text:
package scodec.msgpack

import shapeless._
import scodec.{Attempt, Err}

object SerializeAuto extends TypeClassCompanion[Serialize] {
  override val typeClass: TypeClass[Serialize] =
    new SerializeTypeClassImpl()
}

private final class SerializeTypeClassImpl() extends TypeClass[Serialize] {
  override def coproduct[L, R <: Coproduct](CL: => Serialize[L], CR: => Serialize[R]) = {
    lazy val cl = CL
    lazy val cr = CR
    new Serialize[L :+: R] {
      override def pack(v: L :+: R) =
        v match {
          case Inl(l) => cl.pack(l)
          case Inr(r) => cr.pack(r)
        }
      override def unpack(v: MessagePack) =
        cl.unpack(v).map(Inl(_)).orElse(cr.unpack(v).map(Inr(_)))
    }
  }

  override val emptyCoproduct = new Serialize[CNil] {
    override def pack(v: CNil) = Attempt.successful(MNil)
    override def unpack(v: MessagePack) =
      Attempt.failure(Err(s"CNil does not have value."))
  }

  override val emptyProduct = new Serialize[HNil] {
    override def pack(v: HNil) = Attempt.successful(MNil)
    override def unpack(v: MessagePack) =
      v match {
        case MNil => Attempt.successful(HNil)
        case other => Attempt.failure(Err(s"expected MNil, but was $other."))
      }
  }

  override def product[H, T <: HList](H: Serialize[H], T: Serialize[T]) =
    new Serialize[H :: T] {
      override def pack(v: H :: T) =
        for {
          h <- H.pack(v.head)
          t <- T.pack(v.tail)
        } yield MFixArray(Vector(h, t))
      override def unpack(v: MessagePack) =
        v match {
          case MFixArray(Vector(v1, v2)) =>
            for {
              h <- H.unpack(v1)
              t <- T.unpack(v2)
            } yield h :: t
          case other => Attempt.failure(Err(s"expected MfixArray(Vector(h, t)), but was $other."))
        }
    }

  override def project[F, G](instance: => Serialize[G], to: F => G, from: G => F) =
    instance.xmap(from, to)
}


Patrick is a former board member of the Swiss Pirate-Party and active member of the Digital Society Switzerland. His main focus is on security policy and surveillance.
Check out our interview with Patrick from our "Speaker's Showcase" series!
Being one pillar of the digital-strategy of Switzerland e-voting is being pushed forward. Politicians see it as a tool to engage voters and to appear modern and technically savvy, calling those opposed to it as conspiracy theorists. A look at e-voting from a societal standpoint.


Robb Johnson plays The Queens Head on Sept 13th. Admission £6. Support from Chris Butler.
'Great song..wish I'd written that'. The tribute from one iconic songwriter to another. In this case, Tom Robinson on the evergreen Robb Johnson. But then the plaudits have always rolled in from Mike Harding and Tony Benn to ...The Daily Telegraph'. Can't please 'em all ? Well, maybe Robb can. Like Billiy Bragg, a writer of love songs as poignant as his political work is biting. Now fresh from performing at and compering The Tolpuddle Martyrs Festival, Robb is back on the road to co-incide with what looks look like an eventful weekend in Derbyshire.. Want to see him here first ? Then roll up early for a comfy seat and support from Chris Butler. The season starts here.


text:
Real Housewives Of New York Season Finale Recap: Viva La Dysfunction
by thebrycecameron
Say it isn't so! The Real Housewives Of New York are finishing out their 12th season. I already miss them. This hasn't been the best season by any means, but it had it's standout moments. The most notable event of the season was the perfect casting of Leah McSweeney. She fit into the group so quickly and thrived even after her friend Tinsley Mortimer walked away.
Dorinda Medley has been fueled by anger all season, and this finale won't be any different. She supposedly loses her cool on everyone at the mere mention of Tinsley. What bothers her so much about Tinsley? Dorinda didn't even care for the poor girl. Let her run off and chase love and leave her be. The group has been getting more fed up with Dorinda's anger each episode. It's not too surprising this will be her final season.
Thank you Luann de Lesseps for blessing our lives with yet another Countess single. She's working with people who are arguably way too big of a deal for her. I won't lie though. I'm frequently blasting her hits. Feeling Jovani gets me so pumped.
All of that being said, this new track sounds highly underwhelming. This won't be the bop like the rest of her songs. Who am I kidding? It is awful. She somehow found herself a step down from the Happy Birthday performance last week.
Dorinda is really going through the wringer these days. Her house flooded, she broke up with John Mahdessian, and now she is recovering from invasive surgery. No wonder she's miserable lately. That's a lot of things building up in such a short period of time.
Things feel calmer for Dorinda now though. You wouldn't know that by the way she bites off the women's heads every episode. Anger management is something Dorinda needs but won't ever be willing to accept I'm afraid. I chuckled a bit when she said 2020 would be better. Besides the pandemic, it ended up being the year Bravo sent Dorinda and her fish room packing.
I'm so proud of the personal progress Sonja has made this season. First, she finally had a successful project with her fashion line. Now, she's redoing her home so she can sell it and let someone else take on that monstrosity. She has a big emotional attachment to it, but it's time to let it go. It's been draining Sonja for years. She will feel so much lighter and vibrant with this in her rear view mirror.
One of the more interesting subplots of the season has been the relationship between Leah and her mother. They are bonding over building gingerbread houses together with her daughter. GOALS! It's making my stomach growl, and I just want it to be Christmas.
It's nice Leah and her mom are finally finding some common ground. Baby steps are good. Leah just wants her mother to be proud of her and not to judge. On the flip side, her mother has seen the way Leah behaves under the influence. That's enough to make any mother worry about their child. Finding a way to meet in the middle and respect boundaries will do wonders for these two.
Luckily for Luann, Leah isn't as worn out by cabaret as the other women. Give it time Leah. You'll be just as over it as the rest of us. I love Luann, but she gets this stuck up snobby attitude when it comes to this. She really thinks she's a global superstar.
Sonja finds a lot of Luann's content to be dated. Can't argue with that. Sonja also think she's way funnier doing it than she is. It wasn't bad though. Leah is happy Ramona Singer chose to skip the show because she can be herself. What happened to Ramona supporting other women? Did we ever believe that for a second? Ramona cares about Ramona. That's it.
It's great to see how far Leah and Sonja have come this season. They started out a bit rocky, but it's really developed. Sonja is as misunderstood as they come. She just wants to have fun and fit in with everyone. She has her faults, but with people like Ramona and Dorinda on the show, she looks innocent in comparison.
OKAY HOW FUN DOES DRAG QUEEN BINGO LOOK? Leave it to Sonja to throw a party like this for our finale. It's so over the top jut like Sonja. Her personality is all over every inch of this event.
The way the drag queens are judging Leah for not wearing heels is hysterical. She wanted comfort for the party, but she clearly didn't think about her audience. Shame on you! Although I think her shoes look really modern with her dress. I don't hate it by any means. However, I also would've been smart enough to anticipate that reaction.
Speaking of breaking rules, what was Ramona thinking bringing a random straight guy to the party? She knows Sonja. She knows that wasn't going to sit well with her. Ramona was given clear instructions and guidelines for the party, but she doesn't ever think the rules apply to her. In her eyes, it's Ramona's world, and we're just living in it.
Why are Sonja and Luann arguing over the cabaret joke? Who even cares? It's not even that funny in the first place. Ramona's date has hooked up with half the Upper East Side, but who is keeping score? He doesn't seem that into Ramona though. She's nearly triple his ideal age range. Leah is more his style. However, there's no way she'd be interested in someone like him. She has standards.
Dorinda is so into bingo. Like more into bingo than my grandmother and all of his gambling addict sisters combined. Someone get this woman to the casino ASAP. I feel bad for her because Ramona is such a selfish POS. For no reason at all, she knocked off all of Dorinda's chips. She was so mesmerized by the number 69 she couldn't help herself.
Ramona is so much more sexual than she cares to admit, and she comes with a massive double standard. It's not okay for Leah to be sexual or talk about friends with benefits, but it's fine for Ramona to salivate over the thought of 69. Does she not see her own hypocrisy? How was this woman born without a filter for social graces? Blows my mind year after year.
Luann treats everyone to a performance of Viva La Diva, and I want that time back. The chorus is decent, but everything before and after it is dreadful. They need to stop placating her. Tell her when it's not good. Don't let the "fame" go to her head.
Leah tries giving a nice little speech about being the group, and things go so far left with Dorinda. The mere mention of Tinsley's name sends Dorinda into a tailspin. No clue why Dorinda let's Tinsley take up some much space in her head. What is triggering this kind of spiteful anger?
Dorinda tells Leah "f**k you" and starts screaming about Tinsley almost ruining their show. Tinsley did breach the contract, but I don't think the season was ever in any danger of not airing. Also, Dorinda should think about the role she played in Tinsley leaving for Chicago. Sure, she mostly left to follow love, but Dorinda's heinous comments probably didn't help matters.
There's no reason for this aggressive behavior over Tinsley. It pisses Dorinda off even more after Sonja says she invited her to be there at the Drag Queen Bingo. What is Dorinda trying to accomplish by calling Tinsley a bitch over and over again?
She's gone. Move on. Leah was trying to give a positive speech about bonding with the group, and Dorinda ruined the moment with her hostile freak out.
Luann takes the moment to make it all about Dorinda not showing up to her cabaret show. LIFE IS NOT ALWAYS ABOUT YOU AND THAT DAMN CABARET. The women are sick and tired of it. It's been played out for three years now. If we could never hear the word cabaret again it would be too soon.
Dorinda is really going to lose her s**t next week because she will have no choice but to face Tinsley. The first in person reunion since the pandemic is finally upon us, and it's going to be a fireworks show. It's Dorinda's final reunion, and she is going to go down in a blaze of insults and denial.
TELL US – DID DORINDA OVERREACT ABOUT LEAH MENTIONING TINSLEY? WHAT DO YOU THINK OF LUANN'S NEW SONG? DID YOU ENJOY THIS SEASON OF THE REAL HOUSEWIVES OF NEW YORK?
[Photo Credit: Bravo]
Married At First Sight Recap: You Can Get Out Of This!
Love After Lockup Recap: Love Don't Cost A Ring
Tags: Dorinda Medley, John Mahdessian, Leah McSweeney, Luann De Lesseps, Ramona Singer, real housewives, Real Housewives of New York, Real Housewives of New York City, Real Housewives of New York City Recap, Real Housewives of New York Recap, RHONY, RHONY Recap, RHoNYC, RHONYC Recap, Sonja Morgan, Tinsley Mortimer
Real Housewives of New York, Recaps

redpajama_set_name: RedPajamaCommonCrawl


Past and current laws, coverage and position statements require all service providers to implement research based mostly proof-primarily based practices which have proof of efficacy demonstrated by rigorous analysis design. On Wednesday, members of the Kentucky Family Career and Community Leaders of America (FCCLA) pupil group will current a study for better than $50,000 to the Leukemia & Lymphoma Society's (LLS) Pennies for Patients/Pasta for Pennies program. We have been mandated by the Honourable Paul Quassa Minister of Education to create a wholesome, sturdy, and flourishing Nunavut.
With the exception of paintings, music, laptop science, and bodily education classes, all core topics like math, English, and science are held in the students' homerooms which lecturers go to on an everyday schedule. This being the case, I ought to stroll throughout the room and cease at every desk to make sure that each pupil is complying with my order. Actually entry to public coaching on the highschool and elementary ranges wasn't mandated till the early 1800's. That will be humorous, except that EVERY pupil who attends the college indicators one.
Wrong answer now as the financial system has turned the roles are scarsed and getting worse i really really feel i have been cheated out of 1 factor good as effectively and paying back alot cash i dont have. I even have talked about sooner than, and really take into account that our public training system has failed us in the space of vocational training both in highschool and in greater coaching.
Many of us can become involved within the schooling plan for the child, these include dad and mom, principal, psychologists, speech and language therapists, physiotherapists, child psychiatrists and occupational therapists. Highline College has created a school studying neighborhood to determine the precise solution to infuse know-how into primary training lessons.
He has introduced at such institutions as a result of the Department of Physics at Georgia Tech, the Department of Physics at University of Nebraska at Omaha, and Fellows of the Department of Education on the University of Montreal, and his unification model has now been delivered to the American Physical Society. We are at the moment looking out for individuals interested in educating heart / highschool (single subject) or Special Education (mild to cheap) as District Interns, whereas taking coursework to earn their credential.


text:
Q: obtener el valor de una fila completa con revolution/laravel-google-sheets con Laravel 8 estoy trabajando con php 8 laravel 8.8 y revolution/laravel-google-sheets, leo perfectamente toda la hoja de calculo, lo que necesito es cuando un usuario se loguee, busque en esa hoja la fila cuyo identificador es la columna A (Legajo) y poder obtener datos relacionado a ese empleado, mi codigo hasta el momento es el siguiente:
public function index(){
     $legajo = auth()->user()->legajo;
     $employees = Sheets::spreadsheet(config('google.post_spreadsheet_id'))->sheet('Personal')->range('A:AL')->get();
   $header = [
         "Legajo", "Apellido", "Nombres","Estado","DNI","Cuil", "Fecha de Nacimiento",
         "Edad","Nacionalidad","Estudios Completados","Titulo","Estado Civil", "Hijos",
         "Hijos con certificado CDU", "Grupo Sanguineo","Telefono Fijo",
         "Telefono Celular", "Telefono de Contacto",
         "Nombre de Contacto","e-Mail","Direccion de D.N.I.","Calle", "Numero","Piso", "Depto.",
         "Torre", "Bloque","Barrio","Ciudad","Provincia","CBU","Banco", "Fecha de Ingreso",
         "Antigüedad","Poliza ART","Seguro de Vida","Categoria", "Puesto / Funcion",
      ];

  $employeesList= Sheets::collection($header, $employees);
  $buscar = array_search($employeesList, $employees[0][$legajo]);
  $estado= $employeesList['Estado'][$buscar];
  $puesto= $employeesList['Puesto / Funcion'][$buscar];
    if($estado=='Activo'{
       return view('autogestion.inicio');
    }else{
      return view('autogestion.inicio_baja');
    }
}

Me arroja siguiente error:
ErrorException
Undefined array key 1807 (1807) es el numero legajo del usuario que se logueo
el dd($employeesList) me muestra (imagen del primer registro):

A: luego de analizar el problema, decidí crear una tarea que se ejecute cada cierto tiempo y inserte esos datos en una tabla y se terminó el problema.

redpajama_set_name: RedPajamaStackExchange


I still do some volunteer work for our school district and today was one of the days that I had to meet for a committee I'm on. I brought my camera, in case I had time after our work to go down to the Bayfront and get some pics. I chose to go to Cole Park, one of the more popular places for activities in Corpus Christi. There's fishing off the sea wall, walking and biking trails, a kids playground, a skate park, and an amphitheater. I didn't expect much in terms of new birds, but, I figured I'd get a few pictures I could use. Was I surprised!
Well, not at first. The first birds I saw were the grackles all over the ground. I had to laugh at the picture you see here, because I imagined Jimmy Cagney as the gangster boss with his hands clasped behind his back as he was addressing the thugs under his command. While there was a flock in the grass, I was happy that I focused on this grackle.
I turned my attention towards the water, where, beyond the man fishing, a few cormorants were out searching for food. I considered them a whole heard of mini loch ness monsters. There seemed to be some interesting interplay between them as they worked together and then moved off on their own, only to work with the other one. Definitely shifting allegiances for these three.
The seagulls gave me a few smiles. The still pics don't show the battle for the perch on the light, but these two guys got disrupted a few times and eventually there were three on the light. Then, when I tried to get a picture of the three, they all flew off.
I didn't mention the fishing pier out at Cole Park, because it's been condemned. I normally wouldn't have two pictures of gulls, but, there are some pigeons here two, so this is a pigeon picture. It's hard to tell from this pic, but the gulls were on the top rank of the railing and the pigeons wee on the bottom. I can't imagine living downstairs from the gulls in a situation like this. The pigeons didn't seem to mind in general, but there were a couple who tried to move on up to the top floor.
As I moved along the Bayfront, I saw these ruddy turnstones. While I had seen them before, they were a pleasant surprise. I found them in a couple of places along the way. This pic with the two of them appeared to be both of them moving away from threats – one being me. I'm sure when they met here, they warned each other about the danger ahead of them. One of those dangers was me.
Then, I saw the willett. While I had seen these birds in the past, I hadn't seen any this year. It was a nice surprise.
Next, I saw this little bird that I thought was a ruddy turnstone at first, but when I focused on him, I realized that it was something different. When I got home, I looked him up and discovered that he was a spotted sandpiper. This was a new one for me, or a lifer, and it was a great surprise. But wait…there's more!
I still haven't figured out what this one is. Google images caught it as a common sandpiper, but they've been so far off that it isn't funny. It looked to me like the sandpiper feet were claws and this one's were webbed. I could be wrong though. But, if I don't know what it is, obviously, it's new to me. Another nice surprise.
My son called while I was walking back to the car and we discussed some of the arrangements for my mom's memorial service. As we were getting ready to hang up, this pelican came flying by. I had to get this picture.
Finally, one last surprise. This bird, I didn't have time to identify him was swimming along the way to my car. I'll be looking him up and identifying him in an edit when I can.
I had far lower expectations for this trip than I had or any of my other excursions so far this year. There were four new birds for the year, with three of them new for my career as a birder. The day was full of surprises and left me in a great mood.


"Go For Broke" was the motto of the 442nd Regimental Combat Team, an Army unit comprised of Japanese Americans from Hawaii and the mainland United States.
For high-rolling gamblers in Hawaii in the 1940s, it was slang for "shooting the works," or risking everything for the big win. For the Nisei soldiers, "go for broke" meant that they would put everything on the line to win the war against the Germans in Europe and the war against racial prejudice at home.


Joe Martino, Collective Evolution, Guest | Humans experience an array of emotions, anything from happiness, to sadness to extreme joy and depression. Each one of these emotions creates a different feeling within the body. After all, our body releases different chemicals when we experience various things that make us happy and each chemical works to create a different environment within the body. For example if your brain releases serotonin, dopamine or oxytocin, you will feel good and happy. Convexly, if your body releases cortisol while you are stressed, you will have an entirely different feeling associated more with the body kicking into survival mode.


text:
Target the rich? Been there, regret that
President-elect George H.W. Bush, right, and his wife Barbara Bush, wave to the crowd at a victory celebration rally, Tuesday, Nov. 8, 1988, Houston, Tex. (AP Photo/J. Scott Applewhite)
By Boston Herald editorial staff |
If there's one thing about a bad idea in politics, it's that someone probably has had it before, and lessons learned have been promptly forgotten.
Case in point: The progressive calls for taxing those in the top income bracket at rates between 70% and 90%. Though the top 1% paid more in individual income taxes (37.3%) than the bottom 90% combined (30.5%), according to Bloomberg, which examined 2016 returns, that still leaves them with too much loot to suit the pols jockeying for Class Warrior of the Week honors. Nothing drives the point home on a campaign stop like the righteous cudgel of "it's time for the wealthy to pay their fair share."
But while some of those doing the punitive math are old enough to remember the early '90s, a cautionary tale from the time seems to have been lost.
It was the first half of George H. W. Bush's presidency, and the Milton-born man brought to the White House a springer spaniel name Millie, the penchant for shouting "Vic Damone!" to mark a win (usually at golf) and the promise of "no new taxes."
That last one was a legendary gaffe. To ease a $200 billion budget deficit, Bush, with support of congressional Democrats, imposed a 10% luxury tax in 1990 on swanky goods, including yachts, expensive cars, luxury planes, jewelry and furs, in addition to other tax hikes. Sen. Ted Kennedy backed the move, in the spirit of getting the rich to pay their fair share.
It was not a "Vic Damone!" moment. The rich, it seemed, could make do with their old yachts and get another winter's wear out of the mink and put the brakes on posh spending. Which in turn hurt those who make and sell posh things.
That luxury tax soon destroyed 7,600 jobs in the yacht industry, 330 jobs in the jewelry business and 1,470 jobs in aircraft manufacturing, according to the Joint Committee on Taxation. The lost jobs cost the government more than $20 million of income-tax revenue and cost the treasury another $2.7 million in unemployment compensation, according to a study by Republicans on the Congressional Joint Economic Committee.
And that was in the first year.
Bush repealed the luxury tax in 1992, again with bipartisan support.
If a 10% tax on a limited group of items can have that deleterious an effect on industries and jobs in such a short period, imagine the curdling consequences a 70% or 90% tax rate on high-income earners would have on the economy. "Soak the rich" may be a great slogan to spray paint on one's skateboard, but someone has to manufacture, sell and provide the goods that would inevitably go unpurchased when said rich are duly soaked. Yachts, furs and jewelry, no doubt, but you can add the construction, travel, restaurant and a variety of service industries to those that would inevitably bear the brunt of spending cutbacks.
The tax spoils of the top tier are earmarked for free-for-all programs touted by some Democrats running for president. Sen. Bernie Sanders' "Medicare for All" plan, paid for by tax hikes, including a higher rate for the rich, would up government health spending by $32.6 trillion over 10 years, according to the Mercatus Center at George Mason University in Virginia.
Sen. Elizabeth Warren's free college and student loan forgiveness plan would cost approximately $1.25 trillion over 10 years, and puts her proposed Ultra-Millionaire Wealth Tax on the hook for the bill.
Back in '91, the Joint Committee on Taxation predicted $31 million would roll in every year from that 10% luxury tax. The reality check came to $16.6 million, for anyone interested in a lesson on speculative budgeting.
Boston Herald editorial staff
Editorial: Biden's child care plan raises costs, limits options
Editorial: We need the truth about what's in our food. New labeling is not going to help
Editorial: Hillary Clinton in 2024 is a nightmare scenario


Scottish Mutual&#39s latest with-profit bond aims to offer a wide choice of flexible income options and potential for additional bonuses.
Macfarlane highlights the competitive bonus rate, high allocation rates and the 10 year bonus followed by a continuous five year loyalty bonus. Bruce likes the absence of an initial charge, no charge for withdrawals and no market value adjuster on death or the tenth anniversary of the bond.
The panel are also impressed with the literature. Moorfield calls it very professional and well presented.
John Bruce, partner, Gillies & Campbell, Richard Moorfield, partner, J Tricketts, Bruce Macfarlane, partner, Capital Trust Financial Management, Jackie Ison, business support manager, Halifax IFA, Alan Buswell, proprietor, Glenburn Financial Services.
Type: Single-premium unitised with-profit bond designed to provide capital growth and/or income over the medium to long term.
Bonus rate: Annual – 6.75 per cent, terminal – 2 per cent.
Allocation rates: Lives assured of 79 and younger – 100 per cent, over 79 – 98 per cent. Allocation rates can be enhanced by up to 6.67 per cent if full commission is sacrificed.
Charges: Annual – 1.5 per cent, early surrender – 9 per cent in year one decreasing by 2 per cent a year until 1 per cent in year five. Bonuses are paid net of annual charges.
Options: Choice of three income options fixed, percentage or maximum with capital protection.
Loyalty bonus: Bonus units of 1 per cent paid after 10 years and every five years thereafter.
Commission: Initial only – 6.25 per cent. Initial and renewal – ranges from 4 per cent initial and 0.5 per cent renewal, 2.88 per cent initial and 0.75 per cent renewal or 1.75 per cent initial and 1 per cent renewal.
Prudential expects its with profits annuity to continue to register strong levels of growth beating other comparable products.Over the 7-year period between April 1992 and April 1999, the life office expects to outperform its rivals, having outstripped comparable annuities in mid-1997.Prudential&#39s anticipated with profits annuity bonus is 3.5 per cent a year.


A strong science and technology system contributes to innovation and sustainable, equitable agricultural development. Agricultural research systems are the source of new knowledge and the resulting products, services, and management practices that enable productivity to grow. The performance of research systems and its contribution to long-term productivity challenges and shorter-term market demands require both upgrading of the R&D infrastructure and investing in institutional infrastructure. Such research system include mechanisms that enhance research demand articulation, facilitate effective national and international institutional partnerships (including PPPs), help leverage skills and resources and diversity funding, and result in improved products and practices that meet the needs of the entire agro-food system. The types of organizations, mechanisms and nature of these partnerships in the generation of innovation will depend on the market orientation of the agricultural sector and private investment in agro-industry.
This section will examine the reforms, capacities, mechanisms and approaches – such as co-design approaches, innovation platforms, research and innovation alliances and consortia, and technology transfer and commercialization approaches - that are needed and can be applied in different agricultural and market contexts.
Codesigning Innovations: How Can Research Engage with Multiple Stakeholders?


text:
Chipolo One hands-on review: Can this key finder give Tile a run for its money?
The Chipolo One is a key finder that stands out with its out-of-range alerts and low price
(Image: © Tom's Guide)
The Chipolo One's low price tag and decent set of features make it a budget alternative to the Tile Pro.
Free out-of-range alerts
Middling range
Battery replacement can be tricky
The new Chipolo One looks a lot like Chipolo's previous key finders, right down to its circular shape and multiple color options. (There are six different colors in all.) But this $25 tracker has a few tricks up its sleeve — including out-of-range alerts — to challenge Tile's position as one of the best key finders.
I've spent a couple of days testing the Chipolo One prior to its CES 2020 launch. I'll need to spend a little more time with this new key finder before coming to a final verdict, but the Chipolo One introduces a couple changes that makes it a formidable alternative to trackers like the Tile Pro and Tile Mate.
Chipolo One price
The Chipolo One competes in another key area with Tile's top-rated key finders — price. Chipolo is charging $25 for the Chipolo One. That's $10 less than the Tile Pro and the same price as the Tile Mate. But the current iteration of the Tile Mate is not as polished as the $35 Tile Pro, so that makes the Chipolo One a viable lower-cost alternative if you don't want to pay up for a key finder.
Chipolo One out-of-range alerts
The biggest change with the Chipolo One has nothing to do with the look and feel of the key finder. Chipolo says its new tracker has an updated shape with "a sleek curvature design," but if you stacked it next to the Chipolo Plus, I'd have a hard time telling the difference. Instead, Chipolo put its efforts into improving the features for the Chipolo One, including support for free out-of-range alerts.
Tile has such a feature for its family of trackers, but it's only available if you subscribe to Tile Premium, an optional service for $3 a month. With Chipolo, all you have to do is launch the Android or iOS app, select the object your tracking and scroll down to Out of Range Alerts. From there, it's just a matter of toggling the service on.
Chipolo One alarms
Previous Chipolo trackers have featured loud alarms, and the Chipolo One's is even louder, at 120 decibels. I could hear it from two rooms away, even when I buried the Chipolo One in a pile of laundry. Setting the Chipolo One next to the also loud Tile Pro, I sounded the alarms on each. They're both equally ear-splitting, and I don't think you'd have trouble hearing either key finder's alert.
Chipolo One battery
The Chipolo One uses a replaceable battery — a CR2032 that lasts about two years, Chipolo says. Replacing the battery means prying open the key finder using a narrow slit on the side. I was able to pop open the Chipolo One using a flat-head screwdriver, though I scuffed up the blue plastic casing when doing so. Still, I found swapping out a battery with the Chipolo One to be much easier than it was on the new Tile Mate, while not as elegant as the Tile Pro's approach.
Key finder meets selfie remote
A few other features return with the Chipolo One, such as the ability to use your key finder as a remote button to take a selfie from your smartphone. Just launch the camera from within the Chipolo app and press the key finder twice. You can also press the Chipolo One twice to find your phone if it's misplaced. A triggered phone will keep playing an alarm until you unlock your phone and launch the Chipolo app — other key finders with similar two-way find features usually let you just press the home button to turn off the alarm.
Chipolo One performance
Initial testing of the Chipolo One points to a key finder with decent, though not exactly class-leading range. I took the Chipolo One out to a busy public park, dropped it on the ground and saw how far I could walk away with my phone while still remaining in range of the tracker. Typically, I was able to stay in contact with the Chipolo One from 40 to 50 feet away, reaching up to 60 feet in some tests.
That's not a bad range, though it's slightly disappointing, given that Chipolo is listing a 200-foot range for the Chipolo One. What you get in the real world rarely reaches what key finders promise, given the vagaries of Bluetooth connectivity, but that's still a pretty big gap. I plan to continue testing to see if range improves in different settings.
The Chipolo One's range is also slightly less than what I got from the Chipolo Plus the last time I tested that key tracker. And it's dwarfed by the 200-plus feet of range I can regularly get when I use the Tile Pro. The cheaper Tile Mate's range is more comparable to what I saw from the Chipolo One, at least in my testing of both key finders.
There's some good news about Chipolo's performance. If you're in range of the tracker, you'll be able to hear its loud alarm, even over the din of a public park. And when I did lose my connection, I usually regained it after walking about 15 feet in the direction of the tracker. Chipolo's app also includes a map showing you where you last left the device: it's not precise, but it can be helpful if you've left something behind at a location that's attached to a Chipolo One.
I've been somewhat impressed by the Chipolo One's out-of-range alerts, which have consistently alerted me when I've left my keys behind at home. Usually, those alerts arrive in the form of notifications about three minutes after I've left the house. The notification flashes up on my iPhone's screen, and there's a little chime that plays if my phone isn't in silent mode. (It just buzzes briefly if I do have the phone silenced, which is less helpful.)
On the whole, I've found Chipolo's approach to be more consistent than what's available from the Tile Premium alerts, and Chipolo's are free to boot. But I do want to continue testing to see how those alerts work when I leave my keys behind somewhere other than my house.
The Tile Pro is the cream of the crop when it comes to key finders, and nothing I've seen so far from the Chipolo One looks like it's going to threaten that position. But not everyone is going to want to spend $35 on a key finder and they may be even less reluctant to pay a monthly fee for out-of-range alerts. The Chipolo One solves both those concerns by offering such alerts for free in a lower-cost tracker. We'll have to run some final performance tests, but right now, the Chipolo One is staking its claim as the best alternative to Tile.
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Over 23,500 Chatham County ballots cast by end of first week of early voting
Chatham Registrars office sends out 40,532 absentee ballots for the Jan. 5 U.S. Senate runoff
By Taylor Clayton
Taylor Clayton/Connect Savannah
Chatham County residents line up to vote early on Dec. 15 at the Board of Registrars office.
A total of 23,521 ballots were cast by Chatham County residents by the end of the first week of early voting in Georgia's Jan. 5, 2021 U.S. Senate runoff races, Chatham Board of Registrars Director Sabrina German said on Dec. 21.
Voters started visiting Chatham County's five early-voting locations when they first opened on Dec. 14, and by Dec. 19, a total of 16,146 ballots were cast at these polling sites, German said.
Lines of voters stretched around the Board of Registrars office polling location during the first days of early voting, but by the afternoon of Dec. 17, there was no wait to vote at the Savannah Civic Center polling site.
German said that the number of workers and COVID-19 precautions in place at each early-voting site were "about the same" as during early-voting procedures for Chatham's Nov. 3 general election.
Meanwhile, by Dec. 21 the Chatham County Registrars' office had sent out 40,532 absentee ballots for the Jan. 5 U.S. Senate runoff, with 7,375 of them returned by Dec. 18, according to German.
There are ten absentee-ballot drop-box locations around Chatham County, where filled-out mail-in votes can be dropped off up until 7 p.m. on Jan. 5. On Dec. 16, the newest drop-box location was established at Savannah's Pennsylvania Avenue Resource Center at 425 Pennsylvania Ave.
Early voting continues in Chatham County through Dec. 31, which is also the last day to request an absentee ballot; visit voter.chathamcountyga.gov for more details, or see the Connect Savannah early-voting guide.


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Smashing Pumpkins: Cyr
Posted on February 15, 2021 by jamesaluccio
ALBUM REVIEW:
First and foremost, I have to ask the question: Why are the Smashing Pumpkins not in the Rock Hall? If anyone has a good answer, please, drop me a line.
Now, If Mellon Collie and the Infinite Sadness is the album by which all other Pumpkins records will forever be judged, and I believe this is the case, then CYR falls short.
This isn't to say that it's not good or even great, at times it is, but the bands best days are behind them in terms of popular culture. That said, they are exuding the sort of confidence that comes with being a tenured band. The fact that they haven't been inducted into the Rock Hall speaks volumes about the judgement of critics (or lack thereof) and this album shows just how much they probably give a damn.
It's a quiet, melodic, sonic departure from anything they've released since Mellon while taking the softer, symphonic elements of that album and injecting it into today's version of what reminds me of eighties new wave.
In general terms, I think it's brilliant. Billy Corgan has found his poetic pulpit once again, neutered with age as it may be this time around. With huge success and the inevitable downfall of almost every band of the Pumpkins' era, they were the ones that never really fit in and succeeded despite all the rage for the grunge rock sound. There isn't any anger or hard rock sounds on this album, in other words. While Mellon had the ups and downs this one is just the right amount of artsy for todays listener. Staying true to Pumpkins past, this album is a left turn landscape of harmony and synth despair.
My first exposure to it was a live version of the single "CYR" on broadcast television in music video form. I was blown away. This song, this version in particular, reminded me of the sheer awesomeness of this band. They've been blessed and cursed in almost every way in their career and have forged a new path with CYR that, if the industry doesn't change very soon, will be a fitting cap to yet another incarnation of Smashing Pumpkins.
https://www.youtube.com/watch?v=prI0dKB51Tw
While the live version of CYR utilizes a guitar to achieve what a synthesizer does on the disc version, the studio cut still holds up. The drums are light but fantastic, the harmonies are on point, and Corgan's voice hasn't changed. The groove of the song gets you right away and it's reminiscent of 'Til Tuesday, or something like that. The lyric "Say I done told you" and "Stare down your masters" are what can be construed as a rally cry for the times we are living in. Appropriate it how you will. But it definitely has an inherent defiance that defined the alt-rock songs of years ago.
Beyond the single, it's difficult to parse through and critique every single song; partly because it's so big (a double album like Mellon) and also because it blends together Billy's over the top wordsmithing with references to folklore all the way through and partly because it sounds like the band was in a certain headspace while in the recording process and intent on creating a sound as opposed to singles.
Songs like "Adrenalynne", "Telegenix", and "Shaudenfreud" are perfect examples of this. They are good, arguably the best on the album, but there isn't any punch; no detuning, no heaviness to speak of. Just one solid track.
Other tracks like "Dulcet In E" and "Black Forest, Black Hills" tend to place Corgan's vocals front and center. Not that it's necessarily a bad thing. He hardly gets any credit for bringing the grunge era back to moderation. I will say, it seems as if the production techniques used from that era were employed here as well and I personally don't feel it does the songs justice. Maybe this is why the live versions that I've heard sound slightly better (with each instrument getting a chance to be in the spotlight).
Other tracks, like "Wyttch" are a bit too hokey for my taste but the music videos are cool. Again, in the minds of the people nothing will ever compete with Mellon in this arena, and though I tend to agree, it does bring a sense of nostalgia that I think fans will enjoy seeing. "Wyttch" is a dark track and the video is just as dark and it probably was the right choice to make it the singe for a video. It's not plagiarism of their former selves; Corgan looks like a vampire and who can argue the guy isn't one? He doesn't seem to age.
Tracks like "Minerva" and "Tyger, Tyger" are also well rounded Pumpkin offerings.
In all, the album is a solid B+ in my estimation. Keep in mind that my opinion is formed from comparing it to the bands opus Mellon Collie. Compared to everything else out there (that I've heard, anyway) it would most likely get a higher rating.
How will music history treat this band? That's my question. For a time they were the biggest band on the planet. I think they've maintained a loyal fan base and have been fairly consistent throughout their career. They also didn't crash and burn like so many others. While I don't think this matters when it comes to music, I think it's important to note because they've transcended a genre of music. "Tonight, Tonight" will always be my example of this and I'd put that song up against anything released in the last thirty or so years.
CYR is dynamic. It's really good. Probably good for an ambient listen in the winter or as background music if you can't devote full attention. But if you do, you'll find that it's full of gems. Sit back and enjoy.
Here's to hoping that the Pumpkins get the respect they so deserve.
Posted in ReviewsTagged music
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Tag Archives: unilever
When Sustainability Ambitions Become a Living Plan: Unilever Expands, Deepens Commitments
Posted by Aman Singh in Capitalism 2.0, CSR reporting, CSRwire, ESG
#iwashmyhands, #sustliving, #toilets4all, agriculture, aman singh, Business, Capitalism 2.0, CEO Network, children, climate change, CSR, CSR reporting, CSRwire, deforestation, Disclosure & Transparency, entrepreneurship, Environment, ESG, food security, keith weed, Leadership, lifebuoy, marketing, project sunlight, Social Enterprise, Social Media, Stakeholder Engagement, stakeholder engagement, supply chain, Supply chain management, Sustainability, sustainability, sustainable living plan, Twitter, unilever, women
Yesterday, Unilever released the latest refresh to its Sustainable Living Plan with yet another subtle headline [don't blame them for being European]: Unilever Expands Sustainable Living Ambition.
And once again it is seeking to set a mindset shift.
Besides a metrics update that started at the beginning of the month with the announcement that the company had successfully reduced the rate of diarrhea among children from 36 percent to five percent through its Lifebuoy branded handwashing campaign 'Help A Child Reach 5,' the company announced its decision to step away from calling the Plan, well, a Report.
A Plan That Is Meant to Evolve
As Chief Marketing Officer Keith Weed told me:
"The Living Plan is meant to evolve. Today, we're engaging more, we're collaborating more. We're not writing a separate report any longer. And I'm proud to say that we're moving toward an integrated report in our effort show how this is now integrated in our overall plan…why we closed down our CSR department. Sustainability [for us is] integrated, truly embedded across our value chain."
The company also hosted a live by-invitation-only event in London with 100 senior sustainability influencers to discuss the next iteration of the Plan: an expansion to include three specific social targets:
Fairness in the workplace ["We have been working with Oxfam on the condition of factory workers in our extended supply chain in Vietnam – and the lessons we have learned we're taking global, including a new sourcing policy, which makes clear basic levels of human rights that suppliers must adhere to."]
Opportunities for women ["By 2020, we want to help empower five million women. They're a key part of our international supply chain."]
Developing inclusive business ["Like our Shakti model in India"]
And a re-emphasis of what it considers its most critical challenges:
Helping combat climate change by working to eliminate deforestation, which accounts for up to 15 percent of global greenhouse gas emissions
Improving food security by championing sustainable agriculture, and improving the livelihoods of smallholder farmers who produce 80 percent of the food in Asia and Sub Saharan Africa
Improving health and well-being by helping more than a billion people gain access to safe drinking water, proper sanitation and good hygiene habits.
The Rarity of Receiving Honest Feedback
I was catching up with Weed – who was among the initial creators of the USLP and continues to lead it across the organization today – right after the live event. And he was in a good mood. "In its early days, everyone was genuinely impressed [with the USLP] and were always polite in giving us feedback. They were probably also scared of scaring us off. But now, three years in, they're more open with their feedback," he told me.
The company is making good progress.
Besides good results from its #Iwashmyhands and #toilets4all campaigns, for example, some of the reported highlights include:
Over 75 percent of its factories have achieved zero non-hazardous waste to landfill
A new technology would reduce plastic in its Dove body wash packaging by 15 percent
Forty eight percent of agricultural raw materials are now from sustainable sources, up from 14 percent in 2010,
It completed training over 570,000 smallholder farmers and increased the number of Shakti women micro-entrepreneurs in India from 48,000 in 2012 to 65,000 in 2013
Avoided costs of €350million since 2008 in reducing raw materials and implementing eco-efficiency measures in factories on energy, water and waste
Launched compressed versions of its Sure, Dove, Vaseline deodorants across the U.K., which equal to 25 percent of CO2 savings per can.
As Weed counted off, "We've integrated USLP into our core business, brands like Lifebuoy are experiencing double-digit growth signifying that integrating sustainability in the core of your brand works, we're creating less waste, saving money, creating eco efficiencies across our value chain, and if positioned right, can have everyone involved engaged."
Demonstrating the [Sustainability] Case Internally
"But perhaps the most important highlight is that we are starting to show progress against our commitments and core belief [about integrated sustainability into our business] internally," he added.
But other challenges emerged.
"Although water usage across our manufacturing facilities was down, when you take into account our entire value chain, it actually went up as did our greenhouse gas emissions. Also scale is tough."
And the need for good partners.
"We're stepping up working with others on transformational change. We've learned a lot in the last three years. We need to work with others. For example, deforestation contributes 15 percent of GHG – we've been doing a lot of work on palm oil by ourselves. Now [we want to] expand the efforts to government and civil society so that we can get to zero net deforestation by 2020," he added.
Challenges: Finding Partners, Changing Habits
For a brand as diversified and exposed as Unilever, finding partners that share ideologies are critical as is changing consumer behavior.
Last year, we collaborated with the Unilever team on a communication strategy that told the USLP story as well as helped the company engage in critical dialogue with its diverse audience. Besides a detailed blog series penned by Sustainability Chief Gail Klintworth that took us behind the scenes and on the ground with the USLP goals – and a live Twitter chat that generated hundreds of questions – one of the toughest challenges that emerged was influencing consumer behavior.
And some things are finally starting to shift.
Like the 180 million people who now know how to wash their hands properly. Or the 55 million who now have access to safe drinking water. Or the 70 million people who have already watched/engaged with Unilever's innovative Project Sunlight.
"The point is to make sustainable living commonplace. We're an optimistic company – if you get engaged, let's work together," said Weed. "Stakeholders are telling us they felt this was very much a part of our business. People are sitting up and talking."
Numbers aside, changing habits is hard – and it remains the company's toughest challenge. "We're using everything we can from celebrities to local partners and rewards. They say it takes 30 days to change a habit. Initiatives like Project Sunlight are important because of this," he said.
Or the decision to replace current deodorants with compressed versions. "People see smaller cans and think it's not value for money," Weed offered. "But if there is any company that has the resolve to take on these challenges, it's us. We know markets, scale, know how."
So what's next?
Engagement, engagement and more engagement. As the marketing chief put it, "We need to engage more people to think beyond their own communities and families. It will happen."
More about the USLP Refresh here.
Originally written for and published on CSRwire's Commentary section Talkback on April 29, 2014.
#SustLiving: In Conversation with Unilever's Chief Sustainability Officer
Posted by Aman Singh in CSR reporting, CSRwire, ESG
#sustliving, aman singh, Brand Management, Chief sustainability officer, consumption, CSR reporting, CSRwire, Disclosure & Transparency, Environment, ESG, gail klintworth, Leadership, Stakeholder Engagement, stakeholder engagement, supply chain, Supply chain management, Sustainability, triplepundit, Twitter, unilever
A conversation with Unilever's Chief Sustainability Officer Gail Klintworth on the Sustainable Living Plan's progress, challenges, what's necessary to shift global & local consumer mindsets and more: Moderated in partnership with Triple Pundit's editorial duo Jennifer Boynton and Nick Aster.
[View the story "Unilever's #SustLiving Trends Worldwide: Goals, Challenges & the Way Forward" on Storify]
Connecting the Dots Between Consumers, Consumption & Sustainability: The External Face of Unilever's Sustainable Living Plan
Posted by Aman Singh in CSRwire, ESG
Brand Management, Business, cause markeing, cause marketing, CSRwire, employee engagement, Environment, ESG, marketing, packaging, palm oil, PepsiCo, roundtable on sustainable palm oil, sanitation, Stakeholder Engagement, supply chain, Supply chain management, Sustainability, sustainability, unilever, unilever sustainable living plan, waste, water
What role does a consumer-facing sustainability strategy play in an ambitious plan like the Unilever Sustainable Living Plan? That's where I left off in my interview with Marketing Chief Keith Weed last week in our review of the ambitious Plan two years since launch.
From Desire to Habit: Unilever's Five Levers for Change
He chose to respond by explaining a framework called the "Five Levers for Change" that his team developed to solve exactly this dilemma. An excerpt:
Make it understood. Sometimes people don't know about a behavior and why they should do it. This Lever raises awareness and encourages acceptance.
Make it easy. People are likely to take action if it's easy, but not if it requires extra effort. This Lever establishes convenience and confidence.
Make it desirable. The new behavior needs to fit with how people like to think of themselves, and how they like others to think of them. This Lever is about self and society.
Make it rewarding. New behaviors need to articulate the tangible benefits that people care about. This Lever demonstrates the proof and payoff.
Make it a habit. Once consumers have changed, it is important to create a strategy to help hold the behavior in place over time. This Lever is about reinforcing and reminding.
"We need to continue to work with others to drive this change. If we achieve the Sustainable Living Plan, and it doesn't change business at scale, ultimately that's a fail. Unilever's impact is huge but we're still a drop in the ocean. We need a movement going for businesses to help address this," he explained.
"We are already working with organizations like the World Toilet Organization, UNICEF and others on sanitation, for example, which is a very important issue for us. Two million children die every year from pneumonia or diarrhoea. In a world where there are more mobile phones than toilets or toothbrushes, our work ahead is sure cut out for us," he added.
The fact is Unilever cannot do it alone. None of it.
And Weed and team have understood that since launching the Unilever Sustainable Living Plan. While scale is a huge factor, organizations require individual and mass power to change consumer behavior and habits. And that is where the Five Levers for Change along with creative partnerships like the kind Weed referred to can help.
Making Sustainability Personal…
"I was in Brazil recently speaking to a lady in Sao Paulo about the environment and the city's pollution. For her this meant dust from the nearby construction and the tainted flavor of her water supply. These were her immediate challenges – not deforestation or climate change. People view the world through the prism of my world – family, friends, and community. Our world is a step bigger: the city you live in, the supermarket, the local dump, etc. And the final level, 'the world' is the rainforest, the ice melting in the Arctic," Weed continued.
His point: We need to connect "my world" with "the world" for consumers. "Right now we're at level one. When I asked the lady what she thought would solve the issues, she suggested stopping the
littering because it would stop the drains from getting clogged and therefore avoid local floods. Level One," he said.
What companies need to do is create a movement and work with people to drive change. A natural question then: Is Unilever working with other companies on its initiatives or primarily with nonprofits?
… and a Business Driver
One example Weed offered was palm oil.
"We purchase a lot of palm oil but it still makes only for three percent of the world's palm oil. We started our journey by promising to source 100 percent of our palm oil sustainably by 2020. It's a clear signal to the entire palm oil supply chain that that is the future we are working toward."
"But this goal would be impossible to reach across the value chain without working with other purchasers of palm oil. So we work with other businesses and NGOs on the Roundtable on Sustainable Palm Oil to do this collectively."
In fact, Weed says Unilever managed to reach the 100 percent goal last year because of this collective effort. The next step: To make the supply chain of sustainable palm oil easier and connected by 2020. "Right now procuring sustainable palm oil means weaving through a very complex supply chain," he added.
Another example: the work of the Consumer Goods Forum, which includes 650 members including manufacturers, competitors, retailers and NGOs, responsible for over $2.5 trillion in sales. And Weed is pretty positive about the goals and work of the Forum: "There are a lot of companies getting behind the need to address the negative impacts of deforestation, and momentum is starting to build," he said.
While momentum is starting to build – with several companies announcing new initiatives and collaborations – the issue did bring us back full circle to where we started: how do we connect these overarching partnerships with the average consumer?
Subtle Messaging & Cause Marketing
And what role does cause marketing play in Unilever's 2020 plan? Should we expect more nuanced advertising on the lines of the Dove campaign, for example? Or go full throttle like Patagonia's "Don't Buy This Jacket" campaign?
It's going to be subtler, says Weed. "For example, for our Tomato soup in Germany or our Ketchup in India, we talk about sourcing tomatoes sustainably. With our Lipton tea, we talk about sourcing all our tea and tea bags sustainably by 2020," Weed explained.
"Consumers comprehend these messages differently though. When we talk about sourcing our tea sustainably, customers see the Rainforest Alliance logo as a sign of better quality and taste, not necessarily sustainability. With our Hellman's mayonnaise we discuss cage-free eggs. Consumers perceive that as an indication of better food: animals are better looked after therefore they're getting better food. However, it's still early days," he added.
Work Culture: Participating in Change
Early days also for Unilever's employees, who are witnessing – and participating – in a significant shift culturally at a company that has left behind decades of "doing things one way" to a more complex ideology. How has the company's culture evolved since 2010?
According to Weed, the greater purpose espoused by the Sustainable Living Plan has been significant for employees – kind of like Performance with Purpose over at competitor PepsiCo. "The notion that you can work for a business to earn money, build a career and also do it in a better way is significant. We need new ways of doing business in the future – our generation has stolen from our children's
generation financially and environmentally – so we 're going out and saying we want our employees to innovate and encourage new ways of doing business," Weed said.
In fact, the marketing chief, who also leads internal and external communications for Unilever, says despite the many crises facing our world today engagement levels among employees have gone up consistently every year.
A sentiment that resonated in an email I received this week from Kam Erik Fierstine, a project delivery manager in Unilever Engineering Services at the company's Henderson, Nev.-based ice cream plant. Here's what he wrote when I asked him about the culture at his company:
"The Sustainable Living Plan is something that is quite apparent to those of us that live in a desert-like area where we are very conscious of water usage. It has shown our employees that Unilever has the same values that we were raised with. Our employees would not put up with a leaky faucet at home, and now they have the backing of management to proactively fix these simple issues at work."
"We all agree that we want to leave a healthy planet for future generations and we can help do that by conserving our resources. Our employees see the management team walking the talk and that empowers them to escalate issues and voice new ideas. They will now do small things to make a larger impact like pick up things from the floor or switch off conveyors or equipment when not in use."
The Henderson, Nev.-based ice cream plant was recently honored by the Innovation Center for U.S. Dairy for its sustainability practices.
"They see us taking on challenges in a positive way and that's inspiring," Weed wraps up.
Originally written for and published on CSRwire's Commentary section Talkback on May 1, 2013.
Unilever's Sustainable Living Plan: The Challenges of Being Too Ambitious
agriculture, Brand Management, Business, cause marketing, climate change, Consumerism, Corporate Governance, CSR, CSR reporting, CSRwire, disclosure, Disclosure & Transparency, dove, energy, environment, Environment, food, hygiene, Leadership, lifebouy, marketing, nutrition, paul polman, Social Enterprise, supply chain, Supply chain management, Sustainability, sustainability, Sustainability Report, unilever, unilever sustainable living plan, water
Unilever's Sustainable Living Plan was created and launched amid much fanfare in 2010. It was lauded for its ambitious goals, an exhaustive list of metrics and for its commitment to put sustainable and equitable growth at the heart of its business model.
This week, the consumer products company released its second progress report and it began with a stark statement from CEO Paul Polman:
The world continues to face big challenges. The lack of access of many to food, nutrition, basic hygiene and sanitation, clean drinking water or a decent job should be a concern to all of us. We firmly believe business has a big role to play in striving for more equitable and sustainable growth, but large-scale change will only come about if there is real collaboration between companies, governments and NGOs across all these areas.
Now, the report is impressive, exhaustive and filled with data. So to get beyond the flash, the avalanche of numbers and statistics, I reached out to Keith Weed, Chief Marketing & Communications Officer also responsible for the Sustainable Living Plan, to discuss not only the challenges of reaching some of the goals Unilever is striving for by 2020 but also the successes, the unforeseen road bumps and the transformation the company is undergoing culturally because of the Plan.
To get started, here are the three overarching goals Unilever began its Plan with:
Help more than a billion people take action to improve their health and well-being;
Source 100 percent of agricultural raw materials sustainably;
Halve the environmental footprint of its products across the value chain.
Ambition: Sustainability in Perspective
"The report is indicative of what we're trying to do. We're trying to do things at scale. This is not a [standalone] CSR project in Africa but something that touches every single element across our value chain," he began.
It takes a mindset shift to put Unilever's plan in perspective. As Weed explained, "The idea that it isn't just about the footprint of your facilities…we have to think all the way through the lifecycle of a product from consumer to facilities to sourcing to the impact of key productions. The Unilever Sustainable Living Plan guides our direction."
Did his team realize the magnanimity of the goals they were setting? "We knew that we couldn't achieve all of them but that if we set them like this, we would find solutions along the way by working with others," he said, adding, "When you get interconnected, solutions and opportunities open up. That was the spirit we started with."
And the results encapsulated on Unilever's website and a 53-page PDF download, are in keeping with that spirit. "It's not about mechanically ticking off the targets and goals. Our Sustainable Living Plan is a movement to get business to move toward socially and environmentally sustainable future," he clarified.
The Unilever Sustainable Living Plan: Highlights
First of, he reminds me that from the outset, the Plan set out the sustainability goals to be achieved alongside the mission set out in 2009 to double the business. "We serve two billion people a day and another 2.5 billion are expected to be added to the world's population by 2050. So our goal is to reduce our environmental footprint and increase our social impact while doubling our business."
The good news: "We have started to drive sustainability into the core of our business and today, our sustainability efforts are helping to drive business growth." One example is Unilever's popular Lifebouy soap, which was rebranded in 2010 with a social purpose alongside:
[We went] from selling soap to encouraging people to wash their hands – and wash them correctly. And our efforts have resulted in double-digit growth over the last three years – and reaching millions with our Handwashing campaign. It's proving the coherence of our strategy of combining social impact with business growth instead of just a sales goal," Weed explained.
Laundry cleaner: Unilever increased its market share by 10 percentage points since 2010 to over 25 percent, with its concentrated liquids, which according to Weed carry a much lower carbon footprint in production and use.
Dry shampoos: A huge opportunity for the company, right now dry shampoos are mostly sold in the U.S. – where Unilever occupies a 75 percent market share. But as the company enters into more water-restricted countries, Weed predicted an accompanying increase in sales. The environmental benefit? Compared to heated water, dry shampoo reduces CO2 by 90 percent through lower water usage and less heating of water for the shower. An added benefit for developing countries: water conservation.
Dove: The Self Esteem campaign continued to gain momentum with 62 percent of women who know of the campaign now recommending Dove to others. "The campaign started with the idea that we should think differently about how we portray beauty," said Weed, "Today, it's a global movement."
Oral hygiene: Unilever's oral hygiene campaign helped its Signal brand grow by 22 percent in 2012. "People brush their teeth in the morning and evening, which requires more toothpaste, ergo a virtuous circle," contextualized Weed.
A Twist on Purposeful Cause Marketing?
So cause marketing spelt and implemented differently. By attaching value and impact with its core products, Unilever is addressing a question all consumer products companies continue to struggle with: how do you change consumer behavior to scale a company's sustainability efforts?
For Unilever, this has meant active pairing of product and messaging with a focus on impact and growth, yet ultimate success is far away.
As Weed explained:
This is a coherent strategy that works – we're increasing our social impact while growing our business. However, while we're making good progress, we're still facing challenges across the value chain, whether it's with sourcing, food production or disposal.
And each carries with it a nuanced set of challenges, a complex set of solutions and invariably a cobweb of marketing, brand positioning and partnerships.
We have reduced our CO2 emissions, non-hazardous waste to landfill has been reduced in 50 percent of our factory sites, we're sourcing over a third of our agricultural raw material from sustainable sources, up from 14 percent when we started in 2010…yet we're miles away from our 2020 target of 100 percent," he offered.
Scaling Behavior: Easier Ideated than Done
Of course, a key ingredient in Unilever's Plan is the ability to scale. For the world's largest tea producer, these achievements might mean small metrics today but when scaled are attribution to an entire value chain at work on technological improvements, environmental studies, and more. However, the opportunity is also a challenge:
"The sheer scale of our commitments is tremendous. For example, we want to be able to educate a billion people by 2020 on washing their hands correctly. That's a lot of people – despite the progress we've already made since 2010 –119 million people reached since 2010, of whom 71 million were reached in 2012. Scale has been more challenging than we originally thought," Weed explained.
Another challenge: encouraging people to adopt new behaviors.
Consumer Behavior: The Toughest Challenge Yet?
"When someone tells you something about hygiene, it's easy to do it for a couple of days and then switch back to your old habits. Habits are hard to change and we're seeing this come up in almost every initiative," he said.
Using the example of laundry, he exemplified:
The biggest use of domestic water across households worldwide is for laundry. Only a few hundred million in North America and Europe use machines. The other billions wash their clothes by hand and usually use four buckets of water to do so: wash in one, rinse in three. Our challenge is to reduce that rinsing from three buckets to one. So we came up with a product that kills the foam – wash in one bucket and rinse in one bucket. Water used is instantly cut to half. And we expected the product to be a runaway success.
The team found that embedding that behavior change of using one bucket instead of three was instrumentally tough. Even in water scarce markets where people have to walk long distances for water. "Rinsing is hard work. I thought this would be a rapid victory but we found that it takes time to change habits and we ended up reaching only 29 million households, much lower than anticipated," he recalled.
When your footprint encompasses billions of culturally diverse populations with very different social and environmental settings, scale becomes an ever-moving target.
Perhaps Weed puts it best again: "If you went to work in a Boeing 747, it wouldn't make a difference to the planet. If half the planet started doing that, it would make a huge difference. The power of individuals is when you scale them together."
Its hard work.
And Unilever's 2012 Progress Report while celebrating the company's achievements does not undercut the challenges ahead. "We're breaking new ground every day. We're showing results. But there are several pieces we are yet to crack," said Weed.
Earthwards 2.0: Johnson & Johnson Seeks to Evolve Sustainable Product Innovation
andrew winston, Brand Management, CSR, CSRwire, earthwards, environment, Environment, ESG, health care, healthcare, hunter lovins, Innovation, lifecycle analysis, marks and spencer, Sustainability, sustainability, sustainability strategy, unilever, waste
In recent posts, I explored the genesis of Johnson & Johnson's proprietary Earthwards® process and how it has been used to help develop greener products to meet customer needs. For Johnson & Johnson, the process of instilling a sustainability mindset began with introspection and questioning: How does an organization with multiple product lines and a global workforce develop and define greener products? And the process began with a tool called GAIA, or Global Aquatic Ingredient Assessment.
In the beginning, GAIA was operating almost exclusively with R&D because it was a science-based tool with specific emphasis on measuring downstream ecosystem impacts. Implementation of the Earthwards process accelerated broader adoption and has helped spur greener product innovation based on lifecycle thinking that is, in part, quantified by tools like GAIA. But Earthwards, despite its rigor and initial success, is still in its infancy.
In 2012, Senior Director for Worldwide Environment Health and Safety Al Iannuzzi enlisted a team of experts that volunteered to examine the Earthwards process and recommend areas for improvement. What's next? I explore the future of the program through the eyes of two well-respected sustainability experts who recently weighed in as part of that expert team: Andrew Winston and L. Hunter Lovins.
By now, you've probably caught a glimpse of that new inspiring Honda Civic 2013 commercial, framing innovation as believing that 'things can always be better.' For Winston, making things better begins by asking questions. "As we pursue sustainability in the future, asking the right questions will be as important as the answers we get," he said.
For the people at Johnson & Johnson, the concept of continuous improvement is a driving force. So it makes sense that their efforts to evolve the current Earthwards methodology into a better process began with some honest introspection and engagement with a few external experts, including Winston and Lovins.
In a recent phone call with Winston, I asked him his impressions of the Earthwards process.
He believes that the Earthwards process is a solid program with appropriate categories and logical steps that "empowers product developers with information and helps them understand the choices. It's a well-designed system, but does have its pros and cons."
I asked him to elaborate.
"They have the right categories, seven in all, but the concern is that a product could be improving in three distinct areas, but these may not be the most important areas to focus on in order to address the products' greatest material impacts. There's a fine line between simplicity and enabling efficient assessments."
Of course there are trade-offs. But the biggest challenge internally is giving employees the time and information they need to become comfortable with the Earthwards process and appreciate the impacts of improvements across the lifecycle.
"It is a fair point," said Iannuzzi. "Our Review Board, including three external experts, also helps to keep the process objective, making sure that the brands focus their improvements on meaningful areas. To make this even more robust, we will require each application to address the lifecycle screen hot spot areas identified in step two of the Earthwards process, the lifecycle screen."
Sufficiently Ambitious or Room for Improvement?
There is broad agreement among the experts that Johnson & Johnson has a long history of – and
interest in – environmental protection and sustainability. "The company has cared about its impact on the environment and on people, and taken a position of responsibility," Lovins noted.
While both Lovins and Winston said that the Earthwards process is one of the most comprehensive sustainable product tools in the industry, and in Lovins' view, "a strong and rigorous process." She also feels there is opportunity for the company to become even more aggressive in making this a companywide initiative.
"They need to examine the inadequacies of the Earthwards process, align it with tougher science-based goals and then make a commitment to hold every product to those goals."
Winston had similar sentiments, specifically around the 10 percent benchmark Johnson & Johnson has set for improvements against Earthwards' sustainability criteria. "The problem with a goal like 10 percent is that it's kind of an internal-looking, corporate improvement. These goals at the product level need to be shooting for more dramatic increases."
Some of J&J's leading products are doing more than the required 10 percent anyway, so why stop there?
According to Iannuzzi, Johnson & Johnson sees the potential to raise the bar, perhaps substantially on some dimensions, but also recognizes the need to balance meaningful improvements within the original intent of Earthwards.
"J&J is always up for a challenge, but we want to make sure we don't raise the bar so high that it becomes detrimental to Earthwards' intended purpose of widespread adoption," said Iannuzzi. "If we make the bar so high that almost no product can get there, no one would pursue it."
New Blueprint Needed?
According to a recent study commissioned by Johnson & Johnson titled The Growing Importance of Sustainable Products in the Global Health Care Industry, 54 percent of health care organizations globally say green attributes are very important in their purchasing decisions of health care products and supplies. And this trend appears to be gaining traction, as 40 percent of global hospitals expect their future request for proposals to include sustainability criteria for the products they purchase. Among the greatest concerns hospitals share are the amount of energy they use and the volume of waste they generate.
With data like these indicating that the strongest push for sustainability is coming from within the healthcare sector, how will this influence the evolution of the Earthwards process?
To get at the heart of this question, Winston suggests that Johnson & Johnson ask itself whether doing better than 95 percent of its competitors is good enough.
In fact, Winston said Johnson & Johnson should go further than others and has challenged the company to raise the requirements for Earthwards recognition. For example, the baseline could be higher than the current 10 percent improvement needed to achieve recognition in the different categories, especially in the energy efficiency category, in light of the general scientific consensus that greenhouse gas emissions need to be reduced by 85 percent by 2050.
Iannuzzi responded: "We plan to better understand the greenhouse gas emissions impacts of the improvements we make this year with the Earthwards process and consider ways to further encourage them in our products."
Lovins suggests the company be more transparent with customers about where it is in the process of sustainable product development and where it is going. Iannuzzi's team is already responding by sharing more content on www.earthwards.com including more information about the 36 products that have received recognition so far and other external-facing efforts like a six-part series with CSRwire.
Internal Certification Process, Not a Sustainability Strategy
Coleman Bigelow, Johnson & Johnson Global Sustainability Marketing Director, sees the Earthwards program as an internal product stewardship and green marketing process rather than a long-term sustainability strategy like that of Marks & Spencer's Plan A or Unilever's Sustainable Living Plan.
The Earthwards process ensures "every product we produce has undergone a lifecycle screening and is as sustainable as possible. For the first time, we have a process that offers something to the developers, the R&D folks, as well as the marketers and sales associates," Bigelow explained.
Iannuzzi, a Johnson & Johnson veteran of 28 years who has spearheaded the Earthwards program internally from the start and is a popular sustainability champion among the team, doesn't foresee the company taking an approach akin to GE's Ecomagination with a separate structure, either.
"Our philosophy is to embed sustainability into every product, not create something special or separate," Iannuzzi explained. That said, the company does plan to track how much of its revenue stems from Earthwards recognized products. So while it is not its own revenue generating business unit, per se, it certainly could prove to save the company money over the long haul as well as drive innovation internally.
When I asked Iannuzzi about Earthwards' ten-year plan, he reflected.
"Ideally, I envision it as a way of showing customers how we are coming up with more innovative products using sustainability as the driver. This means moving Earthwards process away from being an add-on and moving it toward full integration. External communication will also be key."
"But right now, it's not as well integrated as we would like," Iannuzzi admits.
Regardless, Winston seems convinced that Johnson & Johnson's efforts have been both aggressive and innovative as a whole. The next tricky move for the company, say the experts, is to be mindful of how quickly the Earthwards program grows in scope without losing sight of the program's quality.
As the team at Johnson & Johnson prepares for Earthwards round two, the experts' advice should help the healthcare company scale its journey from green to greener without losing sight of the ultimate goal: A sustainable planet for future generations.
For now, it's back to the white boards.
About Andrew Winston and L. Hunter Lovins
A globally recognized expert in green business strategies, Winston is the author of Green Recovery and co-author of Green to Gold, the international best-selling guide to what works – and what doesn't – when companies go green. Winston is also founder of Winston Eco-Strategies, a sustainability consultancy dedicated to helping companies use environmental strategy to grow, create enduring value, and build stronger relationships with their stakeholders. He writes extensively on green business strategy, including a weekly column for Harvard Business Online and guest byline articles on Huffington Post.
Lovins is an award-winning sustainability consultant, featured speaker at conferences across the globe and author of Natural Capitalism: Creating the Next Industrial Revolution. Lovins is also president and founder of Natural Capitalism Solutions (NCS), which creates innovative, practical tools and strategies to enable companies, communities and countries to become more sustainable. Lovins is also a professor of sustainable business management at Bard College and Denver University, and consults for large and small companies, and governmental clients.
Originally written for and published on CSRwire's Commentary section Talkback on March 13, 2013.


text:
Should you make a catch-all email account? What is a catch-all mailbox?
A catch-all feature that is activated for a given mailbox will allow you to receive email messages that are sent to email addresses that do not really exist. Otherwise put, if you disable an email address and somebody still sends an email to it, or to any mistyped address under the exact same domain, you'll receive the message in the catch-all mailbox. Using this feature implies that you will no longer miss an email for any reason whatsoever, which could be vital in case you are running a company, for example. Since you may begin receiving unsolicited bulk messages, you can use the catch-all feature with email filters in order to receive only authentic messages in your inbox. Just one mailbox per domain can be a catch-all one and email forwarding cannot be set up for a catch-all mailbox.
Catch-all Emails in Cloud Website Hosting
Creating a catch-all email mailbox will be extremely easy if you've got a Linux cloud website hosting with our company. You can activate this feature through our advanced, albeit user-friendly Email Manager, which is built into the Hepsia Control Panel, via which you will administer the account itself. You'll see all the mailboxes that you've set up enumerated in alphabetical order and to the right of each of them there will be a mini "Catch-all" icon, which will instantly tell you whether a specific mailbox gets all the email messages associated with a given domain name or not. With one single click on the icon you can activate or deactivate this option at any time. In case there's activated email forwarding or if some other mailbox has already been configured as a catch-all one for a certain domain name, you'll receive a warning notification from our system. The latter will not replace/deactivate anything automatically and without your approval.


text:
"I've realized that Portugal is a formidable country"
Published: 23rd July 2019, 7:34pm
In an exclusive interview to the "Lisboète Magazine", the famous French architect and designer, Philippe Stark, reveals what most impressed him about Portugal
At first, he resisted. Despite the (much) insistence of some friends who lived in Cascais and described Portugal as "a paradise", there was no great appeal to come to know the country. "I already had houses in Venice, Cap Ferrat and Formentera and saw no interest in going anywhere else," says renowned French architect and designer Philippe Starck, born 70 years ago in Paris, in an interview with Lisboète Magazine.
One day, he eventually came to Portugal. And fell in love! "It's amazing to find a country my age," he told the publication. "I was immediately surrendered to the friendly atmosphere that lives here", reveals the creative, who was also enchanted with "the big waves, the small village and the small port" of Cascais. "I had a vision, like the square of a circle. I found the place I was looking for and had never found," he says.
"I didn't stay in Portugal. I stayed with the Portuguese"
Despite the beauty of the area, what captivated Philippe Starck most was the people he met throughout what quickly became one of the greatest voyages of discovery of his life. "I found myself suddenly in one of the last places in the world where people still had a sense of humanity," he says. "I leave little, but when I do, I am happy to see that there are still people full of kindness, generosity, honesty and a deep friendship. Over time, I could see that fidelity can also be added to these qualities," says the French.
"I didn't stay in Portugal. I stayed with the Portuguese," says Philippe Starck. "The Portuguese are like a disease that gets caught or like a drug from which we become addicted", praises. "I go around the world on average a week and count the minutes to come back here. Once we know the values of these people, we no longer understand the values of others," says the architect and designer.
The passion for the country led Philippe Starck to visit Portugal and to be interested in Portuguese history. "I have a huge fascination for Prince Henry," he assumes. Despite the charm, he has not yet learned to speak Portuguese, unlike his wife and daughter, who already master the language with some ease. "It's a shame!" He admits. Besides Cascais and Sintra, he likes to go to Ericeira and Peniche and get lost in the Alentejo.
"I'm going a little while, but Lisbon has a formidable air. And it's very different from the other cities I know. With its hills and small sloping streets, it's very theatrical. It's not a city. It's a work of art! ", describes the architect and designer, who elected Grândola, in Alentejo, to build a new house. "What pleases me there is that nothing has yet been desecrated," he justifies. "I can say that I discovered paradise there," he confesses.
Source: SAPO LifeStyle
About Portugal Homes
PortugalHomes.com specializes in selling Holiday Homes and Investment Properties. We help buyers find the right property overseas whether it be for Golden Visa, NHR, Investment or simply a place in the sun, our properties are selected with great thought in mind to give our clients the best opportunities, we offer the complete service from Introducing them to Legal Representatives, Currency Exchange, Mortgage Advisors, Property Management, Rental and Furniture Packages along with making sure all our staff are trained to fully understand the buying process and taxes for every scenario, we provide the complete service to anyone looking to buy a new or resale property overseas for holiday use or as a short or long-term investment.
To find out more, please contact us:
E-Mail: info@portugalhomes.com
Singular neighborhoods of Lisbon
Some of the most famous neighbourhoods in Lisbon, are the ones where you…
Historical Lisbon nightclubs will move out of the Pink Street, in Cais do Sodré
Historical Lisbon nightclubs will move out of the Pink Street, in Cais…


text:
/* This file was generated by SableCC's ObjectMacro. */

package org.sablecc.objectmacro.codegeneration.intermediate.macro;

public class MParam {

    private final String pName;

    private final String pIndent;

    private final MParam mParam = this;

    public MParam(
            String pName,
            String pIndent) {

        if (pName == null) {
            throw new NullPointerException();
        }
        this.pName = pName;
        if (pIndent == null) {
            throw new NullPointerException();
        }
        this.pIndent = pIndent;
    }

    String pName() {

        return this.pName;
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    String pIndent() {

        return this.pIndent;
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    private String rIndent() {

        return this.mParam.pIndent();
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    private String rName() {

        return this.mParam.pName();
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    @Override
    public String toString() {

        StringBuilder sb = new StringBuilder();
        sb.append(rIndent());
        sb.append("  param = ");
        sb.append(rName());
        sb.append(";");
        sb.append(System.getProperty("line.separator"));
        return sb.toString();
    }

}

redpajama_set_name: RedPajamaGithub


text:
lori arnold net worth
Lori Arnold was very wealthy when she and her late husband were operating an illegal drug enterprise in Ottumwa, Iowa. The couple made millions of dollars a year. The money accumulated in this illegal business eventually dissolved and they were arrested. However, it does not appear that they lost all their money, as they filed for divorce and separated.
Lori Arnold's net worth is currently estimated at $25 million. She was convicted in 1991 for running a large-scale methamphetamine operation, which was based on her 170-acre ranch in Iowa. Her conviction led to charges of money laundering and drug trafficking. She also owned several luxury properties, including a ranch, sports cars, a yacht, and expensive jewelry.
After her release from prison, Lori Arnold worked as a materials technician at Freudenberg-No. She has been working there since September 2018. Lori's son and his wife reside in Ottumwa, Iowa. She and her husband didn't get to spend more time together as children, but their son and his wife are happy and healthy and their son has a successful career.
Although her husband was a successful businesswoman, she has a difficult past. She was arrested for drug trafficking in 1991 and sentenced to 15 years in prison. This conviction has helped her earn some money, but her overall wealth isn't expected to rise as quickly as it did before.
Lori Arnold's net worth is estimated to be close to $300 million as of 2019. In addition to running a successful multiplatform network, she also serves as a board member for various nonprofits and charities. She has also served on numerous boards of directors for several companies. Throughout her career, she has given back to her community.
After her divorce from her first husband, Arnold was married to Julie Lynn Champnella. The couple divorced in 1999, and she married Shelby Roos in 2002. The couple had two children together and divorced in 2008. In 2009, she married Ashley Groussman. The two later divorced in 2020.
Lori Arnold's practice includes surrogacy, third-party reproduction, and preimplantation genetic testing. She is a highly-respected fertility specialist who has helped more than five thousand patients build families. Her patients often have difficult reproductive issues, so she offers personalized care. Since she performed the first surrogacy procedure, she has achieved a 90 percent success rate.
lisa frank net worth
lynne moody net worth


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Apple Watch Series 3 Taken Apart By iFixit
1:07 pm September 25, 2017 By Roland Hutchinson
We have already seen teardowns of the new iPhone 8 and the iPhone 8 Plus and now it is the turn of the Apple Watch Series 3.
The guys from iFixit have been busy taking the new Apple devices apart, the latest one is Apple's third generation smartwatch.
The Apple Watch Series 3 comes with a new processor and it is the first Apple Watch to feature LTE, the device can be used independently from your iPhone.
The guys over at iFixit give devices a score of between 1 and 10. 10 means that a device is easy to fix and 1 means that it is very difficult. Apple's new Apple Watch Series 3 managed to score 6 out of 10, this means that the device is moderately easy to repair.
Source iFixit
Filed Under: Apple, Gadgets News


text:
/**
 * Licensed under the Apache License, Version 2.0 (the "License");
 * you may not use this file except in compliance with the License.
 * You may obtain a copy of the License at
 *
 *     http://www.apache.org/licenses/LICENSE-2.0
 *
 * Unless required by applicable law or agreed to in writing, software
 * distributed under the License is distributed on an "AS IS" BASIS,
 * WITHOUT WARRANTIES OR CONDITIONS OF ANY KIND, either express or implied.
 * See the License for the specific language governing permissions and
 * limitations under the License.
 */

package dev;

import microsoft.exchange.webservices.data.core.enumeration.misc.ExchangeVersion;

public class Dev {

	public static final String EMAIL = "io@io.io";
	public static final String PASSWORD = "password";
	public static final ExchangeVersion EXCHANGE_VERSION = ExchangeVersion.Exchange2010_SP2;

}


Oslo, Norway, February 17 - Zwipe today announced the release of Zwipe ID©, a card with fingerprint authentication capabilities targeted for the global Access Control market.
With the same format as a standard card, Zwipe ID© is targeted towards mainstream Access Control security systems. The Zwipe ID© card will be launched at the ISC West tradeshow April 6-8 at the Sands Expo in Las Vegas.
Designed to work within regular MIFARE DESFire and MIFARE Classic Access Control systems provided by integrators around the world, the fully self-contained fingerprint system is used to identify the legitimate card owner.
"We are very excited to be releasing Zwipe ID© as it is a highly sought after addition to our award winning biometric credential platform," said Kim Kristian Humborstad, CEO of Zwipe. "Zwipe ID© reflects the ultimate convergence of technologies providing convenient and secure two factor authentication on one personal device."
Zwipe ID© includes an integrated biometric sensor and utilizes Zwipe's patent pending biometric authentication technology to allow capture of the users fingerprint and to securely maintain the cardholder's data on the device. The ability to harvest energy from already installed Access Control readers not only eliminates the need for a battery, but also avoids costly reader replacement.
Zwipe ID© cards can be issued in any situation where verification of the card holders identity is essential, from pharmacies to data centers and front doors to vending machines. Zwipe ID© offers superior balance between convenience and security and can be integrated without replacing a single Access Control reader. Simple on-card enrollment allows for immediate implementation of two-factor authentication for Mifare and DESFire based access systems, both physical and logical.
"The demand for convenient and secure on-card biometric credentials has grown exponentially and I am delighted to bring this product to the market," said Bob Fee, N.A Director of Sales. "Between our two access control product lines, Zwipe Access and Zwipe ID©, we expand our ability to support a much wider market reaching even deeper into corporate environments, educational markets and governmental identification applications."
Zwipe is the industry leader in biometrics credentials for the Access Control industry with it's Zwipe Access product installed at several high security facilities in North and South America and Europe. The Zwipe ID© will be available through Zwipe's network of resellers starting April 6th 2016.
Zwipe is a high tech Biometric Authentication company that develops and markets technology to verify a person's identity through fingerprints. It is widely expected in the security industry that a "digital biometric handshake" will replace PINs, passwords and signatures on all platforms. Enabling biometric authentication everywhere requires a technology to function independent of an established power source. Zwipe has developed and commercialized the only biometric authentication engine that can perform full fingerprint verification without the need for batteries or a fixed power supply.
With its already strong portfolio of patent applications, Zwipe continues to develop and refine its innovative technology. Zwipe is active the fields of Access Control, Payments and Government ID while offering its technology OEM partners in other verticals.


text:
Q: zoom in and zoom out camera on pinch gesture swift I am using front camera in my app. I want that while taking photos user can zoom in and out camera
I tried this code
let device = AVCaptureDevice.default(for: .video)
print(sender.scale)
let vZoomFactor = sender.scale * prevZoomFactor
if sender.state == .ended {
    prevZoomFactor = vZoomFactor >= 1 ? vZoomFactor : 1
}

if sender.state == .changed{
    do {
        try device!.lockForConfiguration()
        if (vZoomFactor <= device!.activeFormat.videoMaxZoomFactor) {
            device!.videoZoomFactor = max(1.0, min(vZoomFactor, device!.activeFormat.videoMaxZoomFactor))
            device?.unlockForConfiguration()
        } else {
            print("Unable to set videoZoom: (max \(device!.activeFormat.videoMaxZoomFactor), asked \(vZoomFactor))")
        }
    } catch {
        print("\(error.localizedDescription)")
    }
}

every thing is working fine in back camera but zoom is not applying on front camera.

A: well, after spending hours on this code i got the there where i was making the mistake.
let device = AVCaptureDevice.default(for: .video)

this will by default get the back camera and work perfect but when i switch it to front it is till considering it as back camera , so i just added a condition
    if  currentcam == frontcam {
      let device = frontcam
      //did other stuff for zooimng
     }

   else {
     let device = AVCaptureDevice.default(for: .video)
     //did other stuff for zooimng
  }

this worked fine for me