol brand has such a growing presence in the international market place that several group members reported they had been approached by notable brokers in other countries wishing to join.
The conference was particularly successful, as after a long gap, the group came together with energy and enthusiasm to harness exciting plans for the future. It was very much the catalyst for redefining the strategic direction of the group with the appointment of Advisory Board directors to oversee sales, marketing, IT and new member recruitment developments. The objective is to differentiate Farosol from other networks whilst retaining the 'thinking globally acting locally' dynamic.
If you wish to know more do visit our website (www.farosol.com).
Copyright ©2022 Credit Insurance News. All rights reserved.


April was a month that I was looking forward to. A short break to climb a mountain and more importantly, to see the results of our weeks of training for the climb. Here's a picture of the crater lake of Mount Rinjani taken right after last light.


This cafe is at the junction of the A44 and A483 Nr Crossgates.
The Cafe Express is part of Crossgates service station complex and as with most of the places listed it's very popular with bikers of a weekend, the food is the typical freezer to fryer kind of stuff and would never win any awards but it's clean, edible and the staff are always friendly, what more could you want?
Visiting the cafe is enough.


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Solar Power Users, Utility At Odds Over Backup Fee Alabama has some of highest solar fees in the U.S. and critics say it's hurting solar customers. It's one of several states where utilities are proposing or raising fees for homes with rooftop solar.
To Some Solar Users, Power Company Fees Are An Unfair Charge
To Some Solar Users, Power Company Fees Are An Unfair Charge 4:23
June 2, 20199:01 AM ET
T.K. Thorne says the $20 monthly solar fee she pays to Alabama Power will double the time it will take to pay off her rooftop solar system. Julia Simon for NPR hide caption
Julia Simon for NPR
T.K. Thorne says the $20 monthly solar fee she pays to Alabama Power will double the time it will take to pay off her rooftop solar system.
In Alabama's Blount County, off the highway, down a dirt road and up a hill is writer T.K. Thorne's house. She points to her roof and a shining row of black solar panels.
It's a 4-kilowatt system — pretty typical for residential solar — and Thorne got it almost four years ago hoping to help the environment and reduce her electricity bill.
It was a big investment — $8,400 even after a federal tax break. Thorne estimated how long it would take to pay off the solar system, installed the panels, and began waiting for the savings to begin.
The Two-Way
California Moves Forward With Plan To Require Solar Panels On New Homes
But then she found out about a monthly $5-per-kilowatt solar fee from the state's largest utility, Alabama Power.
"That's $20 a month," Thorne says. While that doesn't sound like a lot of money, she says, it will double the time it will take her to pay off the system.
Because of the fee, 65-year-old Thorne says it'll take almost two decades to pay back her panels.
"Yes," she says and laughs, "I may not be alive."
Green energy groups say this solar fee is a key reason why, according to Wood Mackenzie and the Solar Energy Industries Association, Alabama comes in 48th out of 50 states in residential solar capacity. (North Dakota and South Dakota trail Alabama).
Like Night And Day: How Two States' Utilities Approach Solar
Alabama Power spokesman Michael Sznajderman says there's a good reason for the fee: If a customer's rooftop solar panels don't provide enough energy, Alabama Power's still on the hook for backup electricity.
"There is a cost to have backup power service available to customers who demand it," he says.
Other regulated utilities across the U.S. have proposed residential solar fees. And New Mexico had one but got rid of it; Wisconsin is currently considering one.
And while there are fees in Arizona, Kansas and Texas, Alabama Power's backup fee seems to be in a class of its own. It currently has the highest backup fee based on the size of the residential solar system of any regulated utility in the U.S. That's according to data from the North Carolina Clean Energy Technology Center, which produces the 50 States of Solar report, as well as the National Regulatory Research Institute.
As Rooftop Solar Challenges Utilities, One Aims For A Compromise
"How is that possibly the best they could do from a cost perspective when regulated utilities in other states do much better?" asks Gautam Gowrisankaran, a public service professor of economics at the University of Arizona.
He says Alabama Power is overcharging its solar customers in a couple of ways. First, solar customers in Alabama get paid a lot less for making solar energy than customers in other states.
On top of that, Alabama solar customers are paying for backup power in their regular bills, and paying an extra backup power fee. Gowrisankaran says he thinks this means Alabama's solar customers might be paying the utility twice.
"The bottom line is that ultimately they seem to be double counting — double charging essentially for the costs of backup generation," he says.
From Walmart To Google, Companies Teaming Up To Buy More Solar And Wind Power
Alabama Power says there's no double-charging — it's simply covering backup costs. It notes that another payment option for solar customers doesn't include the backup fee, but critics say that ends up being even more expensive.
The Southern Environmental Law Center has filed a complaint with the state regulator, the Alabama Public Service Commission. The center is asking to get rid of the backup fee, saying it's unjust for solar customers like Thorne. Alabama Power wants the regulator to dismiss the complaint, and wants to increase the monthly fee from $5 to $5.42 per kilowatt.
Keith Johnston, who leads the law center's Birmingham office, says what's going on in Alabama should concern people across America because it goes to the heart of how utilities have been charging for power for more than 100 years.
"The traditional model of the utility is that ... they build large power generation systems such as coal-fired power plants or dams, and they have a captive audience that has to buy that energy," he says.
Solar Advocates Fight Utilities Over Grid Access
Today, though, homeowners have the option to install solar panels on their rooftops and become power generators themselves.
"Solar is a real disruptor because it allows people to create their own energy, and so the utilities typically get very nervous about that," Johnston says. "One way they can thwart that is to increase the cost to have one of those systems on your home."
Now, following the complaint, the Alabama Public Service Commission will decide if the solar fee is fair. In the meantime, if any of Thorne's neighbors ask her if it's worth it to get solar, she tells them, no. Not in Alabama Power territory.
Julia Simon is a regular contributor to NPR's Planet Money. You can also hear her on the NPR business desk and the NPR podcasts Code Switch and Rough Translation.


London West End is the ultimate fashion capital of The United Kingdom. Often referred to as The West End, it is at the heart of London consisting of such famous streets as Oxford, Regent and Bond streets. As the fashion capital of The UK, the place has an abundance of fashion retail stores ranging from the very expensive, expensive to the cheap. Therefore, many people flock here every day with the view of getting the latest in vogue clothes, shoes, lingerie, brassieres, caps, jewellery, wedding gowns, and ties while some visit just for the purpose of window shopping. However, recruitment of staff at these fashion retail stores has been problematic in the past few years. This can be attributed to many factors. This paper looks at some of the issues that the owners of these retail stores face while recruiting new staff for their stores. Later, it will also look at the challenges these same owners face in retaining the already recruited staff.
In The West End, there are many small scale retail stores as well as large stores. Unlike the latter, the former have had problems in recruiting new staff as they don't have access to enough funds that they can spend on advertisements for the job vacancies. Therefore, most of them use the informal word of mouth recruitment method. While this is cost effective, it is largely inefficient (Ram). This is because there is a very small probability that the word will get to the qualified personnel. This method may lead to the retail stores employing incompetent staff who may lead the retail into making losses.
Some of the retail stores don't subscribe to the recruitment agencies during the recruitment exercise. This may be due to the costs involved in using the agencies' services. As a result, these stores will employ the face to face method of recruitment. Although this method is common, it has proved incapable in vetting the true capabilities of a worker as it doesn't offer effective training (Ram). Additionally, many potential workers are reluctant to go through face to face recruitment as opposed to the agencies.
The West End is located in the heart of the city center. Hence, the place is prone to crime activities, especially in the retail stores. The place has the highest retail crime rate in the whole of England. It is estimated that about 5.8% of trade is lost through crime. Having such a reputation negatively affects the recruitment of new staff as many potential workers are wary of their safety. Therefore, they will tend to avoid working in the area as they opt for more safe places. This creates a problem for the employers as they lose out on potential competent staff. The threat of potential terrorist attacks is also real, even among the retailers themselves (PRNewswire).
There have been many entrants of foreign fashion stores in London West End over the past few years. While this is laudable for the market, it has had adverse effects on the already existing stores. Many of the foreign stores sell accessories that are cheaper alternatives in the market. This has forced the existing stores to run on a low budget. Therefore, they have been offering non competitive wage packages to the workers. This works as a deterrent to potential qualified workers who deem the pay too low for their expertise. This has led the retail stores to rely on staff that may not be qualified.
Most of the fashion retail stores offer jobs on short term basis due to the nature of the business itself as most of them are not prepared to face the challenges of the legalities of a long term contract gone bad. While this is good for the store owners, many potential qualified workers are always reluctant at such an agreement. This is because, at this climate, many workers need to be guaranteed their job safety. If there is no such guarantee, they are likely to look elsewhere in other sectors that would guarantee their job safety in the long run.
New research has suggested that standing for long hours is harmful to health. This research makes an already bad situation worse. This is because since working at the retail stores involves standing for many hours, many would be workers would be reluctant to start working at the stores for fear of their health. Specifically, the research found out that prolonged standing can cause varicose veins, difficulty in pregnancies, feet and leg swellings leading to poor circulation, heart problems and general foot problems (Hazards Magazine). The research was also conducted on retail staff. Therefore, retail owners face another real challenge when new staff has to be recruited.
Many of the small scale firms and businesses most of the times tend to look for friends and extended family members as part of their staff. This is because the owners trust these staff more. This scenario is especially rife in the retail stores (Ram). However, such a practice should be discouraged as the other workers may feel uneasy at the retail store due to this clanism at the work place. This may lead them to lose morale at the work place and may discourage would be workers from joining the retail stores.
Apart from the challenges when recruiting new staff, employers have been having problems in retaining the staff within their premises. This is because of many problems that are facing the industry in the area. The following section of this paper looks at some of the challenges.
As the paper had noted, there have been a massive entrance of foreign competitors that offer fashion accessories at relatively cheaper prices. Since these prices are very attractive to the customers, they (customers) have gone for these cheap clothing as they ditch the seemingly expensive accessories of the already existing retail stores. This has led the retail stores to make low sales. This has led them to be run on a low budget hence offering low wage packages. These employers have been unable to adjust these wages according to the rising cost of living. This has seen the employees at the retail stores ditch their current employees in search of better paying jobs.
A study in late 2008 found out that most West End retail stores forced their women employees to put on high heels (Waugh). The prolonged use of high heels may lead to feet and back problems. In most cases, the workers were obliged to follow this directive against their will. Such a move will undoubtedly leave the workers with no choice but leave their work if another opportunity presented itself.
As the fashion hub of The United Kingdom, retail staffing at the West End is the most expensive in the kingdom. This makes the operating costs of the retail stores very high. Therefore, the retail stores have to limit their expenses. This in effect means that the probability of raising the wages of the workers is low. Such a scenario makes the retention of workers hard as the cost of living rises.
West End retail stores are also faced with other environmental hazards. For example, the workers are confronted with noise and air pollution, litter and they are exposed to elements that may be harmful (GLA Economics). These environmental factors deter workers from working for a long time as they fear for their health. This especially affects the older people of the society and women. A report also showed that The West End lags behind other retail stores in the country in offering public amenities like toilets (PRNewswire). All these environmental hazards contrive to make worker retention even harder. The place is also viewed by many as being not child friendly (GLA Economics).
The economic crisis and recession that currently prevails in Europe and England have been felt almost in all sectors of the economy. Many people are now wary when it comes to spending. The banks have been posting poor results, making them reluctant to give out large loans. This has forced some retail stores to incur losses while some have been forced to close shop altogether. The rest are making very small profits as the sales have slumped (History Extra). Faced with such economic hardships, retaining the existing workforce becomes very hard as the stores go for cost cutting measures. Some have been forced to cut on their operations, laying off some workers in the process.
Technology has advanced greatly over the past few years. This has been welcome in many businesses and factories around the world. This is especially true in the West End retail stores who have taken up selling their stuff over the internet. This practice has been promoted by the advent of social networking websites. Such technological advances, when adopted by the retail stores, make a part of the workforce redundant.
London is a very cosmopolitan city with diverse cultures and residents from all walks of life. It is believed to be the most ethnically balanced city in the world (Dougherty). Therefore, the West End retail stores have access to a diverse pool of workers to choose from. However, this brings about some problems. For example, some of the workers may be illegal immigrants in the country while others may be there in the short term. Others may have cultures and mannerisms that are undesirable in the retail stores. For an employer, retaining such an unreliable workforce for a long time may be very tricky.
Since most of the retail stores offer jobs in the short term, they are very popular with workers who desperately need some form of income as they look for a more reliable job with better perks. This is especially true for new graduates who see working at the stores as a stop gap measure. When such workers see a better opportunity they will go for it immediately, leaving the stores understaffed.
Most of the retail stores, as already discussed, offer their workers short term contracts. Most of staff work part time and are paid per hour of service. The employees may do everything in their power to retain these workers for a long time but may not succeed in the end. This is because studies have shown that 50% of such workers leave their jobs after just six months. The reasons may vary. Therefore, it is very difficult to retain such part time and hourly workers.
The latter part identified and analyzed the issues facing recruitment and retention of floor sales staff at London's West End fashion retailing store. In this section, we will propose some alternative approaches that will help improve future recruitment and retention of the floor sales staff and provide a justification for the approaches we are going to propose.
Recruitment is the process of attracting, screening and selecting the most qualified personnel for a position in an organization. It is important that as management this activity is done in an effective manner in order to get an effective workforce who will be the face of the company. We believe that good recruitment is not just hiring an employee but it is finding the right person for the job whose implications for the business performance and image with customers will leave a lasting impression for the customer. As the HR department, we have realized that selecting and retaining great key floor sales staff is key for our business success as hiring an employee is just but only a first step in a long process. We need talented sales floor people who can increase their value to the organization as well as be appealing to our customers. We have realized that we need to create a conducive environment in which the employees will continue to thrive and made feel that they are part of the company too rather than just being employees (Rouble, p.9).
Edith and Stacey (2001, p.22) suggests that while organizations are working to retain their employees and reduce higher turnover, it is equally important that they improve the recruitment process. It is a tough call to find the right fit between an employer and an employee but is vital to decrease turnover. This is because if not attracted to the company, employees who have worked less than 6 months in the company are more likely to leave the company than those who have worked longer like say 2 years. So what should be done right during recruitment to ensure we have the best employee who can stay with the company longer? During recruitment, it is important that we get past information of the employee from the employee's referrals. Temporary employees should also be moved to a permanent status to attract them to into staying longer.
According to Louisa (1998, p.5), employers are finding it hard to attract qualified employees and even harder to keep them on board. A survey by a management consulting firm, Watson Wyatt Worldwide, found out that 86 percent of companies that were polled said they had difficulties in attracting while another 58 percent said they were having trouble retaining the. Despite all these difficulties, it was found out that only 58 percent of the companies had a formal strategy for recruiting employees and some did not even have any plan on how to retain current employees. Therefore, what can a company do to retain employees? Louisa starts by asserting that a company should articulate its rewards plans to both interviewees and its employees. This is because, according to the survey, those companies that had communicated these benefits showed that they had a 13 percent lower turnover rate than those without any clear plan in place. It is also vital that as a company we consider the rewards that we are ready to offer. This is because the survey showed that strategic rewards like merchandising, education, travel and training are able to attract and retain employees because they associate these rewards as traditional merit-pay increase like it was their due. The study also found that those companies which links reward to business strategy greatly had a stronger total shareholder returns as compared with those companies which had a weaker link. The reason for linking rewards to business goals is that employees will be at a better position to understand how and why they are paid and with that understanding; they will want to perform in such a way as to boost the bottom line (Louisa, 1998). In our company, I feel that we do need to boost employee confidence and motivate them to continue working for us. We need to introduce a rewarding system in such that those employees who have stayed longer in the company are given some specified rewards in order to retain them.
Edith and Stacey (2001, p.22) advice that the first step in decreasing turnover is understanding why employees are leaving. In our case, we have discovered from exit interview that employees are aggravated about the number of hours (they work 7 hours) and the small wages is what is making them to leave the company. Because most of our employees are migrants, they feel the low wages offered to them are not worth leaving their countries to come and work here. We also realized that those employees who could want to work within the fashion industry see floor sales as a 'dead end' job and see that they have no chances of progressing with that career. After understanding what causes employees to leave, we need to take appropriate measures to stem the situation.
Evaluating turnover and retention problem. It is imperative that we calculate turnover rates for the past few years (4 or 5 years) that employees have identified as their reasons for departure (like what we did through exit interviews). It is also important that current employees are interviewed especially those who have stayed at the company for more than two years to know what keeps them at their job.
Developing a plan on employee feedback. We need to evaluate the information gathered from step one above and then hold meetings with management team and discuss issues related to retention. This meeting should later extend to accommodate all employees. Important to evaluate organizational culture that made the employees leave.
Stage three we need to get the rest of management team to get involved. We should make management part of the solution by involving them in the process. We should develop specific problems for the problems that were identified earlier. We should also take the initiative as the HR department to provide management training on the importance of introducing rewards in the workplace. The role of communication should also be emphasized. We should prepare our own employee retention issues at this stage.
Here we need to communicate the management commitment. It is vital that we develop a retention focused employee plan here. Implementing a regular employee briefing on what has been made out of the meeting and encouraging staff at all levels.
The last step is that of repeating and perfecting the retention strategy. Repeating steps 1-4 in 6-12 months to determine whether the factors highlighted earlier have changed and if not go all over the steps again. We understand that in a changing environment especially in the fashion industry, there is no perfect solution.
After recruitment, it is time to look at employee compensation. Compensation is a primary reason for the sales floor employees working at our company and therefore it matters. Although at £6.50 per hour we are slightly above the minimum wage of £5.93, compensation was viewed (from exit interviews) as the main reason why most employees were leaving. Compensation can be modified to include cash benefits, non-cash benefits or increasing working hours so that employees are able to accrue overtime (Edith and Stacey).
It is important that we recognize that people want to learn and grow. Exits interviews had shown that some employees leave the company because they feel that they have no future being floor sales employees. We should therefore initiate programs that can be effective to boost employee retention. Well designed programs like a plan to transfer sales floor employees to a different higher position that can help keep higher performers challenged to remain in the company. Providing adequate advancement opportunities will foster employee loyalty and letting employees know about it. A development plan will keep employees a reason to stick for longer (American Society of Radiologic Technologists).
Floor sales employees may feel 'lesser employees' and therefore it is equally important that they are made to feel as part of the company. Thus, as the HR team, we have to devise means to make them understand their purpose, mission and goal in the company. Encouraging their participation, discussion and sharing ideas with them by say asking them to make a certain decision through collaboration makes them feel wanted and important in the company. Encouraging senior employees to appreciate sales floor employees will improve their performance and retention and even encourage new employees (American Society of Radiologic Technologists).
The paper has highlighted at some of the issues that the owners of these retail stores face while recruiting new staff for their stores. We have seen how imperative it is for management to acknowledge the importance of employees in any organization. HR initiatives which impact positively in the organizations by aligning employees that will implicitly foster the relationship of employees and the organization. The suggested method above should be used and we are positive it will have a significant positive impact in retaining the floor sales employees.