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Inside White & Case
Returning to Work (While Social Distancing): Top Considerations for US Employers
Heidi Schmid
Tal Marnin
Henrik Patel
Victoria Rosamond
For further information, please visit the White & Case Coronavirus Resource Center.
As states and cities begin to allow, or plan to allow, businesses to reopen (and for essential businesses to operate more broadly) while the COVID-19 pandemic continues, employers must plan ahead to reopen workplaces safely and in compliance with ever-changing laws and regulations. Employers should become familiar with guidance published by, among others, the US Equal Employment Opportunity Commission (EEOC), the Centers for Disease Control and Prevention (CDC) and the Occupational Safety and Health Administration (OSHA), in addition to local and industry-specific guidance, including guidance from state licensing boards and professional organizations.
Make a Plan to Reopen Safely, and Plan to Share It
The Occupational Safety and Health Act requires employers to provide a workplace "free from recognized hazards that . . . are likely to cause death or serious physical harm" to their employees.
OSHA, the CDC and state and local governments are continually updating requirements & providing guidance for best practices for employers, some of which is industry-specific. This guidance can require employers to adopt a written preparedness and response plan and may mandate additional safety measures beyond those suggested here.
On April 13, OSHA issued an enforcement plan, emphasizing that the most current CDC guidance should be consulted in assessing potential workplace hazards and evaluating the adequacy of an employer's protective measures for workers. On April 16, OSHA stated that it will evaluate whether an employer made good faith efforts to comply with applicable OSHA standards by thoroughly exploring all options to comply. An employer should be able to demonstrate a good faith attempt to meet the applicable requirements as soon as possible following the re-opening of the workplace. Where the employer cannot demonstrate its good faith efforts to comply, a citation may be issued.
OSHA recommends that all businesses implement a plan to address the following exposure risks and implement appropriate mitigation controls:
Interaction among the general public, customers, and coworkers
Interaction specifically with sick individuals or those at high risk of infection
Non-occupational factors at home and in a community setting
Individual employee risk factors (e.g., older age; presence of chronic medical conditions, including immunocompromising conditions, pregnancy, and other risk factors that emerge as our knowledge of this disease expands)
As a best practice, implement social distancing and increased health and safety procedures, even if not strictly required in every jurisdiction, in order to ensure a safe workplace to which employees feel comfortable returning
Adapt the workplace to implement social distancing
Employee scheduling changes. Consider staggered shifts, staggered work weeks, staggered breaks, increasing spacing between employee workspaces, and minimizing the number of employees in the workplace through telework.
Enhance support for continued teleworking. Ensure compliance and cybersecurity procedures are up to date. Provide IT training and support to ensure that teleworking is both effective and secure. Provide additional support to managers in using technology to manage teams remotely. Review the recent remote working experience to determine areas of improvement for sustaining business operations on a remote basis.
Physical modifications. Utilize or install physical controls to reduce contact such as clear plastic sneeze guards, automatic doors or drive-through customer service windows. Evaluate the floor plan to determine how to create adequate physical distancing buffers between employees and visitors. Consider marking designated traffic flow paths for high volume areas and marking areas where there will be lines with distance markers. Evaluate the air and ventilation systems to lessen the risk that the virus spreads because of how air circulates around the facility.
Limiting physical contact & in-person interactions. Consider how to increase the company's capacity to deliver services remotely or deliver products with minimum contact. Limit the number of passengers allowed in an elevator or in an enclosed elevator bank. Continue to meet virtually. Consider limiting how common areas or enclosed areas may be used. Determine whether visitors to the workplace will be permitted and under what circumstances.
Consider changes to travel policies. Implement or update the Company's travel policies consistent with federal, state, and local restrictions on nonessential travel. Consider whether personal or vacation travel will be monitored and whether quarantine procedures will apply upon return.
Train employees & managers on social distancing protocols in advance. If employees are currently working remotely, before the return to the workplace, provide remote training to employees on the company's social distancing expectations and ensure employees know where to go with complaints. Ensure that managers understand the disciplinary process for employees who violate these policies.
Prevent discrimination and harassment. Remind employees that discrimination and retaliation are prohibited and reporting procedures are in place. Review and refresh policies and trainings. Train managers on responding to discriminatory comments regarding COVID-19 and members of certain races, ethnicities or national origins.
Implement safety & cleanliness measures
Follow the latest guidance. Consult guidance from OSHA, CDC, state and local departments of health, and reopening orders for guidance on current standards and best practices.
Increase sanitation procedures. Clean "high-touch" objects and surfaces more frequently. Eliminate sharing of electronics, desks and workspaces.
PPE procedures. Determine whether employees and visitors will be required to wear masks and/or other personal protective equipment (PPE). If required, determine how it will be provided (or if permitted, reimbursed); if optional, determine whether any "dress code" needs to be established.
Empower employees to prevent the spread of COVID-19. Provide training on social distancing, spotting symptoms, coughing and sneezing etiquette, and proper use of PPE. Encourage handwashing and provide soap or hand sanitizer with at least 60% alcohol. Distribute and post in a visible place OSHA &CDC materials applicable to the workplace.
Consider alternatives to employees using public transportation. Evaluate whether public transit may impact employees' ability to safely return to work, and whether any alternatives are available.
Develop enforcement policy & avenues for reporting. Ensure that managers understand the disciplinary process for employees who violate these policies, other than pursuant to religious or Americans with Disabilities Act (ADA) accommodations, and that employees know how to report safety concerns.
Promptly address safety concerns. Ensure that there is a clear process for employees to raise health and safety concerns, and maintain records of the complaint and the company's response. The National Labor Relations Act (NLRA) requires that employees be allowed to collectively raise safety-related concerns free of retaliation.
Adopt screening protocols for employees & visitors
Symptom screening. Consider whether to ask all employees and visitors questions about symptoms identified by the CDC, such as "Are you experiencing any of the following symptoms of COVID-19: cough, fever, difficulty breathing, etc.?" Consider how frequently these questions will be asked or whether employee will be obligated to update if symptoms occur. The EEOC advises that employers should refrain from asking employees whether they have family members who have COVID-19 or who exhibit symptoms of COVID-19. Instead, the EEOC recommends asking whether the employee has had contact with anyone who has been diagnosed with COVID-19 or who has symptoms of the virus. Any medical information obtained during this process must be kept confidential. As an alternative, businesses may prefer to direct that employees and visitors not enter the workplace with symptoms identified by the CDC as symptoms of COVID-19. Consider adopting leave policies that encourage employees displaying symptoms of COVID-19 to stay at home.
Temperature checks. Consider whether to perform temperature checks for all employees and visitors before they enter the workplace. Under current EEOC guidance, employers may require employees to submit to temperature testing prior to entering the workplace; however, evolving CDC and EEOC guidance may impact whether this continues to be permissible, as not every person with COVID-19 has a fever. If recorded, temperature check results must be maintained in the same manner as other confidential medical records, as required by the ADA. In order to ensure confidentiality, as a best practice, consider retaining a third party vendor or health care professional to perform these checks. Consider the logistics of how temperature checks will be performed in a socially distant fashion; as noted above, some employers may prefer to ask employees and visitors not to come to the workplace with a fever or other symptoms. For hourly employees, state or federal law may require that employers pay employees for their waiting time to be screened.
COVID-19 testing. Evaluate whether company-paid COVID-19 testing is advisable and under what circumstances. The EEOC currently permits companies to administer COVID-19 testing to employees before they enter the workplace "because an individual with the virus will pose a direct threat to the health of others." Consistent with the ADA standard, employers should ensure that the tests are accurate and reliable based on guidance from the US Food and Drug Administration (FDA) about what may or may not be considered safe and accurate testing, as well as guidance from the CDC or other public health authorities. Consider logistics, including what type of test, who will conduct the test, who will be tested (only individuals with symptoms?), how often tests will be performed, and how results will be maintained, and how test results will be maintained in accordance with privacy and confidentiality rules.
Antibody testing. The EEOC does not currently permit employers to require antibody testing of employees, which could show whether or not an employee has had COVID-19 in the past. Such tests have not yet been proven to indicate immunity for any period of time; however, it is possible that once improved testing is available the EEOC may permit such testing consistent with guidance from the CDC.
Plan to deal with potential new COVID-19 infections consistent with EEOC guidance
Plan to address workplace exposure. Establish a procedure that details the company's response if an employee or a member of an employee's household feels sick, including to whom the employee should report symptoms or a positive test, ensuring confidentiality of employee health information, how potentially impacted employees will be notified (while maintaining confidentiality), what self-quarantine procedures will be followed, procedures for closure and disinfection of the area consistent with CDC guidance, and policies regarding when affected employees will be able to return to work under CDC and state and local guidance. Employers should keep in mind that the employee's name cannot be disclosed other than as may be required to local health authorities.
Record and report workplace exposure. Evaluate the company's reporting obligations for employee infection, hospitalization, and death under Department of Labor, OSHA, and state workers' compensation laws.
Develop a communication plan around plans to reopen
Communicate with employees about the planned return
Set out the timeline; explain the safety plan and identify steps taken to date, and provide trainings to employees and managers on return to work expectations and procedures.
Clearly communicate leave, teleworking and flexible working policies and how to seek accommodation; consider adopting new temporary policies with additional flexibility during the phased re-entry period.
Provide updates to the safety plan as conditions change. Request feedback about the return-to-work process and incorporate it as the plan evolves.
Remind employees of employee assistance programs and other benefits. Communicate that the company's compliance policies and procedures are still in place and ensure that employees are aware of compliance resources.
If unionized, ensure any workplace changes are consistent with the CBA and/or discussed with the union.
The public health and economic situation is frequently changing; answer employee questions with the current approach and continually update employees as to changes in the safety plan and changes in company strategy & outlook.
Communicate with customers and clients about new social distancing and safety measures
Share how products and services will be delivered in new and safer ways.
If masks or symptom screenings will be required for visitors, develop a plan to notify visitors in advance.
Be prepared to share the plan if required
Federal, state, local, or industry regulators may require disclosure of the health and safety plan.
Ensure that workplace policies & procedures reflect new conditions
The workplace that employees are returning to is different than the one they left, and the transition back to the traditional workplace may need to be a gradual one.
Ensure that employees' return to work meets all legal requirements
All decisions should be made on a non-discriminatory basis. Ensure that managers do not make employment decisions related to returning to work based on discriminatory factors or gender, racial, age, or other stereotypes, or make decisions that result in a disparate impact on certain employee populations. In addition, some jurisdictions prohibit discrimination based on family responsibilities or caregiver status, and certain employer practices with regard to caregivers may implicate gender-specific issues. Employers should ensure that return-to workplace policies treat caregivers equitably and that well-meaning supervisors do not exclude workers with child care or other family responsibilities from important work opportunities.
Furloughed employees. In determining which employees should return from furlough first, identify which employees perform essential business functions. Evaluate whether employees have seniority or recall rights which may impact the return to work. Determine how a return from furlough will be treated under health, welfare, retirement and bonus plans. Will they need to re-enroll, update elections, serve a probationary period, or repay health premiums? Reach out to furloughed employees at least a week in advance of a proposed rehire in order to gauge interest and prepare for re-onboarding.
Changes in salary, wages or schedules. Consider whether a notice of wage changes or schedule changes will be required under state or local law, included whether any such changes require a particular period of advance notice.
Paycheck Protection. If the company obtained a Paycheck Protection Program loan, restore full employment and salary levels by June 30, 2020 to maintain eligibility for loan forgiveness.
Update or create accommodation policies to address special circumstances
Vulnerable employees. Employees who are members of a vulnerable population may need to continue to telework, if possible, while the COVID-19 pandemic continues. Provide reasonable accommodations as required by the ADA for employees whose disabilities may develop or be exacerbated by COVID-19. The CDC has identified underlying medical conditions, such as chronic lung disease or serious heart conditions, that could create a higher risk of a person developing a severe illness from COVID-19. The EEOC advises that an employer cannot bar an employee from the workplace solely because of an underlying medical condition. Instead, that action can be taken only after a series of steps are followed that consider ways to accommodate the employee, including by possibly altering their job responsibilities.
Maintain flexibility to accommodate other employees. Older employees, pregnant employees , and employees with childcare or eldercare responsibilities or living with individuals in high-risk populations may have similar needs for accommodation, which, while not required by the ADA, may be provided as a best practice in ensuring the safety of everyone in the workplace and stopping the spread of COVID-19. Furthermore, the EEOC notes that remote work "is an effective infection-control strategy that is also familiar to ADA-covered employers as a reasonable accommodation."
Employees who fear returning to work. Understand that many employees may be apprehensive about returning to the workplace as the pandemic continues, and employers should be prepared to engage with employees to address these concerns and elicit whether an accommodation is required under company policies or otherwise advisable under the circumstances. While "mere fear" is not a disability requiring accommodation under the ADA, it's important to note that an employee with, for example, an anxiety disorder that could be exacerbated by taking public transportation during the COVID-19 pandemic, may require accommodation. Furthermore, if an employee has a reasonable basis for not believing the workplace to be safe, taking adverse employment actions against the employee could raise retaliation concerns under workplace health and safety and other labor laws.
Develop an ADA-compliant procedure for employees to seek accommodation. Prepare a response for requests for continued remote work and other accommodations based on the essential functions of the job, not based on discriminatory factors or the personal preferences of line managers. Employers should not make decisions or adopt blanket rules about who can return to work based on a protected characteristic, such as age or a known or suspected disability or health condition. Employers can, however, encourage workers to self-identify (without requiring detailed information) if they have special circumstances or vulnerabilities that may require accommodation or consideration in the return- to-workplace process. In each case, the approach should be individualized and not based on assumptions about the employee.
Update policies to reflect expanded availability of flexible and remote working, new leave policies, and other changes
Employers may either allow or require some employees to continue working remotely due to safety concerns or to reduce the costs of operating an office. Employers should carefully consider their state and local tax nexus and apportionment computations and should continue to monitor state guidance regarding COVID-19 relief. For example, on March 30, 2020, New Jersey's Division of Taxation issued guidance temporarily suspending its rule that work-from-home employees trigger corporate income tax nexus, specifying that the nexus relief will apply during the periods that employees work from home as a result of closures due to the COVID-19 outbreak and/or the employer's social distancing policy.
Update policies to reflect the full range of leave options available to employees, and ensure that managers are familiar with new leave policies. Employees may be entitled to leave benefits under the Families First Coronavirus Response Act (FFCRA), Family and Medical Leave act (FMLA), state and local paid sick leave laws, and company paid time off policies. Retaliation against employees for using FFCRA leave is prohibited.
Update HR and benefit plans, policies and procedures. Evaluate what hiring, onboarding & training processes will need to change in order to ensure social distancing. Evaluate whether benefit plans need to be updated to reflect changes in law. For example, the CARES act permits 401(k) plan amendments to allow more permissive loans and withdrawals.
Plan for the future
Plan for the next closure. While it's not a welcome thought, the workplace may need to close again in the near or long term due to COVID-19 or other health emergencies or due to natural disasters or other adverse events. Update the company's business continuity plan based on lessons learned from the recent experience of closing on relatively short notice, and plan ahead for future closings.
Update succession plans. Identify successors in the event any HR or management team member is sidelined.
Vaccines. Consider whether to require (and, if permissible to require) or provide vaccinations once a vaccine is available.
This publication is provided for your convenience and does not constitute legal advice. This publication is protected by copyright
© 2020 White & Case LLP
Employment, Compensation & Benefits
© White & Case LLP 1996 - 2021
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public:
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    NetConfigurationMode getCurrentMode() const;
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private:
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    NetUserWidget *netUser;
    //QPushButton *okButton;
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    QComboBox *modeList;
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signals:

private slots:
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redpajama_set_name: RedPajamaGithub


IT IS IMPERATIVE THAT ALL UNITS BE ACCESSIBLE AT THIS TIME. Superior shall require entrance into your unit to determine that the heat detector and smoke detector in each unit is working. The Corporation is required by the Ontario Fire Marshall's office to complete this inspection in all units at this time and notify the corporation's insurance holder of the same.
We will be using the building master key to gain access to your unit if you are not home. Some units are not on the master key system, so we ask that you ensure that you leave a key with the superintendent via the site office in order that Gabe can gain access to your unit with the Superior Technician. Another option would be to leave a note on your door designating a neighbour who is available with your key. Please be advised that we cannot allow appointments or guarantee the time which the inspection in a specific unit will occur. Unfortunately if access is denied any charges which are incurred by the corporation will be passed on to the owner.
During testing, the fire bells will be heard ringing in the building. Please disregard them during the time period stated above. Should the alarm sound during hours other than those specified above, we would ask that you treat the alarm as an actual fire.
The safety of every resident as well as securing the financial investment of each owner is the basis on which this testing will be carried without exceptions. With everyone's cooperation The East Market Phase I & Phase II will be a safe place to call home. We thank you for your co-operation in this matter.
Tuesday, May 21st, 2013, from 9am to 4pm.
Veuillez noter que le lavage sous pression des niveaux du garage G, P1, P2 et P3 débutera le 21 may 2013, de 9h00 à 16h00.
The cooling inside the units has now been activated.
Exterior Window Washing is scheduled to start on Monday, May 6th, 2013 (weather permitting).
The corporation is proceeding, as planned, with the replacement of the A/C tower on the roof of 180 York the building which provides air-conditioning to both Phase 1 and Phase 2. Your board and management have working on this for some time and is anxious to complete this work prior to the air conditioning season.
We have only just learned that street closures will be prohibited for a period of weeks due to planned construction within the downtown core. In order to complete this work prior to the air conditioning season, we must lift the tower to the roof of the building tomorrow, April 23rd. If we do not complete this work tomorrow we will be delayed by a further period of weeks in order to obtain the permit to close the street.
We are therefore writing to notify you that a crane will be set up for this purpose on Cumberland Street between York and George Streets. The work will not disrupt pedestrian access to the building but may result in periodic disruption of access to the parking garage for momentary periods throughout the day.
We regret that we have not provided further notice of this work but trust that owners will understand.
The crane lift is expected to be completed tomorrow and the installation of the new tower will then begin. We expect to have the piping and tower installed, commissioned and running on or about May 24, 2013.
Our latest newsletter for owners and residents is now available here.
The cooling inside the units will be soon be turned on.
Please note that, after careful consideration and review, David has decided to stay with us on an as needed basis (part-time). We would like to thank David for his continued support and assistance during the transition period and as we welcome our new full-time Building Superintendent.
Please also join us in welcoming to your Management Team, John Kadolph as your Condominium Building Superintendent. John joins your Management Team with many years of professional experience as a Condominium Building Superintendent and graduated from Algonquin College in 2003 after successfully completing a 2-year Building Environmental Systems program with honours. John's expertise in building systems, Heating & Air Conditioning, Electrical Systems and Building Controls along with his shared focus on Fire and Life Safety concerns will complement the focus of your team, your Board of Directors and our dedication to the East Market community.
Please be reminded that it will take some time for John to become familiar with The East Market buildings, Rules and Regulations and clients.
We are also very happy to announce that Sonny Roslan will become our Cleaning Superintendent upon his return from the Philippines, his mother's final place of rest. Sonny will also be assisting with the after hours on call demands that previously were covered solely by the Building Superintend.
Please be reminded that it will take some time for John to become familiar with The East Market. It is very important that you make your requests, other than name changes or booking of the party room with Dorothy Church and Elisha Lalonde.
Everyone's patience during this staff shortage and turnover has been greatly appreciate and makes The East Market owners some of the best in Ottawa.
Wednesday April 10th 2013 until completion.
Unfortunately, due to the unpredictable weather patterns, we are uncertain as to how long it may take to complete the work. Our contractor has advised that should the weather not cooperate, the window cleaning may need to be performed on Saturday until the work is completed.
Please be advised that the contractor will be cleaning all windows, including both sides of the balcony. As a community, it is important that every owner and resident contributes to the buildings curb appeal, and we ask that you refer to the Corporations Rules and Regulations referencing items that are permitted to be stored on the balconies.
The Government of Ontario has enacted legislation, which prohibits window cleaning in poor weather. Window cleaning is prohibited when the wind gusts above 15km/h, or on days with precipitation. These laws have been created for the safety of all contractors, employees and the well-being of their dependents that work with our Condominium Corporation. Please be patient if weather slows the delivery of service.
Please be reminded that as such, once the window cleaning contractor has commenced the cleaning of the windows, they will continue promptly provided the weather cooperates.
Should you wish to ensure your privacy, it is recommended you keep your window coverings closed. If you feel that a window has been missed during the cleaning process, please advise your Management Team immediately, as the window contractor will not return once they have left the building.
Thank you for your patience and insuring that the East Market curb appeal is one that every owner and resident can be proud of. We would also like to take this opportunity to thank you for keeping your balconies clear and the accessible windows cleaned.
Please note that a shutdown of the building's water will occur on WEDNESDAY, APRIL 3 between 9AM and 5PM.
The water shut-off is necessary, so that the contractors are able to perform repairs to the building's domestic water system.
Veuillez noter qu'il y aura interruption du service d'eau le MARDI 3 AVRIL 2013 de 9H00 à 17H00. Cette interruption de service est nécessaire afin de permettre la réalisation de certains travaux de réparation des systèmes de plomberie de l'immeuble.


Are major sports(NBA,NFL,MLB) all scripted?
The NBA finals started this week. The Golden State Warriors are playing returning champs Cleveland Cavaliers. So I thought this post would be fitting. This is an old picture(above) of NBA star Lebron James. I think it's from 2003. He's holding up the number 4. Some speculate that he's saying he's going to win four championships during his career. But how could this be? How could he know this? Are sports rigged? People have speculated for years that all the major sports are scripted. Many say that over the years many fans have become bored with many games so they need to be exciting to create interest. I have heard many people say that all the sports owners are Freemasons. They all belong to a brotherhood that decide months(even years) in advance who will the Super Bowl,World Series and NBA championship. This is hard for most people to believe because there are so many people involved in team sports. I grew up playing basketball,football and baseball. I think sports can build your competitive nature and teach you about good sportsmanship.
This is a video by RFG Chosen One. RFG is really good at numerology and symbolism. He gives a great breakdown on why he thinks Lebron James will win his fourth NBA championship. He claims it's part of a King James ritual. And that the powers that be use numerology in these rituals. Check out the video and see what you think. It's pretty good.
"Gematria originated as an Assyro-Babylonian-Greek system of alphanumeric code/cipher later adopted into Jewish culture that assigns numerical value to a word/name/phrase in the belief that words or phrases with identical numerical values bear some relation to each other or bear some relation to the number itself as it may apply to Nature, a person's age, the calendar year, or the like.
Hubbard says that if you study gematria you can look at the scores of the games and see that they're scripted. It's a way of decoding the script. And know people will not believe this. It's hard to believe it because we want to believe in "fair play" and honest competition. Also the question becomes…who's in on it? How many athletes know it's rigged? Is it just the superstar athletes and not the minor players? What about the referees? We have to keep in mind that the NFL,MLB and NBA bring in billions of dollars every year. That is a LOT of money! The owners of these teams own the players and the league employs the umpires and referees as well. So it is really hard to stage the outcomes when you own and control everything?
This is a great video by YouTube user LOD vs The Internet. He says that the World Series was rigged for the Chicago Cubs to win last year. He says the number 108 was part of the ritual. The Cubs hadn't won a World Series in 108 years. In sacred numerology 1+0+8=9. Nine is very important number in numerology. It's the number of completion and considered a divine number. Check out his video,he makes some great points. I will have to do a post about numerology in the future. I don't think most people realize how much numbers and symbols are used in the media.
Check out this pic(above) of Lebron James if you still don't think athletes are controlled. Look at the tattoo on his chest. That tattoo on his chest is the symbol for the Boule. It's an African American Greek-lettered organization known Sigma Pi Phi. It's kind of like a black version of Skull and Bones. Notable members are Vernon Jordan,Ron Brown and W.E.D Dubios. I did a post about the Boule in the past. You can check it out if you haven't already. It'll give you a better understanding of what they are about.
So why would Lebron have that logo tattooed on his chest? James never went to college. He went straight from high school to the NBA. So it's obvious to me he must've joined an elite class of black people. But they are controlled by more powerful Europeans that gave them their positions in America. So they get to decide how far up these black people can go. This is not to say that great athletes like Michael Jordan,Kobe Bryant and Magic Johnson weren't very skilled. Their talents are God-given and all their own. But it would seem to me that these white folks in these secret societies want to control black bodies. They want to decide when and where they win championships. Do you think that sports are rigged? Reality shows have "soft scripts". Films have scripts. So why not sports? How deep is the matrix? Just a little food for thought. Let me know your thoughts.
Last night was the Espy Awards. The Espys are an award show by ESPN. They give out awards to the best athletes in baseball,basketball,football,tennis among other sports. Well with all the police brutality,cop shootings,protests and racial unrest as of late….athletes chose to speak out. At the beginning of the show Carmelo Anthony,Chris Paul,Dwayne Wade and Lebron James spoke out about political activism. They brought up how atletes can be a voice to heal racial injustice. Wade said that seeing no value in black life has to stop. He also said that racial profiling and "shoot to kill" mentality has to stop. They also went on to mention athletes like Jim Brown,Muhammad Ali,Arthur Ashe,Jackie Robinson who stood for something. And that they we going to follow in their footsteps. It must also be said that all four of these men are real friends off the court. I wonder if they came up with this idea on their own. Regardless,they made some good points although it wasn't perfect. The video is only 3:30 minutes long. Watch it and tell me what you liked or didn't like about it. I'd like to hear your thoughts.
Katrina Hunter is the wife of former baseball player Torii Hunter. Hunter played professional baseball for the Minnesota Twins and Anaheim Angels.


text:
require 'test_helper'

class GitWitTest < ActiveSupport::TestCase
  test "should be a module" do
    assert_kind_of Module, GitWit
  end
end


Decades Rewind is both honored and excited about being chosen from over 1000's of applicants worldwide, to perform at the 2016 Orlando Fringe Festival, May 18th through 30th, 2016!
We will perform for 7 straight days at the beautiful Orange Venue, a 300+ seat theater! We will keep you posted with specific dates and times as they become available.


Transport for New South Wales (TfNSW) is undertaking overbridge refurbishment works in Murrurundi, as part of the NSW Government's rail infrastructure program across the country rail network.
The bridge has deteriorating timber elements which need to be replaced to extend the life span and keep existing bridge operational to local traffic.
Works involve replacing timber beams and deckboards.
Works are currently scheduled to commence in the week commencing 11 February 2019 and will be completed by the end of April 2019, subject to final approvals and weather conditions.
There will be increased plant and vehicle movements and construction noise during the works.
Access across Railway lines shall be at level crossing Polding Street as the bridge will be closed to traffic during works.
Traffic controls will be in place with notifications in place on both Haydon Street and Pages River Road.


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I've entitled this podcast, "Winners & Losers".
A few years ago I read that 20 states had filed petitions to withdraw from the Union. That was after the election of 2012. Some folks lost and they wanted to take their football and go home. They would not settle for not winning. In other words, being losers in this particular contest. Their desire soon faded and disappeared. Then the 2016 election rolled around and roles were reversed. Now the other side cried out for secession . There was talk of we west coasters merging with British Columbia.
But one thing we all learn as we grow up is that sometimes we win and sometimes we lose. It is the nature of a contest. It is the nature of life. It is a hard lesson to accept. But accept it we must. Some people never learn. Either that or they never grow up. But one thing about elections: there are always winners and losers.
It's never easy to lose. I speak from experience. I know for I have voted for losers seven times. My voting life has spanned 52 years. So for twenty-eight of those years I have lived with someone other than my choice as president. It isn't easy accepting defeat at the poles but it is certainly doable.
Since I cast my first ballot our country has agreed to lift the nuclear Sword of Damocles that hung over all of our heads during the cold war. We have enacted civil right legislation and the American Disabilities Act that allows millions of people to be treated in a more equitable fashion. We created an Environmental Protection Agency to insure clean water and air for all. We got rid of the notion that smoking was glamorous. We even got rid of plastic bags (at lest we did where I live). And we have elected a black president twice.Those alone are pretty big things. Of course there are many other issues that I could use as examples.
It seems like each election results in a major challenge for nearly half the population. Some of us are disappointed but rarely enough to leave the country. (I've never known someone who did.) We could pack our bags and seek other national boundaries but we don't. We vote again with our feet or our seat. And usually it is the seat. We stay put.
Basking in the glow of victory is not such a bad thing for a few days. And laying low for a few days after suffering political defeat is to be expected.The temperature will soon settle into one of which we are much more accustom. We read of issues and how they are address or not addressed by our elected. We nod our heads in agreement or shake or heads in disagreement. The thing about it is that we will come back tomorrow and the next day, the next week and next year. Hopefully our children and grandchildren will be able to continue the battle. We won't pack our bag and we won't walk down the road.


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Home » Articles written by experts	» Leading for Trust: Let's Get Real
Leading for Trust: Let's Get Real
ReplyArticles written by expertsAugust 30th, 2014Barbara Kimmel
Late last year Trust Across America-Trust Around the World published the first in a planned series of award-winning books. TRUST INC., Strategies for Building Your Company's Most Valuable Asset brings together the wisdom of 32 experts. Six months later we released our second book, Trust Inc. A Guide for Boards & C-Suites. In this book, sixty experts have joined forces to offer 100 strategies.
Throughout the month of August, we will be featuring 31 essays from our second book. Each stands alone as an excellent resource in guiding Boards and C-Suites on driving a trust agenda at the highest level in the organization, and provides tools for those who choose to implement trust-building programs in their organization.
This thirtieth essay brings advice from Charles H. Green, an author, speaker and world expert on trust-based relationships and sales in complex businesses. Founder and CEO of Trusted Advisor Associates, he is co-author of the classic The Trusted Advisor and its practical follow-up, The Trusted Advisor Fieldbook, and author of Trust-based Selling. Charles works with complex organizations to improve trust in sales, internal trust between organizations, and trusted advisor relationships with external clients and customers. He is also a 2014 Top Thought Leader in Trustworthy Business , a member of the Alliance of Trustworthy Business Experts , and serves on Trust Across America's Steering Committee.
Forget incentives, metrics and recognition programs. This is trust you're talking about – you don't get there by sprinkling cheese to encourage mice to get through a maze, or by checking boxes for legal compliance.
There is only one thing that will build trust into your organization's DNA, and there are four steps to get you there. That thing is values based leadership. The steps are:
Articulate precisely the several trust-related values you will insist on
Connect frequently the values to specific instances where they should be applied
Role-model yourself those values wherever possible
Sanction or fire those who violate the values of the organization.
Why is values-based leadership so critical to establishing organizational trust? Because trust itself is a value. We don't trust those who just mechanically execute behaviors. We don't trust those who just see trust as a hook to make money. And we don't trust those who are motivated by extrinsic rewards.
We trust those who are personally trustworthy, and who have the courage and the judgment to trust us in turn. We trust those for whom trust is a value, not a means to an end. And paradoxically, those people end up achieving more ends anyway.
I hope you have enjoyed this next sneak peak into our second book. If this brief look behind the door has been helpful, follow this link to order both of our books online.
And for those who want to catch up on the series, a quick reference on what's been covered so far this month:
August 1: There's a Reason Why We Call Them Trustees explains why being an "absentee landlord" doesn't work.
August 2: Kill the Evening Before Dinner and take a small group of front line employees to dinner instead.
August 3: In Head of Business- Hope for the World we introduce the Winston "V" Model.
August 4: Reputation vs. Trust and why leaders should care more about the latter.
August 5: C-Suite Must Speak With a V.O.I.C.E. of Trust, a new communications model.
August 6: It Ain't What You Do (It's the Way You Do It) discusses an organization's core values and traits.
August 7: Superficial CEOs and Their Boards talks about the fiduciary responsibility of board members.
August 8: Headline: Be the Leaders Others Will Follow we learn about consistency between actions and words.
August 9: Towards a Mindset for Corporate Responsibility requiring a shift in mindset on the part of boards.
August 10: Warning: Don't Drown in the Slogan Swamp explores the (mis)use of slogans in corporate America.
August 11: Trust in the Boardroom in creating competitive advantage.
August 12: Three Ways to Build Trust and organization that are blind to the dialogue.
August 13: Lead from the Front explains why it's important to remove the filters between leaders and employees.
August 14: Building Trust For Boards & C-Suites and why published scientific evidence is important.
August 15: (Trust) Communication & the Hiring Process discusses engaging employees in the decision.
August 16: CEO Tip: Trust Your Board as Your Ally emphasizes the importance of trusting partnerships.
August 17: The Culture is the Secret Sauce that must bubble down from the Boardroom to the Mailroom.
August 18: Trust & Strategy Thinking reminds us that it is hard to trust when you cannot relate.
August 19: Be Proactive About Trust & Integrity: just handling problems as they arise is not enough.
August 20: Trust Traps reminds us to ask the tough questions.
August 21: Trust Danger Signs and the need for synergy between the Board and Senior Managers.
August 22: Trust & Public Rewards reminds us to publicly acknowledge and reward staff.
August 23: The Cost of Mistrust and 8 ways to develop it.
August 24: Forward-Thinking Boards Build Trust and will commit to lighthouse leadership and employee engagement.
August 25: When Trust Breaks Down: 5 Steps You Can Take to rebuild it.
August 26: The Key To Trust in the C-Suite is safety, but how do we create it?
August 27: Lead With Integrity & Character reminds us to start with integrity.
August 28: Trust is Built Upon Shadows and you can cast your shadow and light over your team.
August 29: Boards in Crisis- Where Trust is Forged & Broken provides advice for managing crises proactively.
Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series. In 2012 Barbara was named "One of 25 Women Changing the World" by Good Business International.
Should you wish to communicate directly with Barbara, drop her a note at Barbara@trustacrossamerica.com
Copyright © 2014, Next Decade, Inc.
Alliance of Trustworthy Business Experts, Barbara Brooks Kimmel, barbara kimmel, charles green, leadership, trust, trust across america, trust in business, Trust Inc. A Guide for Boards & C-Suites, Trust Inc. Strategies for Building Your Company's Most Valuable Asset
One Response to "Leading for Trust: Let's Get Real"
skipprichard1
September 13th, 2014 at 09:56	| #1
Articulate. Connect. Role model. Terrific steps to take. However, I think building trust is difficult in an organization where #4 is "you're fired" but there is no step that is about celebrating those who model the values. I would add that into the mix, though perhaps the intention is to include it in the role model section.
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HEALTH CARE BRIEFING: Vaccines May Struggle With Omicron Variant
December 6, 2021 6:08 AM	 By Michaela Ross and Alex Ruoff
Moderna President Stephen Hoge said there's a "real risk" that existing Covid-19 vaccines will be less effective against omicron, while U.S. medical adviser Anthony Fauci said the variant's severity may be limited.
U.S. health officials said yesterday it's still unclear how transmissible the latest Covid-19 variant is, how well existing vaccines work and whether it will lead to more severe illnesses. Hoge stopped short of comments by Moderna Chief Executive Officer Stephane Bancel that spooked markets last week, saying it's too early to tell by how much omicron will degrade vaccines.
"I think that there's a real risk that we're going to see a decrease in the effectiveness of the vaccines," Hoge said in an ABC interview. "What I don't know is how substantial that is."
An updated formulation probably would be needed if effectiveness is shown to drop significantly, he said.
"Are we going to see something more like a 50% decrease in efficacy, which would really mean we'd probably need to reboot the vaccines and update them?" Hoge said.
Data from South Africa, where omicron was first detected in November, suggest it may not cause more severe illness than the more widely circulating delta variant, Fauci said on CNN's "State of the Union." He cautioned that his conclusion was preliminary.
"Thus far, it does not look like there's a great degree of severity to it," Fauci said. "We feel certain that there will be some degree, and maybe a considerable degree, of protection against the omicron variant" with existing vaccines, he said. Read more from Tony Czuczka and Justin Sink.
Read more: South Africa Dodging Hospitalization Surge Fuels Omicron Hope
The U.S. is reevaluating the travel ban on eight southern African countries as more information about the omicron variant and its spread becomes available, Fauci said yesterday.
"That ban was done at a time when we were really in the dark — we had no idea what was going on," Fauci said in an interview with CNN's "State of the Union." U.S. medical advisers are evaluating the new restrictions on "a daily basis" and Fauci said he was hopeful "we'll be able to lift that ban in a quite reasonable period of time." Read more from Justin Sink and Aysha Diallo.
More on Omicron:
Molecular Covid-19 tests developed by Thermo Fisher Scientific, Alphabet's Verily Life Sciences, and nearly two dozen other companies may be able to detect the omicron variant, the FDA announced Friday. Omicron reduces the sensitivity of one genetic target in several molecular tests, the FDA said in an update on its website. That target, which covers a portion of a spike gene, wouldn't pick up the virus—signaling the presence of the new strain. Genetic sequencing would be needed to confirm the presence of omicron when tests identify this pattern, the agency noted. Read more from Celine Castronuovo.
More people under 40 are contracting Covid-19 as a fourth wave sweeps across South Africa, early data from the nation's National Institute for Communicable Diseases show. As many as 68% of coronavirus hospital admissions in the Tshwane municipal area—that includes the capital Pretoria—were under 40. That compares with individuals over 50 accounting for 66.1% of hospitalizations during the first weeks of the third wave earlier this year, the institute said in a report on Friday. Read more from Loni Prinsloo and Antony Sguazzin.
South Africa's daily number of confirmed Covid-19 cases almost quadrupled by Friday since Tuesday as the omicron variant spreads across the country. A South African study of infections since the start of the pandemic found that the risk of reinfection from the omicron coronavirus variant is three times higher than for any previous strain. Read more from Bloomberg News.
More on the Coronavirus Pandemic
Contractor Shot Mandate Under Assault in Texas, Georgia Hearings: Biden's power to mandate Covid-19 vaccinations for federal contractors was under attack in two federal courtrooms Friday, with a pair of judges appointed by the Trump administration considering whether to up the tally of states where the measure is blocked. Attorneys for Texas and a seven-state coalition led by Georgia told the judges that Biden overstepped his authority with an intrusive policy for contractors that's actually just cover for his real agenda of getting Americans vaccinated. Biden administration lawyers defended the president's power to set the terms for federal contracts as long as its related to economic efficiency, as it is with ensuring contractor workers can perform instead of being sick with Covid-19. Read more from Robert Iafolla.
Biden Shot-or-Test Litigation Denied Fast-Track Schedule: A federal appeals court in Cincinnati rejected the Biden administration's request to move up deadlines in the legal challenge to its emergency shot-or-test rule that would accelerate consideration of lifting an order that froze the rule. The U.S. Court of Appeals for the Sixth Circuit didn't explain why it turned aside the administration's petition to move up the briefing schedule on its motion to dissolve the Fifth Circuit's stay. The Sixth Circuit said in its order issued late Friday that it "reserves judgment" to set deadlines for reviewing the merits of the emergency rule. Read more from Robert Iafolla.
Answers Wanted on OSHA Health-Care Covid-19 Rule: Time is running out for OSHA's original Covid-19 health-care emergency temporary standard. The standard is set to expire Dec. 21, six months after it was enacted June 21. While the Occupational Safety and Health Administration issued the rule saying the mandate would be replaced with a permanent one within six months, as of Friday, OSHA hasn't said when that permanent standard will be issued or how the measure will differ from the temporary version. Asked for guidance regarding the release, a Department of Labor spokeswoman said Friday that OSHA "does not have an update at this time." Read more from Bruce Rolfsen.
More Headlines:
Vaccine Side-Effect Database Helped Sow Doubt in Vaccinations
U.S. Shipping 9M Covid Shots to Africa, 2M Worldwide, CNN Says
Happening on the Hill
Oversight Plans Drug Pricing Hearing: The House Oversight and Reform Committee scheduled a hearing Thursday to reveal findings in the panel's three year investigation into pharmaceutical pricing and business practices. The hearing will also look at the need for structural reforms for the industry.
Senators Ready Bill to Overturn Biden Vaccine Mandate: The Occupational Safety and Health Administration's Nov. 5 rule requiring private sector employers to enforce Covid-19 vaccination or testing policies would be overturned by S. J. Res. 29. The resolution appears to have enough votes for Senate passage after Sen. Joe Manchin (D-W.Va.) stated his support on Thursday. Minority Leader Mitch McConnell (R-Ky.) said he expects a vote this week. If the Senate does pass the resolution, it would likely stall in the Democratic-controlled House, Bloomberg Government Analyst Adam M. Taylor writes.
BGOV Bill Summary: S. J. Res. 29, Block Covid-19 Vaccine Mandate
Aging Research, Advocacy Group Launches with Gingrich Help: A group trying to elevate age-related conditions and promote research into making humans live longer is getting help from former House Speaker Newt Gingrich, a long-time advocate for expanding the government's research portfolio, Alex Ruoff reports.
The Alliance for Longevity Initiatives—a nonprofit backed by several research organizations and companies—is hoping to make inroads in Congress to expand what the government spends on aging research and to make it easier for companies to gain approval for medicines meant to help people live longer lives, Dylan Livingston, the group's president and founder, said. "This is about keeping in better health for a longer period of time," Livingston said. The group wants to work with the Food and Drug Administration to create a special pathway for therapies in the "longevity medicine" space and increase the budget for the National Institute on Aging, part of the National Institutes of Health, Livingston said.
The Alliance on Thursday will host a talk with Gingrich and former Rep. Steve Israel (D-N.Y.). Gingrich is connected to the group by Joseph DeSantis, who is chief strategy office for Gingrich 360, a consultancy formed by Gingrich, and sits on the board of directors for the Alliance.
What Else to Know
Telehealth Visits in Medicare Soar: Medicare telehealth visits increased 63-fold from roughly 840,000 in 2019 to 52.7 million in 2020 as the Covid-19 pandemic caused beneficiaries to forgo in-person doctor visits in favor of virtual encounters, according to an HHS study. Ninety-two percent of telehealth visits—which allow patients and providers to interact live via computer, tablet, or smartphone—took place from beneficiary homes, which was not allowed by Medicare before the pandemic. The massive increase in telehealth visits occurred while overall in-person visits to clinicians fell by 11% from 2019 to 2020. Read more from Tony Pugh.
Baxter Asks High Court to Review Becton's Appellate Patent Win
FCC Settles With Phone Service for Disabled Over Its Practices
Nursing Home Operator CMC II Approved to Liquidate After Sale
Canadian Pharma Company FSD Can Arbitrate Ex-CEO's $2.5M Claim
To contact the reporters on this story: Michaela Ross in Washington at mross@bgov.com; Alex Ruoff in Washington at aruoff@bgov.com
To contact the editors responsible for this story: Zachary Sherwood at zsherwood@bgov.com; Giuseppe Macri at gmacri@bgov.com


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Ferrero reaffirms commitment to source palm oil responsibly
Credit: Ferrero
In its new palm oil charter, Ferrero has updated the targets it outlined in 2013 to generate environmental, economic and social benefits
Read More: coporate and social responsibility Ferrero Sustainability
8 June 2021 | 0
Ferrero Group has unveiled its new Palm Oil Charter, which outlines the company's ongoing ambition to achieve a palm oil industry that is good for both people and nature.
Originally announced in 2013, the first Palm Oil Charter served as a driver for the group's development of its responsible palm oil supply chain; a public commitment that took into consideration the company's core values and its broader sustainability strategy.
Now, Ferrero has further strengthened its commitments and progress through an updated charter, which has been elevated based on the company's ongoing learning journey and insights generated by close collaboration with stakeholders at every level, from suppliers to NGOs through to academic partners. The new charter has been developed with Earthworm Foundation, a non-profit organisation focused on positively improving value chains.
As a baseline, Ferrero sources sustainable palm oil that is 100% RSPO (Roundtable on Sustainable Palm Oil) Certified Segregated and traceable back to plantations: a goal initially reached in 2015, becoming one of the first global companies to do so. Ferrero's approach towards responsible sourcing of palm oil goes beyond this high certification standard through active membership in POIG (Palm Oil Innovation Group) and HCSA (High Carbon Stock Approach), two of the highest value endorsement initiatives currently available for the industry.
As part of this approach, the new charter outlines further actions, tackling three strategic areas identified as critical in an intricate industry where environmental and social issues are oftentimes deeply rooted, complex, and interconnected:
Human Rights & Social Practices: Ferrero believe in the importance of building a more equitable and inclusive palm oil value chain, requiring our suppliers to take appropriate measures to prevent any form of exploitation, indecent living or working conditions. The company said it is going beyond these essential rights by helping smallholders build resilience in the face of environmental and economic volatility – as well as improved working conditions – through the collaboration with local governments, NGOs and scientists. It added that it understands the importance that indigenous communities be fully engaged whenever agricultural land expansion may occur.
Environmental Protection & Sustainability: Ferrero said it is dedicated to having a palm oil value chain that not only respects the environment, but also becomes a positive driver to regenerate biodiversity, soils, and water systems. Among the initiatives in this focus area, it has committed to a "no-deforestation" supply chain which includes no planting on peat, no using fire to clear land, and ensuring the protection of forests and natural habitats. It will also use the Starling Satellite Monitoring System to identify potential deforestation in the roughly one million hectares of our supply chain.
Supplier transparency: Ferrero said it will address the above issues by fostering a fully transparent, shared responsibility approach across the value chain, as well as requiring all suppliers to adhere to the group's standards. The company will do this by sharing the list of mills from which we source our palm oil every six months. It will also publish an action plan and a yearly progress report measured against the goals outlined in the charter, as well as offering an "Integrity Helpline" to confidentially signal any potential grievances or instances of non-compliance.
Following recent acquisitions, Ferrero has welcomed new products into the group's extended family and is currently working to integrate them into the supply chain by bringing them up to the company's overall responsible palm oil sourcing standards.
"At Ferrero, we take a continuous improvement approach to our value chain and understand the environmental and societal challenges tied to the palm oil industry; this is why we proudly reaffirm our commitments to responsible palm oil sourcing through our new charter," said Marco Gonçalves, Ferrero's chief procurement & hazelnut company officer. "We look forward to continue our learning journey and go beyond high certification standards with concrete actions that contribute to a more sustainable industry."
Bastien Sachet, Earthworm Foundation CEO added, "We welcome this updated charter for three reasons: Firstly, because it builds on a successful implementation of previous commitments and therefore it associates words to action. Secondly, Ferrero is demonstrating its commitment to driving environmental and social excellence linked to strong core values and long-term change. Finally, this Charter will inspire other companies to raise their own bar, as collective leverage and action remains critical to scale impact beyond one company's supply chain."
Within this framework and looking towards the future, Ferrero welcomes the European Commission's upcoming proposals on Mandatory Due Diligence and new legislation to minimise the risk of deforestation and forest degradation linked to products distributed throughout the European Union. Ferrero believes that effective EU legislation is urgently needed to tackle these issues and establish a level playing field for more sustainable ingredients. Through a public statement signed by more than 40 companies, on 25 May, Ferrero extended support for an effective EU law that will address EU-driven global deforestation.
"Our new Palm Oil Charter is an example of Ferrero's commitment and actions towards responsible palm oil sourcing. But sector-wide change is needed. In this spirit, we believe that proper EU rules applicable to all relevant companies – coupled with the right cooperation framework with producing countries – can be a game-changer in driving palm oil supply chain systemic transformation, as well as preventing negative environmental and human rights impacts," said Francesco Tramontin, vice-president, Ferrero Group Public Policy Center and EU Institutional Affairs.
The full 2021 Ferrero Group Palm Oil Charter can be found on the company's corporate website, here.
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With fall officially here, skip the beach to read these top five stories from Talentmgt.com for the week of Sept. 21.
1. Firms Boost HR Tech Spending: Half of talent managers say their companies' spending on HR technology grew year over year.
2. Undesirable Jobs Need Focused Recruiting Efforts | Video: When the economy is doing well, jobs that are deemed "dirty" are difficult to fill. Editor Lauren Dixon reports on the details of her September feature story.
3. HR Technology Special Report: Tech Benefits: With the Affordable Care Act seemingly at a point of no repeal, benefits managers must now place their focus on finding the right technology to manage the process.
4. Mastering Mind Expansion: People managers who expand the minds of others are vital in today's growing and complex organizations.
5. Learning to Fly: Boeing's AerosPACE Takes Flight | Case Study: To mend a persistent skills gap among engineering graduates, aerospace manufacturer Boeing Co. developed a program to directly influence students' learning by getting its leaders involved in the classroom.
As VW deals with mounting scrutiny over the revelation that millions of diesel models contained software designed to evade emissions regulations, the company's CEO faced an uphill battle of his own, reported The New York Times. On Wednesday, he stepped down.
Also, the golden age of the Western corporation may be coming to an end, writes The Economist.
Finally, 12 signs you're about to be promoted at work, from Business Insider.


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Pharmacy-Express All About Health
What I Can Teach You About Hunting
Comments Off on What I Can Teach You About Hunting
How Hunting Impacts The Environment
Hunting is commended if you are following an exact set of guidelines. You need to control the population of animals you are hunting and the control that is professionally and properly managed. You require to make any effort to ensure the animal is killed humanely and that the tool you are about to use is effective. Hunting is a traditional source of food, connecting people to wilder selves and nature. There are ways that hunting is environmentally friendly as explained below. Hunting conserves and controls animal population. It is a regulated activity in most countries and help people do things such as cut down on deer-car collisions and protect our agricultural products from grazing wildlife and helping human beings to co-exist. The general health of the species is also secured in most places because of conservation laws limiting which animals can be hunted and when they can be pursued and how many a person is permitted to take. Animal populations that are very popular with the hunter will be more supervised watchfully for conservation as well as for protecting the sport of hunting.
Hunting goes beyond livestock farming practices. A lot of food that is more produced in big numbers most cases go to waste. Livestock farming has already needed the damage of millions of acres of carbon-absorbing forests worldwide accounting a lot of global productions. Hunting is a viable option that can substitute all good traditional livestock. Game meat tastes good just how nature planned it to be. Most of the commercially-raised livestock actually does have added ingredients. Agricultural livestock animals are at times given small doses of antibiotics to support growth. This practice causes the emergence of antibiotic-resistance bacterial strains. The steroids hormones that are given to animals are at the end taken out of the human body and get into water system causing endocrine disruption and other wildlife, and this finally gets back to the body.
The sport keeps itself wild since the hunters are among the most active conservationists. For hunters to enjoy the hunting sport the land needs to stay wild with a well-maintained habitat for the animals. Hunters who purchase outfit also make a big financial contribution to the protection of hunting habitats. Fees that the hunters pay to get a license helps in conservation efforts. The the state may also use the money to rent land for hunters to have quick access. The leased land is also used to run activities such as fish hatcheries, fight invasive species among others. Hunting creates lifetime appreciation of nature. Learning to hunt will give you a solid thankfulness of nature.
It teaches you to respect the land and the animal since human beings live with the interdependence of animals. Hunters learn to work with the land to achieve goals and their enjoyment of their time outdoors leads to a naturalist passion that has no bounds.
Finding Similarities Between Alcohol and Life
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Copyright © Pharmacy-Express All About Health 2021


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Family Sections Map
Duplicate Ticket Policy
Season Ticket Holder Disability Needs Form
Single game tickets may be purchased online at www.ticketmaster.com, on the Ticketmaster app for iOS or Android, or in person at the Ohio State Athletics Ticket Office in the Schottenstein Center. The 2018-19 Ohio State Women's Basketball single game public on sale will be Wednesday, September 26, 2018 at 10:00am ET.
For tickets to the Ohio State vs. Morehead State WNIT Game on Wenesday, March 20th at 7:00 PM, CLICK HERE
Ohio State University Athletic Ticket Office Hours
Monday-Friday, 8:00 a.m. – 5:00 p.m. ET
Women's Basketball Box Office Hours
90 minutes before tip-off – the end of halftime
SEASON TICKETS, MINI PLANS & PROMOTIONS
A member of the Athletic Ticket Sales Staff would be more than happy to speak with you in further detail about all of the benefits available by purchasing Season Tickets or answer any additional questions you may have. Call 1-800-GOBUCKS (select option 2) or email athleticsales@osu.edu to speak with an account executive. Season Tickets can also be purchased online HERE.
Mini Plans and Promotions
Fans can now secure great seats to enjoy Buckeye Women's Basketball and Men's Ice Hockey at the Schottenstein Center for one low price! Each team is offering convenient 4-game and 8-game packages.
Mix and match the games that fit best, with plan prices TBA. Service fees may apply.
Buckeye fans can also combine the two sports and design a unique 4-game or 8-game package consisting of both Women's Basketball and Men's Ice Hockey games.
Good seats are going quickly; contact the Athletic Ticket Sales Office at 1-800-GOBUCKS (select option 2) or athleticsales@osu.edu to speak with an Account Executive and tailor fit a package for you today!
WOMEN'S BASKETBALL GROUP TICKETS
For more information on bringing your group out to an Ohio State women's basketball game, click here.
WNBA SCOUT TICKETS
WNBA scouts may request a ticket for any regular season home game by emailing the Athletic Ticket Office to precht.5@osu.edu with the following information: Name, team affiliation and game requested. All requests will be replied to confirming ticket availability within 24 hours of submission.
Tickets will be available for pickup starting one hour prior to the start of the game through the end of halftime at the pass table in the Northwest Rotunda of the Jerome Schottenstein Center.
WOMEN'S BASKETBALL AWAY GAMES
The away game allotments that we receive are usually minimal. We do not typically have an away game sale for the general public. We encourage you to contact the host school for any availability they may have.
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The one stop for all official buckeye gear.


The best way to make a political case against an untenable position is to ask a question that paints the opponent into a corner, because it has no "right" answer.
The most famous of these is "So tell us, Senator, have you stopped beating your wife?"
The most devastating of these (since Dukakis flubbed the answer so badly) was when a debate moderator asked Michael Dukakis, "Governor, if Kitty Dukakis [his wife] were raped and murdered, would you favor an irrevocable death penalty for the killer?"
The most recent conundrum was the brilliant "If there's a fire in a clinic and you can save a live baby or 100 frozen embryos -- but not both -- which one would you save?" which points out the fallacy of equating embryos with live children.
But we need some new ones, and we need them quickly. Republicans are trying to paint anyone who opposes torture as being "soft on terrorists." So all the anchors on all the Sunday news talkfests this week need to ask their Republican guests the following two questions.
"If your daughter were a member of the U.S. Army and were captured by an enemy, and waterboarding and other 'interrogation techniques' you are condoning the United States use were used against her -- against your own daughter -- would you call those techniques 'torture' or would you defend them as being legal techniques?"
Catch-22. There's just no way to answer that question. That's why it needs to be asked.
The follow-up question is easy, too.
"If we hold a terrorist and we think he knows about an imminent plot, you advocate 'aggressive interrogation techniques' against him, since his comfort is less important than saving the lives of so many in an attack on America -- but if he has been trained to resist interrogation and doesn't talk, would you also advocate using the same techniques on his innocent nine year old daughter, in front of him, in an effort to make him talk?"
Once again, an unanswerable question.
How insane is it that this is an election issue? What kind of country have we become? Even Colin Powell is pointing out that we're now taking the moral low road. Have we all forgotten all those World War II movies with the guy in a dirty lab coat and a thick German accent saying "Ve haff vays of makink you talk..."?
Remember -- those were the bad guys in those movies, not the United States of America.


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