Company Ability – How To Occupy http://howtooccupy.org/ Just another WordPress site Sun, 26 Sep 2021 18:40:52 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 http://howtooccupy.org/wp-content/uploads/2021/07/icon.png Company Ability – How To Occupy http://howtooccupy.org/ 32 32 How China plans to avoid financial crisis Evergrande http://howtooccupy.org/how-china-plans-to-avoid-financial-crisis-evergrande/ Sun, 26 Sep 2021 15:26:54 +0000 http://howtooccupy.org/how-china-plans-to-avoid-financial-crisis-evergrande/ “The government can put them under surveillance and put pressure on them through their employers or relatives not to create problems,” said Minxin Pei, professor of government at Claremont McKenna College, who writes a study on China’s internal security apparatus. China is relying heavily on its ability to contain the fallout from an Evergrande collapse. […]]]>

“The government can put them under surveillance and put pressure on them through their employers or relatives not to create problems,” said Minxin Pei, professor of government at Claremont McKenna College, who writes a study on China’s internal security apparatus.

China is relying heavily on its ability to contain the fallout from an Evergrande collapse. After Xi Jinping, the most powerful Chinese leader for generations, entered his second term in 2017, he identified controlling financial risk as one of the “great battles” for his administration. As a likely third term that begins next year approaches, it could be politically damaging if his government were to mismanage Evergrande.

But China’s problem may be that it controls financial panics too well. Economists inside and outside the country argue that its guarantees have pampered Chinese investors, leaving them too willing to lend money to large companies with poor repayment prospects. Longer term, however, China’s greatest risk may be that it follows in the footsteps of Japan, which has seen years of economic stagnation under the weight of huge debt and slow, unproductive businesses.

By failing to forcefully signal an Evergrande bailout, the Chinese government is essentially trying to force Chinese investors and companies to stop funneling money to risky and heavily indebted companies. Still, there are risks associated with this approach, especially if a messy collapse disrupts the legions of homebuyers in China or anger potential investors in the real estate market.

A sudden default by Evergrande on a wide range of debt “would be a useful catalyst for market discipline, but could also deteriorate the sentiment of domestic and foreign investors,” said Eswar Prasad, professor of economics at Cornell University. and former director of the China Division of the International Monetary Fund.

Some global investors fear that Evergrande’s problems represent a “Lehman moment,” a reference to the 2008 collapse of investment bank Lehman Brothers, which heralded the global financial crisis. The collapse of Evergrande, they warn, could expose further debt problems in China and hit foreign investors, who hold massive amounts of debt from Evergrande, and other real estate developers in the country.


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Creative Content Producer (Storyteller) – Pedestrian TV http://howtooccupy.org/creative-content-producer-storyteller-pedestrian-tv/ Sun, 26 Sep 2021 06:57:24 +0000 http://howtooccupy.org/creative-content-producer-storyteller-pedestrian-tv/ About GlamCorner GlamCorner is a fashion technology company at its core with a unique circular fashion pattern. Our mission is to accelerate the transition to a more circular and sustainable fashion system by revolutionizing the way fashion is consumed. We are a young company and run a lean and well organized business. We are fun, […]]]>

About GlamCorner

GlamCorner is a fashion technology company at its core with a unique circular fashion pattern. Our mission is to accelerate the transition to a more circular and sustainable fashion system by revolutionizing the way fashion is consumed.

We are a young company and run a lean and well organized business. We are fun, hardworking and pride ourselves on quality, professionalism and delivering results. We celebrate our customers every wear, everywhere and our vision is to be every Australian woman’s endless online wardrobe.

GlamCorner is a B Certified Company. We are committed to combining profit with purpose and sincerely believe that businesses can be a force for good in driving a brighter and more sustainable future for our industry and economy.

About the role

We’re looking for a visionary, agile, resourceful, and digitally savvy Creative Content Professional to deliver and execute transformational creative content strategies through storytelling our mission to accelerate the transition to a more circular and sustainable fashion system.

This exciting opportunity plays a central role in building an emotional, strong and lasting relationship with our customers and our community by influencing, shaping and reinforcing the product vision that defines our business through various channels.

The successful candidate will own and lead the content from scratch and champion GlamCorner’s brand, tone of voice, mission and values ​​in a single cohesive narrative across all platforms including, but not limited to, e-commerce platforms, mobile app, social media and email. customer-oriented channels, blogs and platforms.

This opportunity will be suitable for someone who has extensive experience as a highly skilled creative content producer in defining, implementing and executing the creative content roadmap, liaising with multiple stakeholders and producing memorable content that enhances the brand’s story.

Main responsibilities

  • Define, imagine, plan and implement the roadmap for storytelling and creation and content production and ensure its alignment with the mission and values ​​of the company
  • Lead the planning and execution of various campaigns ranging from high-end e-commerce to paid channels
  • Shaping and producing emotionally engaged content that reflects our mission and values
  • Establish and maintain a brand kit and ensure that brand assets and communications reflect our brand essence, mission and values ​​consistently across all platforms
  • Take ownership of the digital asset management process and procedures to ensure all content is properly tagged and archived
  • Review and audit creative content across all platforms to ensure that a single consistent narrative across all platforms is maintained
  • Work closely with our paid and email marketers to plan and produce the creative elements needed for their campaigns
  • Liaise with SEO manager to optimize and produce relevant stories and content to improve website visibility and increase search engine ranking optimization
  • Work closely with the Merchandise team to plan seasonal campaigns and e-commerce photo shoots
  • Liaise with the Head of Sustainability and Social Impact with the creation of value-driven brand assets and content that can be shared with various stakeholders
  • Work closely with product and customer service teams to organize regular brand focus group sessions to measure brand value
  • Work closely with digital marketing teams to track the performance of creative assets used in campaigns
  • Manage content quality with convenient management – from proofreading to editing
  • Liaise with third-party consultants from time to time to support creation and content projects
  • Support the talent selection process by liaising with talent agencies
  • Coordinate photographers, graphic designers and videographers
  • Manage the creation and content budget
  • Help recruit and retain talent for the team

About you

  • A trusted, agile and practical creative and content producer who has at least 5 years of experience in a creative or media agency, media production company or related field
  • 3+ years of professional writing and writing experience
  • Experience in using targeted storytelling to generate organizational impact and business value (a portfolio of past work will be requested)
  • Strong written and verbal communication skills are essential
  • Knowledge of storytelling on various media channels
  • Blog management experience
  • Proficiency in image and video editing software
  • A spirit of initiative with strong leadership and accountability skills with a demonstrated ability to be pragmatic and resourceful
  • Strong experience in digital consumer businesses, online retail and mobile products
  • A positive attitude, analytical mindset and problem-solving ability and demonstrated analytical success in relation to company goals
  • Experience with team building and establishing and monitoring performance benchmarks
  • Knowledge of digital marketing channels
  • Bachelor’s degree in English, Journalism or Communication
  • Excellent stakeholder management skills and the ability to understand and articulate roadmap plans
  • Understanding of GlamCorner’s products and retail landscape
  • Defend our ASPIRE values ​​- Agility, Altruism, Passion, Impact, Respect and Efficiency


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Costco profits soared according to earlier estimates http://howtooccupy.org/costco-profits-soared-according-to-earlier-estimates/ Sat, 25 Sep 2021 14:30:00 +0000 http://howtooccupy.org/costco-profits-soared-according-to-earlier-estimates/ One of the clear winners of the 2021 investments was Costco (NASDAQ: COT) stock, which has increased 23% year-to-date – beating the S&P 500‘s gain of 18% over that same period. With such a strong performance, expectations for the company were high ahead of Costco’s fiscal fourth quarter earnings release this week. But the company […]]]>

One of the clear winners of the 2021 investments was Costco (NASDAQ: COT) stock, which has increased 23% year-to-date – beating the S&P 500‘s gain of 18% over that same period.

With such a strong performance, expectations for the company were high ahead of Costco’s fiscal fourth quarter earnings release this week. But the company has kept its promises. Revenue and earnings per share for the quarter both far exceeded analysts’ expectations, thanks to strong double-digit growth in same-store sales.

Here’s a closer look at Costco’s fourth quarter business performance.

Image source: Getty Images.

Strong financial performance

The wholesale retailer’s revenues increased 17.5% year-over-year to $ 62.7 billion in the fourth quarter of the fiscal year. Earnings per share were $ 3.76, up from $ 3.13 a year ago. Analysts on average expected revenue and earnings per share of $ 61.4 billion and $ 3.58, respectively.

A 15.5% increase in same-store sales contributed to this strong performance.

One measure for the quarter that deserves special attention is Costco’s 11.2% year-over-year growth in comparable e-commerce sales. This strong growth rate is particularly impressive when investors consider that it amounted to 90.6% growth in comparable e-commerce sales in the quarter of last year, as many consumers stepped up their orders. in line amid blockages.

Management also noted that its ecommerce app now has more than 10 million downloads. “It is continually improving, with more features to come,” Costco COO Richard Galanti said during the company’s earnings call.

Specifically, management said it will move its digital payments for its Costco credit card from a pilot program to full deployment by mid-October. In addition, members will soon be able to view their warehouse purchase receipts online.

The Costco Advantage in Addressing Supply Chain Shortages

Management said supply chain shortages and inflation concerns persisted during the quarter. As Galanti explained:

From a supply chain perspective, factors putting pressure on supply chains and inflation include delays at ports, container shortages, COVID-related disruptions, shortages of various components, materials raw materials and ingredients, labor cost pressures and [trucks] and driver shortages. Chip shortages also continued, affecting the supply of computers, tablets, video games and major household appliances. To compound these issues, there has also been an inordinate demand for certain items due to the Delta COVID variant, which has led management to start rationing sales of certain items, such as toilet paper, paper towels. , Kirkland Signature water and various cleaning supplies.

But Galanti said Costco is in an advantageous position over some of its competitors, thanks to its financial strength, which allows the company to order items sooner.

Based on Costco’s strong same-store sales growth, continued strength in e-commerce, and better-than-expected earnings in an inflationary environment, management is managing its operating challenges extremely well. The company’s ability to expertly navigate this environment shows why investors are willing to pay a premium for this stock.

This article represents the opinion of the author, who may disagree with the “official” recommendation position of a premium Motley Fool consulting service. We are heterogeneous! Challenging an investment thesis – even one of our own – helps us all to think critically about investing and make decisions that help us become smarter, happier, and richer.


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King Kullen says his computer system has been hacked, affecting electronic payments http://howtooccupy.org/king-kullen-says-his-computer-system-has-been-hacked-affecting-electronic-payments/ Sat, 25 Sep 2021 00:08:18 +0000 http://howtooccupy.org/king-kullen-says-his-computer-system-has-been-hacked-affecting-electronic-payments/ King Kullen’s computer systems were hacked, affecting the grocer’s ability to accept electronic payments, according to the company’s president. On September 16, the Hauppauge-based grocery chain suffered an “unauthorized entry into our corporate computer systems, causing the disruption of certain functions in stores and corporate offices,” said Joseph W. Brown, president and Chief Operating Officer […]]]>

King Kullen’s computer systems were hacked, affecting the grocer’s ability to accept electronic payments, according to the company’s president.

On September 16, the Hauppauge-based grocery chain suffered an “unauthorized entry into our corporate computer systems, causing the disruption of certain functions in stores and corporate offices,” said Joseph W. Brown, president and Chief Operating Officer of King’s Kullen. in a press release on Friday.

The breach affected the chain’s ability to process debit and credit card payments, he said. It has also affected the processing of payments made by Electronic Benefit Transfer, or EBT, which allows participants in the Supplemental Nutritional Assistance Program, formerly the Food Stamp Program, to pay for food with special debit cards.

King Kullen’s computer systems are now functional, Brown said, but he did not say when the issue was resolved.

When asked by Newsday if there had been any thefts from customers, King Kullen said: “There is no data stored on our system that would allow access to credit or debit activity. customer debit. ”

A forensic examination showed that the database of the company’s employees had not been compromised, Brown said.

The grocer is “working with the appropriate authorities” to identify the source of the breach and is stepping up his security measures to protect against future incidents, Brown said.

King Kullen declined to provide more information on the hack, including the source of the breach, the date the issue was resolved, the number of stores affected, and the names of law enforcement agencies involved in the breach. investigation.

King Kullen Grocery Co. Inc. owns 29 King Kullen grocery stores and five Wild by Nature health food stores, all located on Long Island.


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How to build a transparent relationship with your suppliers http://howtooccupy.org/how-to-build-a-transparent-relationship-with-your-suppliers/ Fri, 24 Sep 2021 13:28:23 +0000 http://howtooccupy.org/how-to-build-a-transparent-relationship-with-your-suppliers/ Businesses of all types have been affected by supply chain disruptions linked to the pandemic, but many of the operational challenges they have faced over the past 18 months have been magnified by the pandemic, not by it. . These issues reflect a fundamental and long-standing gap in the way companies’ relationships with their suppliers […]]]>

Businesses of all types have been affected by supply chain disruptions linked to the pandemic, but many of the operational challenges they have faced over the past 18 months have been magnified by the pandemic, not by it. . These issues reflect a fundamental and long-standing gap in the way companies’ relationships with their suppliers of products and components are structured. Even in the absence of black swan events, manufacturers will continue to be at risk until they establish new ways of working with suppliers that ensure full transparency regarding sources, availability and cycles. of their critical products and components.

Most companies understand how supply chain transparency can affect their ability to manufacture and deliver products. Very few, however, have a disciplined process that requires suppliers to make important product and supply chain information available to them. Instead, they passively wait for critical information to be delivered or attempt to pull together and manage that information on their own, lacking the depth or detail that only vendors can provide. As a result, companies often react to negative events rather than planning for them. They place too much emphasis on the cost of essential products or components and pay too little attention to the risks inherent in their supply chain.

My firm’s experience suggests that companies rarely share risk concerns with their suppliers, may not even know where their suppliers should look for risk, and are often more concerned with penalties for missed delivery times than for the root causes. Requests for quotes from suppliers are price and time driven and do not require information on regional trade and other compliance issues, product obsolescence, durability or related concerns such as as the manufacturer’s commitment to ethical supply chain practices.

In today’s manufacturing environment – where there are no clear standards for what is and what is not an acceptable supply chain risk – relationships must be developed that formally define and align the interests of the buyer and the supplier. An investment of time and resources is required to establish this type of high-level, non-transactional support from vendors. These relationships should also be based on trust, so that suppliers are comfortable sharing potentially negative information with customers.

For a meaningful change to occur in supply chain risk management, the underlying dynamics of the company-supplier relationship must shift towards a proactive ‘push’ of critical information from suppliers to manufacturers and move away from the reactive “extraction” of information from suppliers by manufacturers. Businesses should expect all suppliers to have their skin in the game and ask them to identify them and keep them informed of potential risks.

Trying to revamp any unwritten and accepted industry practice or establish a new protocol is always a challenge. From the outset, your business should believe that the end benefits of partnering with suppliers based on full transparency will far outweigh the challenges of managing the change process. You have to be prepared to do whatever it takes to be successful and communicate that strong sense of purpose. Here are some lessons we learned about how to build such momentum.

Set a constructive tone

Your suppliers need to understand that managing supply chain risk is a priority. Your business relies on them for critical information and you are committed to establishing a formal system based on transparency and accountability. The common goal is to create a clear path for the supplier to communicate supply chain risks that your business can resolve before an issue arises. It is not about blaming after a negative event has occurred.

To ensure risk management remains a priority and to monitor changing conditions, some companies we work with maintain regular calls with their strategic suppliers, and call notes are widely shared with key stakeholders. internal. These calls also prompt suppliers to make decisions based on identified risks and help avoid out-of-stock situations and other unforeseen issues.

Start at the design phase

Consult with your suppliers during the product design and specification stages so that supply chain resilience can be established from the start. A response to a detailed checklist of risk factors and associated responsibilities should be required from suppliers with each quote they submit (see appendix “A Checklist of Supply Chain Risk Factors”) . This gives your business the ability to assume, share, reject, or modify those risks. Risk factors can include the country of origin of the individual components of the part or system in question, product end-of-life dates, and how long your supplier has partnered with the manufacturer of specific components in the part. or the system.

Identifying risk requirements in requests for quotation (RFQs) or framework service agreements also allows your procurement team to consider risk factors when evaluating proposals. If your product engineers and other upstream decision makers are made aware of supply chain risk issues in advance, they can avoid high-risk specifications when designing the offering.

Anticipate the refusal of suppliers

Providing detail on supply chain risks takes effort as well as a deeper understanding of customer requirements beyond product specifications, time frames and prices. Some suppliers may decline not only because of the additional administrative burden, but also because of concerns about potential legal liabilities for failure to inform customers of the risks. These barriers can be mitigated during negotiations by demonstrating a willingness to build deeper, longer-term relationships with suppliers in exchange for true risk management partnerships.

Apply leverage if necessary

Most vendors will understand the implications of refusing to cooperate with a customer’s demand for transparency. Strong tactics can be counterproductive, but if necessary, you should be prepared to award contracts based on a supplier’s cooperation in providing the necessary information. Additionally, when examining a supplier’s performance, its ability to consistently deliver accurate supply chain risk data should be weighed as heavily as on-time delivery and cost control.

Make sure the information is applied

Supplier information, including risk factors for specific components, end-of-life notifications, and details of potential supply chain disruptions, should reach your company’s product and engineering teams by timely. For example, your product development team may eliminate certain components simply because they are more expensive without knowing or considering their considerably lower supply chain risk.

A large medical device company with a transparent risk management process discovered that a low-cost power adapter used in one of its most profitable devices was made by a single company in China and could not be replaced by no other available adapter. Rather than accept these performance and brand reputation risks, the company redesigned the device to accommodate a wider range of power adapters.

In addition, your suppliers should have access to internal staff who can provide them with detailed advice on specifications and can authorize the approval of supplier recommendations that address potential risks.

Establish a risk assessment and mitigation system

Given the important issues – financial, operational and reputational – your business cannot rely solely on supplier transparency to minimize risk. Even with well-structured agreements with cooperative suppliers, the potential for information gaps and unforeseen supply chain events will persist. For example, people in your organization may not have communicated properly the critical nature of a component to a vendor. And unforeseen disruptions, such as those that occurred when a a giant freighter got stuck last March in the Suez Canal – is never predictable. For this reason, companies must establish a rigorous, data-driven internal process to assess supply chain risks and a risk mitigation protocol that is approved and closely monitored by senior management.

What type of business are you?

The significant supply chain disruptions that have occurred over the past 18 months are likely to affect manufacturers in two ways. Some companies will see them as a red flag to review and strengthen their current risk management practices. Others will conclude that the likelihood of a similar event occurring in the foreseeable future is so low that they cannot afford to take any further action to manage the risk. The latter is a huge mistake.

Rolling the dice is not a risk management strategy. As the global supply chain becomes more interconnected and complex, the impact of climate change spreads, and geopolitical tensions and trade restrictions increase, the likelihood of disruption is set to increase. Businesses need to plan accordingly. These plans should include an overhaul of how you select and work with suppliers to ensure greater transparency, risk sharing and supply chain sustainability.


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Employers’ COVID-19 Mandatory Vaccination Policies FAQs | Quarles & Brady srl http://howtooccupy.org/employers-covid-19-mandatory-vaccination-policies-faqs-quarles-brady-srl/ Thu, 23 Sep 2021 20:29:41 +0000 http://howtooccupy.org/employers-covid-19-mandatory-vaccination-policies-faqs-quarles-brady-srl/ During our recent webinar, COVID-19: Critical Fall Planning and Management Issues for Employers, we covered the increasing prevalence of compulsory vaccination programs and discussed critical issues related to the implementation of these policies. The day after the webinar, President Biden announced a Surprisingly radical, six-pronged national strategy to tackle COVID-19—Including forcing many employers to implement […]]]>

During our recent webinar, COVID-19: Critical Fall Planning and Management Issues for Employers, we covered the increasing prevalence of compulsory vaccination programs and discussed critical issues related to the implementation of these policies. The day after the webinar, President Biden announced a Surprisingly radical, six-pronged national strategy to tackle COVID-19—Including forcing many employers to implement mandatory vaccination programs.

This FAQ update is designed to provide information to employers who are navigating their own COVID-19 vaccination policies and / or considering requiring employee vaccination, including following the announcement of the President Biden. Questions from webinar attendees have been added to our own list of relevant and frequently asked questions and answers.

Q. Do I have to approve all medical requests for exemption from a mandatory vaccination policy?

A. No. The Americans with Disabilities Act (“ADA”) requires employers to provide reasonable accommodations only to employees who cannot receive the COVID-19 vaccine due to a “disability”, as long as the accommodation does not constitute a undue hardship. Since all medical conditions claimed to preclude vaccination do not constitute “disabilities” under the ADA, not all of these conditions need to be considered. Exemption requests based on vague and general conditions (eg “allergic reaction to other vaccines”) should not be granted; But, employers should consider returning the requesting employee to their normal ADA process if the employee wishes to pursue the request. As with other accommodation requests, determining whether a medical condition is a disability under the ADA is an important, often sensitive analysis, usually requiring individualized investigation. In narrow cases, consider consulting with a lawyer before determining whether it is appropriate to approve or deny medical vaccine exemption requests.

Q: Can an organization impose a mandatory vaccination policy for independent contractors and / or volunteers, and if so, is the organization obligated to offer religious and medical exemptions?

A. With regard to independent contractors who have not yet engaged, organizations may require vaccination as a condition of engagement as long as the contract governing the relationship incorporates such a requirement. On the other hand, an organization that seeks to impose a vaccination obligation on a existing the independent contractor will likely be limited by the terms of the independent contractor agreement. In most cases, the existing contract probably does not contain a mandatory vaccination policy or other wording (for example, “the contractor agrees to meet all health and safety requirements”) and therefore may limit the company’s ability to enforce such a policy without changing the Agreement.

With respect to religious and medical exemptions, an organization’s obligation to accommodate correctly classified independent contractors will depend on the jurisdiction in which the problem arises. In fgeneral, correctly classified independent contractors are not considered “employees” under Title VII of the Civil Rights Act of 1964 (“Title VII”) or the ADA; therefore, an organization is not obligated to offer religious or medical exemptions. However, some states and localities have broadened their definitions of “employee” in their anti-discrimination laws to include independent contractors, or have enacted a separate anti-discrimination law specifically covering independent contractors. Organizations looking to enforce a mandatory vaccination policy for their independent contractors should first confirm whether their state or locality requires accommodations for these individuals.

Like independent contractors, volunteers are not considered “employees” under Title VII or the ADA. However, organizations should verify that all volunteers are properly classified as such, otherwise a volunteer accommodation duty may be required. For example, if a “volunteer” receives significant remuneration (for example, health benefits, workers’ compensation or compensation coverage, etc.) or if volunteer work is a prerequisite for employment, then the individual is more like an employee and can be regarded as such under Title VII and ADA accommodation requirements. Consideration of the organization’s mission, donor and community relationships, and similar factors may also be relevant in determining whether to grant exemptions to volunteers.

Q. In a unionized business, does the vaccination mandate require union approval?

A. Yes, in most cases. In general, unions act as employee representatives and their aim is to empower employees to negotiate with employers on certain “mandatory bargaining matters”. Mandatory bargaining topics include policies that have a direct bearing on terms and conditions of employment. It is very likely that a vaccination mandate will be seen as a subject of compulsory negotiation. Therefore, unless the company can point to wording in the collective agreement (“CBA”) already granting employers the right to implement a vaccination mandate, or some very clear prior practice, they will likely have to negotiate with the union on this decision.

Even though the ABC Is have language that appears to grant the employer the ability to implement a vaccination mandate without consulting the union, employers should probably negotiate with the union on the details of the implementation. For example, details such as dealing with employees who have side effects from vaccines, exemptions from the policy, potential displacement of employees to other positions due to social distancing requirements, and the like should be negotiated.

The obligation to bargain collectively and the historical dynamic between management and the union are unique to each workplace. Employers should consult with their local Quarles & Brady lawyer before attempting to implement a mandatory vaccination policy in a unionized business.

Q. What are the potential risks and benefits of requiring that only new employees be fully immunized, but not current employees?

A. Employers can indeed impose vaccination on new hires, but not on current employees, recognizing that this can have positive and / or negative effects. Regarding the potential positive effects, this type of policy can attract job seekers whose values ​​coincide with those of the organization. These people may constitute the majority of current job seekers, as a recent investigation suggests that a majority of the U.S. workforce favors vaccination mandates. Additionally, adding vaccinated employees to any work environment increases its overall COVID-related safety, which will ultimately aid employers in the return-to-work process.

In terms of potential negative effects, this arrangement may deter qualified applicants who oppose vaccination from applying for available positions. Such a policy can also have an impact on the morale of current employees, including making them doubt the sincerity of their employer’s efforts to ensure a safe work environment and prioritize employee vaccination. Additionally, employers may have difficulty processing disability-related immunization exemption requests from new hires in the same position as any regular employee, in accordance with ADA’s “direct threat” analysis, which is linked to the nature of the position in question. This same difficulty can also arise in the processing of religious exemption requests, which often depend on whether the accommodation requested will present “undue hardship” under Title VII – an analysis which is also related the nature of the job. To discuss the potential risks and benefits of requiring that only new hires be fully immunized, and how such an arrangement might affect your workplace, consult with a lawyer.

Q. How should an employer respond to an employee’s requests to “secure” insurance coverage (or acknowledgment of liability) for adverse effects of the vaccine, including (i) immediate disability claims or future, and (ii) payment of the company’s life insurance in the event of death?

A. Employers should not respond to these types of requests. If the vaccine is required for work, workers’ compensation will likely cover any illness or injury sustained by an employee as a result of an adverse reaction, since the vaccine-related illness or injury occurred during or during employment. In addition, the OSHA Temporary Emergency Standard (“ETS”), which is expected to be released in the coming weeks, may release employers with 100 or more employees from all or part of the liability for any adverse reaction to vaccines, as these employers will be required to require vaccination of employees.


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New Study Finds Significant Gap Between Canadian Consumers ‘Expectations And Businesses’ Ability To Deliver Great Customer Experiences http://howtooccupy.org/new-study-finds-significant-gap-between-canadian-consumers-expectations-and-businesses-ability-to-deliver-great-customer-experiences/ Thu, 23 Sep 2021 12:00:00 +0000 http://howtooccupy.org/new-study-finds-significant-gap-between-canadian-consumers-expectations-and-businesses-ability-to-deliver-great-customer-experiences/ SAN FRANCISCO – (COMMERCIAL THREAD) – New research published today by Medallia, Inc. (NYSE: MDLA), the global leader in customer and employee experience, reveals a significant gap between consumer expectations for customer service and the ability of Canadian businesses to meet those expectations. Medallia and IPSOS will discuss the findings of the report today with […]]]>

SAN FRANCISCO – (COMMERCIAL THREAD) – New research published today by Medallia, Inc. (NYSE: MDLA), the global leader in customer and employee experience, reveals a significant gap between consumer expectations for customer service and the ability of Canadian businesses to meet those expectations. Medallia and IPSOS will discuss the findings of the report today with a panel of customer experience professionals.

In July of this year, Medallia and IPSOS surveyed 300 experienced Canadian professionals in 12 industries and 2,000 Canadian consumers. The resultant Report on the State of the Experience in Canada Examines the Implications of COVID-19 on Canadian Businesses, Examines the Changing Expectations of Canadian Consumers Regarding Customer Experience, and Finds Majority of Canadian Businesses Continue to Catch Up When It Comes to Delivering an Experience consistently strong omnichannel customer.

“Every brand in Canada has the potential to generate a phenomenal customer experience. It is a top priority among today’s consumers. However, our survey shows that the majority of Canadian businesses fall far short of consumer expectations when it comes to keeping that promise, ”said Shannon Katschilo, Assistant Vice President of Medallia and National Director for Canada.

Research reveals:

  • Canadians are now using more channels than ever to communicate, presenting new customer experience challenges for businesses

    • 41% of Canadians say a poor customer experience will make them buy from another brand

    • 16% of Canadians will pay more for a great customer experience

    • Only 23% of Canadian consumers strongly agree that they receive consistent service across all channels

    • In the context of COVID-19, only 28% of consumers felt that businesses had mastered contactless interactions and engagement

  • Canadian businesses do not feel they have kept pace with changing consumer expectations for customer service and consistency of experience across channels

    • Only 11% of organizations surveyed consider themselves to be CX leaders, which means their organizations are:

      • Is the CX obsessed

      • Fostered a culture focused on the customer and the journey

      • Uses data to constantly improve the customer experience

    • Almost 50% of employees believe their biggest challenge today is migrating customers to new channels

  • While the value of CX is well recognized by business leaders, far fewer use advanced analytics to identify the financial value of improving CX

    • Less than a third of executives believe their organization obtains and analyzes customer data well

    • Only 27% think the tools used to collect and analyze customer sentiment are adequate

    • Only 33% of employees are aware of customer feedback programs within their organization and only 43% of these employees are involved in these programs

    • 60% of employees feel they don’t have the tools they need to deliver a great customer experience

“Our research shows that more than 50% of companies that invest in CX see positive returns in the customer experience and that 35% of these companies realize gains in financial performance and yet, universally, leaders, employees and managers customers all agreed that more needed to be done. in the customer experience space to meet changing consumer expectations, ”continued Katschilo. “Leading customer experience organizations understand the power to use real-time data to predict and alert the business to the issues it needs to solve before their customers decide to leave. ”

Today, Medallia and IPSOS will host a panel of customer experience professionals from the finance, retail, telecommunications, research and hospitality sectors who will discuss how large Canadian companies are turning to customer experience best practices to:

  • Adapt and innovate to stay competitive

  • Leverage customer data to predict and alert businesses to potential unsubscribe risks

  • Provide a consistent omnichannel experience

You can register for today’s webinar at: https://events.medallia.com/stateofexperienceincanada and a recording will be available after the event. To download the full report, visit http://medallia.com/canada/state-of-experience.

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About Medallia

Medallia (NYSE: MDLA) is the pioneer and market leader in customer, employee, citizen and patient experience. The company’s award-winning SaaS platform, Medallia Experience Cloud, becomes the experience recording system that makes all other customer and employee applications aware. The platform captures billions of experience signals across interactions, including all voice, video, digital, IoT, social media and corporate messaging tools. Medallia uses proprietary artificial intelligence and machine learning technology to automatically reveal predictive insights that drive powerful business actions and results. Medallia clients reduce churn, turn detractors into promoters and buyers, create instant cross-sell and up-sell opportunities, and make business decisions that impact revenue, delivering clear and powerful ROIs. For more information visit www.medallia.com.

© 2021 Medallia, Inc. All rights reserved. Medallia®, the Medallia logo and the names and brands associated with Medallia products are registered trademarks of Medallia. All other trademarks are the property of their respective owners.



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Mister Car Wash will donate $ 1 for every car washed at all Tennessee locations on September 25 to support disaster relief efforts http://howtooccupy.org/mister-car-wash-will-donate-1-for-every-car-washed-at-all-tennessee-locations-on-september-25-to-support-disaster-relief-efforts/ Wed, 22 Sep 2021 20:32:00 +0000 http://howtooccupy.org/mister-car-wash-will-donate-1-for-every-car-washed-at-all-tennessee-locations-on-september-25-to-support-disaster-relief-efforts/ TUCSON, Arizona, September 22, 2021– (COMMERCIAL THREAD) –Mr. Car Wash, Inc. (the “Company” or “Mr.”; NYSE: MCW). After a difficult year in Middle Tennessee that included destructive tornadoes and catastrophic flooding, Mister Car Wash announced today that he will donate $ 1 to the Middle Tennessee Emergency Response Fund for every car washed at Mister […]]]>

TUCSON, Arizona, September 22, 2021– (COMMERCIAL THREAD) –Mr. Car Wash, Inc. (the “Company” or “Mr.”; NYSE: MCW). After a difficult year in Middle Tennessee that included destructive tornadoes and catastrophic flooding, Mister Car Wash announced today that he will donate $ 1 to the Middle Tennessee Emergency Response Fund for every car washed at Mister branches across the state on Saturday, September 25. Mister has 16 branches in Middle Tennessee and, to maximize the contribution, the company will base donations on the total number of cars for the day, including retail washes and unlimited washing. Visits by Club® members.

“Mister Car Wash has been proud to serve the people of Tennessee since 2015, and it’s devastating to see the impact the recent flooding has had on our neighbors,” said Jill Adams, vice president of marketing at Mister Car Wash . “This gift is only one. how we can help bring the “shine” back to our communities. “

Mister Car Wash’s footprint in Tennessee includes stores in Gallatin, Hermitage, Nashville, Antioch, Murfreesboro, Smyrna, Mount Juliet, Hendersonville, Columbia and Clarksville.

For more information and for the addresses of all Tennessee locations, please visit www.mistercarwash.com/locations.

About Mister Car Wash® | Inspire people to shine®
Based in Tucson, Arizona, Mister Car Wash, Inc. (NYSE: MCW) operates more than 350 car washes nationwide and has the largest car wash subscription program in North America. With over 25 years of car wash experience, the Mister team is focused on operational excellence and delivering a memorable customer experience through high hospitality. The Mister brand is rooted in quality, friendliness, and a commitment to the communities we serve as good stewards of the environment and the resources we use. We believe that when you take care of your employees, they take care of your customers. To find out more visit: https://mistercarwash.com.

Forward-looking statements
This press release includes “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. The forward-looking statements contained in this press release include, without limitation, expansion efforts and brand initiatives. by Mister Car Wash. Words such as “anticipate”, “believe”, “continue”, “could”, “estimate”, “expect”, “intend”, “could”, “could”, “could”, “. “Seek” or “should”, or the negative of it or other variations thereof or comparable terminology are intended to identify forward-looking statements. In addition, any statement or information that refers to expectations, beliefs, plans, projections, objectives, performance or other characterizations of future events or circumstances, including any underlying assumptions, is forward-looking.

These forward-looking statements are based on the current expectations and beliefs of management. These statements are neither promises nor guarantees, but involve known and unknown risks, uncertainties and other important factors which may cause the actual results, performances or achievements of the Company to be materially different from the results, performances or or future achievements expressed or implied by the future. forward-looking statements, including, but not limited to: developments involving the Company’s competitors and its industry; the Company’s ability to attract new customers, retain existing customers and maintain or increase its number of subscribed members; the potential future impacts of the COVID-19 pandemic; the Company’s ability to open and operate new sites in a timely and cost effective manner; the Company’s ability to identify appropriate acquisition targets and to complete these acquisitions on attractive terms; the Company’s ability to maintain and enhance its brand reputation; the dependence of the Company and its relations with third-party suppliers; the risk associated with the debt and capital requirements of the Company; risk related to government laws and regulations applicable to the Company and its activities; the Company’s ability to maintain security and prevent unauthorized access to electronic information and other confidential information; and the other material factors discussed under “Risk Factors” in the Company’s final prospectus filed with the Securities and Exchange Commission (the “SEC”) on June 28, 2021 in accordance with Rule 424 (b) (4) , as such factors may be updated from time to time in its other documents filed with the SEC, which are available on the SEC’s website at www.sec.gov and the Investor Relations section of the Company’s website at www.mistercarwash.com.

These and other important factors could cause actual results to differ materially from those indicated by the forward-looking statements contained in this press release. Any forward-looking statement that the Company makes in this press release speaks only as of the date of such statement. Except as required by law, the Company assumes no obligation to update or revise, or publicly announce an update or revision of any of the forward-looking statements, whether as a result of new information, future events or otherwise.

See the source version on businesswire.com: https://www.businesswire.com/news/home/20210922005940/en/

Contacts

Media contact:
Megan Everett
media@mistercarwash.com


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ConocoPhillips bets $ 23 billion on U.S. shale oil as rivals retreat http://howtooccupy.org/conocophillips-bets-23-billion-on-u-s-shale-oil-as-rivals-retreat/ Wed, 22 Sep 2021 01:45:00 +0000 http://howtooccupy.org/conocophillips-bets-23-billion-on-u-s-shale-oil-as-rivals-retreat/ HOUSTON, Sept.21 (Reuters) – ConocoPhillips (COP.N) chief executive Ryan Lance on Monday doubled continued demand for U.S. oil and global demand for oil with his second successful acquisition in less than a year. Its $ 9.5 billion purchase of Royal Dutch Shell (RDSa.L) properties in West Texas, nine months after closing a $ 13.3 billion […]]]>

HOUSTON, Sept.21 (Reuters) – ConocoPhillips (COP.N) chief executive Ryan Lance on Monday doubled continued demand for U.S. oil and global demand for oil with his second successful acquisition in less than a year.

Its $ 9.5 billion purchase of Royal Dutch Shell (RDSa.L) properties in West Texas, nine months after closing a $ 13.3 billion deal for Concho Resources, puts the future of the company in the shale after having left the oil sands of Canada, the American offshore and the British fields of the North Sea.

The strategy depends on a world thirsty for cheap oil and Conoco’s ability to extract it with less carbon emissions. While Shell, BP (BP.L) and Equinor (EQNR.OL) have ditched shale for renewable fuels, Lance argues that oil and gas will not soon be supplanted.

“We don’t think the existential threat to this company is imminent,” he told analysts in June.

With the assets of Shell, Conoco gets more than 10 years of production and rewards shareholders willing to stick with fossil fuels, Lance said.

“We will create a lot more value over the next 10 years and beyond with this acquisition,” Lance told analysts Tuesday, promising to generate higher returns for shareholders than to pay a one-time dividend.

Lance, who became CEO in 2012, joins Chevron (CVX.N) and Exxon Mobil (XOM.N) in rejecting the switch to solar, wind and batteries adopted by European oil majors. Shareholders want the company to focus on its strengths, he said.

“This is where we are good at. This is what we do really, really well,” said Lance, referring to generating significant cash flow from modest investments in new oil and gas. The deal increases capital spending by $ 1 billion per year, but will add $ 10 billion to free cash flow and shareholder payments over a decade.

Shell’s more efficient assets will help Conoco reduce its carbon emissions per unit of production to half of its 2016 levels by 2030, he said.

But the acquisition does not suit environmentalists, who have pushed Conoco this year to reduce customer emissions from the use of its fuels. In May, 58% of shareholders voted in favor of a non-binding petition to set reduction targets including on products.

“Buying fossil fuel assets is the exact opposite of what investors really want,” Mark van Baal, founder of Dutch advocacy group Follow This, said in a telephone interview. “Eventually he will have to listen,” he said.

Reporting by Sabrina Valle Editing by Marguerita Choy

Our standards: Thomson Reuters Trust Principles.


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Securing the energy revolution and the future of IoT http://howtooccupy.org/securing-the-energy-revolution-and-the-future-of-iot/ Tue, 21 Sep 2021 13:30:00 +0000 http://howtooccupy.org/securing-the-energy-revolution-and-the-future-of-iot/ In early 2021, Americans living on the East Coast were given a clear lesson about the growing importance of cybersecurity in the energy sector. A ransomware attack has hit the company that operates the Colonial Pipeline, the main infrastructure artery that transports nearly half of all liquid fuels from the Gulf Coast to the eastern […]]]>

In early 2021, Americans living on the East Coast were given a clear lesson about the growing importance of cybersecurity in the energy sector. A ransomware attack has hit the company that operates the Colonial Pipeline, the main infrastructure artery that transports nearly half of all liquid fuels from the Gulf Coast to the eastern United States. Knowing that at least some of their IT systems had been compromised and unable to be certain of the extent of their problems, the company was forced to resort to a brute-force solution: shutting down the entire pipeline.

Leo Simonovich is vice president and global head of industrial cybersecurity and digital security at Siemens Energy.

The interruption of fuel delivery had enormous consequences. Fuel prices immediately skyrocketed. The President of the United States got involved, trying to assure panicked consumers and businesses that fuel would be available soon. Five days and millions of dollars in economic damage later, the company paid a ransom of $ 4.4 million and resumed operations.

It would be a mistake to view this incident as the story of a single pipeline. In the energy sector, more and more physical equipment that makes and transports fuel and electricity across the country and around the world rely on digitally controlled network equipment. Systems designed and manufactured for analog operations have been modernized. The new wave of low-emission technologies, from solar and wind to combined cycle turbines, are inherently digital technology, using automated controls to pull each efficiency from their respective energy sources.

Meanwhile, the covid-19 crisis has accelerated a distinct trend toward remote operation and increasingly sophisticated automation. Large numbers of workers have gone from reading dials in a factory to reading screens from their sofas. Powerful tools for changing the way power is produced and delivered can now be changed by anyone who knows how to connect.

These changes are great news: the world is getting more energy, fewer emissions and less prices. But these changes also highlight the kinds of vulnerabilities that abruptly interrupted the colonial pipeline. The same tools that make legitimate energy workers more powerful become dangerous when hijacked by hackers. For example, hard-to-replace equipment may receive commands to shake itself off, putting pieces of a nationwide grid out of service for months at a time.

For many nation states, the ability to push a button and wreak havoc on the economy of a rival state is highly desirable. And the more energy infrastructure becomes hyperconnected and digitally managed, the more targets offer exactly that opportunity. It should come as no surprise, then, that a growing proportion of cyberattacks observed in the energy sector have shifted from targeting information technology (IT) to targeting operating technology (OT), the equipment that controls directly to the physical operations of factories.

To stay up to the challenge, Information Security Officers (CISOs) and their Security Operations Centers (SOCs) will need to update their approaches. The defense of operating technologies calls for different strategies – and a distinct knowledge base – than the defense of information technologies. To begin with, advocates need to understand the operating condition and tolerances of their assets – a command to push steam through a turbine works well when the turbine is hot, but can break it when the turbine is cold. Identical commands can be legitimate or malicious, depending on the context.

Even collecting the contextual data needed to monitor and detect threats is a logistical and technical nightmare. Typical energy systems are composed of equipment from several manufacturers, installed and modernized over the decades. Only the most modern layers have been built with cybersecurity as a design constraint, and almost none of the machine languages ​​used were ever designed to be compatible.

For most businesses, the current state of cybersecurity maturity leaves a lot to be desired. The near-omniscient views of computer systems are associated with large OT blind spots. Data lakes are swelling with carefully collected results that cannot be combined into a cohesive, comprehensive picture of operational status. Analysts wear themselves out with alert fatigue trying to manually sort benign alerts from back-to-back events. Many companies cannot even produce a complete list of all the digital assets legitimately connected to their networks.

In other words, the ongoing energy revolution is a dream for efficiency and a nightmare for safety.

Securing the energy revolution calls for new solutions that are equally capable of identifying and acting on the threats of the physical and digital worlds. Security operations centers will need to bring together IT and OT information flows, creating a unified threat flow. Given the scale of data flows, automation will need to play a role in applying operational knowledge to alert generation: is this command consistent with the status quo or does the context show that he is suspect? Analysts will need broad and in-depth access to contextual information. And defenses will need to grow and adapt as threats evolve and businesses add or remove assets.

This month, Siemens Energy unveiled a monitoring and sensing platform aimed at solving key technical and capability challenges for CISOs tasked with defending critical infrastructure. Siemens Energy engineers have taken the necessary steps to automate a unified threat flow, enabling their offering, Eos.ii, to serve as a fusion SOC capable of unleashing the power of artificial intelligence to meet the surveillance challenge. energy infrastructure.

AI-based solutions meet the dual need for adaptability and persistent vigilance. Machine learning algorithms that analyze huge volumes of operational data can learn expected relationships between variables, recognize patterns invisible to the human eye, and highlight anomalies for human investigation. Because machine learning can be trained on real-world data, it can learn the unique characteristics of each production site and can be iteratively trained to distinguish between benign and significant anomalies. Analysts can then adjust alerts to monitor specific threats or ignore known sources of noise.

The expansion of surveillance and detection in the OT space makes it more difficult to conceal attackers, even when single, zero-day attacks are deployed. In addition to examining traditional signals such as signature-based detection or spikes in network traffic, analysts can now observe the effects of new entries on real-world equipment. Cleverly disguised malware would always set off red flags by creating operational anomalies. In practice, analysts using AI-based systems have found that their Eos.ii detection engine is sensitive enough to predictively identify maintenance needs, for example, when a bearing begins to wear out and as the ratio of incoming steam to de-energized power begins to drift. .

Done well, the surveillance and detection that extends to both IT and OT should leave intruders exposed. Analysts investigating alerts can retrace user history to determine the source of the anomalies, then move forward to see what has been changed in a similar amount of time or by the same user. For energy companies, increased accuracy translates into dramatically reduced risk – if they can determine the extent of an intrusion and identify the specific systems that have been compromised, they get surgical response options that solve the problem with a minimum collateral damage, for example closing a single branch and two pumping stations instead of an entire pipeline.

As energy systems continue their trend towards hyperconnectivity and ubiquitous digital controls, one thing is clear: a given company’s ability to provide reliable service will increasingly depend on its ability to create and maintain cyber defenses. solid and precise. AI-based surveillance and detection offers a promising start.

To learn more about Siemens Energy’s new AI-powered monitoring and sensing platform, see their recent white paper on Eos.ii.

Learn more about Siemens Energy cybersecurity at Siemens Energy cybersecurity.

This content was produced by Siemens Energy. It was not written by the editorial staff of the MIT Technology Review.


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