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Racal, Tanduay shoot for championship berths

first_imgPanelo: Duterte only wants to emulate strong political will of Marcos The Tile Masters hope to end their long wait for a championship berth against a Cafe France squad raring to avenge its narrow loss in Game 1 last Tuesday.Tanduay also seeks to nail a finals berth against top seed Cignal-San Beda in Game 2 of their own series at 3 p.m.FEATURED STORIESSPORTSEnd of his agony? SC rules in favor of Espinosa, orders promoter heirs to pay boxing legendSPORTSBreak new groundSPORTSMcGregor blasts Cerrone in 40 seconds in UFC returnWith their veterans coming up with noteworthy outings in the series opener, the Rhum Masters stunned the Hawkeyes, 66-55, to also snap an eight-game winning streak by the No. 1 seed.Tanduay coach Lawrence Chongson is bracing for a strong response from the Hawkeyes, who got off to a flat start in Game 1 and really never found their rhythm against the Rhum Masters’ smothering defense. Sports Related Videospowered by AdSparcRead Next ‘Bad Boys for Life’ debuts so good with box office top spot Palace: Crisis over ABC-CBN franchise unlikely But Racal coach Jerry Codiñera knows closing out the Bakers, one of only four clubs to win a D-League title, won’t be a cakewalk.“The name of the game is we have to be patient,” said Codiñera. “Anything can happen, anything is possible. We expected a down-the-wire affair in Game 1 and we expect nothing less from that in Game 2.” Kobe, Kiefer in NBA? ‘1917’ takes top honor at the Producers Guild Awards Prince Harry: ‘No other option’ but to cut royal ties ‘It’s not my shame’: Why Filipino women are calling out sexual misconduct on social media Duterte promises to look for funds to establish rail transport in Cebucenter_img View comments Filipinos turn Taal Volcano ash, plastic trash into bricks PLAY LIST 01:40Filipinos turn Taal Volcano ash, plastic trash into bricks01:32Taal Volcano watch: Island fissures steaming, lake water receding02:14Carpio hits red carpet treatment for China Coast Guard02:56NCRPO pledges to donate P3.5 million to victims of Taal eruption00:56Heavy rain brings some relief in Australia02:37Calm moments allow Taal folks some respite Marcos monument beside Aquino’s stirs Tarlac town Taal Volcano evacuees warned against going home LATEST STORIES Its confidence boosted by a pulsating victory two days ago, Racal shoots for a first finals appearance in the PBA D-League when it clashes with Cafe France on Thursday in Game 2 of the Aspirants’ Cup semifinals at Ynares Sports Arena in Pasig City.ADVERTISEMENT MOST READ Don’t miss out on the latest news and information. “We know Cignal will come out with adjustments,” said Chongson. “At this stage, it’s a bar-room brawl and only the strong will survive.”Chongson was happy to see ex-pros Jerwin Gaco and Mark Cruz rise to the occasion in Game 1.Cignal coach Boyet Fernandez remained positive for Game 2 even after watching his team miss all its 17 attempts from beyond the arc in the series opener.“I just told them that it’s not yet over,” said Fernandez.Sidney Onwubere buried a triple as time expired to lift Racal to an 88-86 win in the series opener and also put to waste Bakers center Rod Ebondo’s 30-point explosion.ADVERTISEMENTlast_img read more

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Indian Arrival Day blues

first_imgToday is Indian Arrival Day. 181 years ago, two ships — the Whitby and the Hesperus, which had left the Port of Calcutta more than two weeks apart — serendipitously arrived off port Georgetown on the same day, May 5th 1838. The receiving depot was not ready to process them, so the Whitby was sent to Highbury Plantation, up the Berbice River, to disgorge some of its human cargo. The first Indian set foot on Guyana soil – and in fact in the entire Western Hemisphere — in Berbice.The arrival of Indians to the then colony of British Guiana was a momentous occasion, one that would irremediably alter the trajectory of its social, economic, cultural and political development. Socially, the society was already “plural”, with the freed African ex-slaves and Portuguese (brought in since 1835) adding to the White planters, overseers and government officials. There were also the Indigenous Peoples sequestered in the interior, and a “Coloured” strata issuing from the miscegenation between the White planters/overseers and African slave women. They formed a buffer zone between Whites and Blacks.The Indians, however, with their vast numbers pouring in for the next 79 years, qualitatively altered the nature of the society; but it was economically that the Indians had their greatest impact. Even before the abolition of slavery, the planters were petrified at the prospects of sugar’s survival in a post-slavery economy in light of the vast tracts of land that were available for the freed slaves to occupy and make their own “living”.And it was this fear at the loss of a stable labour force that drove them to reintroduce “indentured” labour into the industry. In many of the small West Indian islands, there was not even the transitional “Apprenticeship” scheme for the freed slaves: they had nowhere to go but return to the cane fields. In fact, over 30,000 of them would be enticed to emigrate to British Guiana, since the conditions here were better.But the planters had to also cater for the loss of their preferential British market. In addition to a stable work force, they needed a cheap one; and this was where the Indians’ greatest economic impact was felt. While the Portuguese and the Chinese (arrival in 1853) quickly abandoned the sugar fields at the expiration of their indentureship, the Indians stayed on and facilitated more than a doubling of the production of sugar than in the heyday of slavery.But how could the Indians survive on wages that the ex-slaves, Portuguese and Chinese balked at? They supplemented their meagre sugar wages by cultivating rice on swampy lands leased or bought from the plantations, and by planting cash crops and rearing cattle to sell their milk. These endeavours, in time, became substantial industries on their own, and lowered the cost of living for the entire colony.Culturally, the Indians’ different practices from the “Creole culture”, which had evolved between the African slaves and the White ruling class over hundreds of years, served the interest of the planters, since it helped to nip any ties that might be formed with the freed Africans who remained on the plantations. Interestingly, most of the latter were the small- island immigrants, who were all dubbed “Bajans”.There were thus two apposed cultural tendencies at work with Indians: encouragement of cultural retention by the planters versus encouragement of cultural assimilation by the educational system, run by the Christian Church. Today, with no real multicultural education that includes Indian culture, the latter is slowly being eradicated.But it is politically that the Indians suffered the greatest exclusion. Until the advent of the universal franchise in 1953, they were disproportionally excluded by the poll requirements of education and income. After 1964, they were then severely discriminated against by the PNC Government in all aspects of national life, which led to mass migration to the US and Canada. Since 2015, those discriminatory policies have returned with a vengeance.There is precious little to celebrate this Indian Arrival Day.last_img read more

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Wanyama boost Quins ahead of Impala clash

first_img0Shares0000Quins Vs Impala.PHOTO/Shujaa PrideNAIROBI, Kenya, Jan 27 – Kenya Sevens international Frank Wanyama is one of six changes made for Kenya Harlequin ahead of their Kenya Cup Ngong Road derby against neighbors Resolution Impala Saracens on Saturday at the RFUEA Grounds.Wanyama who missed last weekend’s 38-22 win over Nondescripts will slot in at outside center, former Impala man Pius Shiundu starts ahead of Dennis Muhanji on the wing with Isaac Adimo restored to the starting line-up, his inclusion seeing Kevin Keegan move to fullback while Eric Shikuku is rested. Also missing from the match are Dennis Omusula, James Kang’ethe and Kevin Umbuge who have been replaced by Edward Oseko, Victor Odera and Edward Shitanda.Kabras v KCB At the KCB Sports Club in Ruaraka, Kenya Cup leaders KCB welcome defending champions Kabras Sugar.Kenya Simbas lock Oliver Mang’eni returns to the KCB starting fifteen as head coach Curtis Olago named his squad.Mang’eni, rested for last weekend’s 70-0 mauling over Mean Machine is one of seven changes to last weekend’s starting line-up, the other changes seeing George Asin, Peter Waitere, Rocky Aguko, Marlin Mukolwe, Collins Wanjala and the Kilonzo siblings ( Jimmy and Peter).They are slotted in for Peter Karia, Francis Mwita, Martin Owila, Mike Wanjala and Stafford Abeka who will all start off the bench. Felix Ojow and Jacob Ojee are rested and do not feature in the match day squad.Nakuru v Western BullsNakuru RFC v BullsNakuru RFC face Western Bulls at the Nakuru Athletic Club looking to build on last weekend’s 19-17 win away to champions Kabras Sugar as they seek to return to the Top Six playoffs and compete for a third Kenya Cup crown.The former champions sit seventh on the log as a result of a patchy spell that has seen them win four, draw one and lose three of their eight fixtures to date.The Wanyore must also guard against any form of complacency that may creep in as a result of last weekend’s triumph over the champions in Kakamega.Geoff Ominde was their talisman last weekend and will once again be tasked with bringing out the best of the Wanyore.Howard Okwemba’s Western Bulls sit 11th on the log, they are fighting the threat of relegation and as it stands, must win every match ahead of them.They do have a challenge on their hands but can exploit Nakuru’s rather unusual vulnerability this season, use it to their advantage and run off with a result to keep their hopes of staying in the Kenya Cup alive.Other Kenya Cup fixtures on the day will see Mean Machine play Mwamba while Nondescripts take on Strathmore Leos in the day’s early kick off at the Jamhuri Park.The match between Homeboyz and Kenyatta University’s Blak Blad has been postponed as the Deejeyz are attending the burial of their departed player Andrew Wekesa who will be laid to rest in Lugari on Saturday.Match Day 10 FixturesHomeboyz v Blak Blad – PostponedKCB v Kabras Sugar – 4.00pm, KCB Sports ClubNakuru v Western Bulls – 4.00pm, Nakuru Athletic ClubMean Machine v Mwamba – 4.00pm, UoN GroundsKenya Harlequin v Resolution Impala Saracens – 4.00pm, RFUEANondescripts v Strathmore Leos – 2.00pm, Jamhuri Park0Shares0000(Visited 1 times, 1 visits today)last_img read more

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West Hills woman killed in crash

first_imgSAN DIEGO – Military officials on Sunday released the identities of a female sailor from Southern California and the three other members of a combat squadron killed when a helicopter crashed in the ocean off the San Diego coast. Lt. j.g. Laura J. Mankey of West Hills died in Friday’s crash during a training mission, according to a Navy statement. Also killed were Lt. Adam A. Dyer, 28, of Lafayette, La.; Petty Officer 1st Class Cory J. Helman, 27, of New Richmond, Wis.; and Petty Officer 2nd Class Christopher M. Will, 29, of Warren, Mich. They were members of Helicopter Sea Combat Squadron 23 assigned to Naval Air Station North Island. 160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set! Their MH-60S helicopter was on a training mission off the USS Bonhomme Richard, an amphibious assault craft, when it went into the ocean about 2:30 p.m. Friday. Will was pulled from the water shortly after the crash but died while being treated on the Bonhomme Richard. A recovery mission for the three other bodies was ongoing Sunday near San Clemente Island, about 50 miles off the coast, Navy Lt. Cmdr. Elizabeth Meydenbauer said. The search for survivors was called off Saturday afternoon after rescuers determined the water was too cold to sustain human life, Meydenbauer said. The cause of the crash was not immediately clear. Meydenbauer said it wasn’t known what type of maneuver the helicopter was performing at the time. last_img read more

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Hull setback a reality check for Ranieri

first_imgFoxes boss Ranieri believes Leicester’s loss proves how hard it will be to defend the title now that everyone is more aware of his team’s qualities.“I told my players this season will be harder than last season. Today was a normal match, maybe a draw was normal but we lost it,” Ranieri said.“For this reason I told them we must be very strong together because last season we showed ourselves as a very good team and we need to repeat that.”Noticeably less vibrant without N’Golo Kante, the France midfielder who joined Chelsea in the close-season, Leicester paid the price for poor finishing and defensive mistakes.Ranieri refused to criticise individuals, but he did admit his team had delivered an error-strewn display.“They (Hull) played better. We tried to do our best. Our commitment was amazing but it was individual, not as a team,” Ranieri said.“We tried to win but sometimes it’s impossible. We made some mistakes and we have to think where we made them.”0Shares0000(Visited 1 times, 1 visits today) 0Shares0000Claudio Ranieri (left) talks with Jamie Vardy on the touchline of Leicester’s match against Hull at the KCOM Stadium in Hull on August 13, 2016 (AFP Photo/Lindsey Parnaby)KINGSTON, United Kingdom, Aug 13 – Claudio Ranieri says Leicester City’s shock 2-1 defeat against troubled Hull City on Saturday should serve as a reality check for the Premier League champions.Ranieri’s side were stunned by goals from Adama Diomande and Robert Snodgrass at the KCOM Stadium.last_img read more

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Airline stocks suffer after plot foiled

first_img“The international markets had recovered earlier than the recent turnaround in the U.S. domestic market,” Baggaley said. “Generally, there are fewer competitors in any given route. So, it was a logical move to shift some capacity overseas.” He said the recent events point out some risks in the international market, but he doesn’t expect a long-term impact unless something more significant happens.160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set! Shares in several major U.S. airlines slid further Friday, a day after British officials said they foiled a plot to blow up planes crossing the Atlantic. But the latest slide may have more to do with higher oil prices than with the terror threat itself. “Oil’s back up,” said Ray Neidl, an airline analyst with Calyon Securities in New York. “I think the terror thing’s over. I think it’s more seasonal trends and concerns about the economy, the Middle East and oil prices.” Crude-oil prices rose Friday after dropping more than $2 a barrel a day earlier, as markets re-evaluated jet-fuel demand and consumer confidence in the wake of the thwarted airplane attacks. AD Quality Auto 360p 720p 1080p Top articles1/5READ MOREFrumpy Middle-aged Mom: My realistic 2020 New Year’s resolutions. Some involve doughnuts.Light, sweet crude for September delivery rose 35 cents to settle at $74.35 Friday on the New York Mercantile Exchange. September Brent crude on the ICE Futures exchange climbed 35 cents to settle at $75.63. After their stocks were pummeled Thursday on word of the terror threat, shares of Continental Airlines Inc. and UAL Corp., the parent of United Airlines, continued their slide Friday on the oil-price rise. Shares of Houston-based Continental fell $1.70, or 7.1 percent, to close at $22.16 in trading on the New York Stock Exchange, while shares of Elk Grove Village, Ill.-based UAL fell $1.19, or 5.1 percent, to close at $22.33 on the Nasdaq Stock Market. As for other major airline stocks, shares of AMR Corp., parent of the nation’s No. 1 carrier, American Airlines, fell $1.46, or 7.2 percent, to close at $18.83 on the NYSE, while shares of Tempe, Ariz.-based US Airways Group Inc. fell $3.33, or 8.2 percent, to close at $37.19 on the NYSE. Shares of Atlanta-based Delta Air Lines Inc. and Eagan, Minn.-based Northwest Airlines Corp., which are both in bankruptcy, are traded over the counter. Several airlines, including Continental and Delta, have been expanding their international service. Philip Baggaley, an analyst with Standard & Poor’s in New York, said that was the right decision, even in the face of the recent terror threat. last_img read more

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Quintero named to state board

first_imgQuintero said his appointment “demonstrates that we are committed to statewide issues.” “And by being so committed, we can help formulate and shape policy \ that can ultimately benefit Rio Hondo College,” he said. (562) 698-0955 Ext. 3051160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set! AD Quality Auto 360p 720p 1080p Top articles1/5READ MORESurfer attacked by shark near Channel Islands calls rescue a ‘Christmas miracle’“It is exciting to be able to work with people throughout the state who have the same interest in mind – to continue to improve California’s community colleges,” he added. “To get a chance to be one voice in that dialogue is very special.” CCLC President and Chief Executive Officer Scott Lay said the board is comprised of local trustees who have been recognized statewide for outstanding leadership and dedication. “We are pleased Andre is joining the board,” Lay said. Rio Hondo College board President Angela Acosta-Salazar said Quintero’s fellow trustees are “thrilled that Andre will be joining the CCLC board.” “Throughout his tenure on our board, Andre has worked consistently keep the best interest of the college in mind,” she added. WHITTIER – With the appointment of Rio Hondo College trustee Andre Quintero to the California Community Colleges Trustees board of directors, Rio Hondo will soon have a greater voice in statewide policy decisions affecting community colleges. The 21-member state board is part of the Community College League of California, a nonprofit group that serves community college leaders in six areas – education programs, research and policy analysis, fiscal services programs, governmental relations, communication and governance of athletics. Quintero, an attorney, was appointed Nov. 17 through secret ballot to fill one of the seats vacated by Mary Anne Rooney from the Ventura County Community College District and Fred Tovar from the San Jose-Evergreen Community College District. “It’s an honor to be part of a statewide organization of trustees that is committed to advocating for issues that are important to community colleges in California,” said Quintero, who was elected to the Rio Hondo board in 2001 and represents the city of El Monte. last_img read more

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ConHill is preferred heritage destination

first_imgThe impressive door into the Constitutional Court, reflecting sign language and the 11 official languages. The colourful foyer of the court, with slanted mosaic columns and wire chandeliers.(Images: Lucille Davie)MEDIA CONTACTS • Petal ThringCEO, Constitution Hill+27 11 381 3139.Lorraine Kearney and Rudo MungoshiSpread across Braamfontein Ridge, looking north over the upmarket suburbs of the city of gold, with the bustling, teeming, noisy inner city behind it, lies Constitution Hill. On a clear day, you can see all the way to the Magaliesberg.It centres Johannesburg in it past, present and future. Constitution Hill is the apex, the leading symbol of how far the country has come in such a short space of time. As the tour guides will tell you, the Constitutional Court, the highest court in the land, was built on the site out of the bricks of the old jail as a way of saying to the world: “Never again will these bricks bring oppression; never again will we lose our freedom.”The Hill, or ConHill, as it is variously fondly known, has won plenty of awards and recognition over the past decade. It is an on-going restoration and heritage project, and for its latest award, it shrugged off tough competition to clinch Preferred Heritage Destination of the Year in the Golden Shield Awards of the National Heritage Council. The awards were made at a ceremony in Bloemfontein on 20 September.Petal Thring, ConHill’s chief executive officer, said the complex was humbled by the recognition and would work hard to continue promoting the site. Nomination “signifies achievement in the efforts of staff and all involved to make this heritage site the true shining gem that it is”, she said. “This is proof that heritage sites are still relevant as custodians of our history and play a vital role in nation-building, more so as we move towards celebrating 20 years of democracy.”The Preferred Heritage Destination award was introduced for the first time this year. The Golden Shield National Heritage Awards, in their second year, are an annual council project, held to recognise all those who have contributed to the preservation, protection and promotion of South Africa’s heritage. Individuals, non-governmental organisations and municipalities were also recognised for their efforts. The other awards were: National Living Treasure, Local Government Commitment, Young Heritage Activist of the Year, Heritage Ambassador, Academic Excellence, Favourite World Heritage Site and Outstanding Community Project.Constitution HillConstitution Hill is on the site of the Old Fort, built by Paul Kruger, the president of the Zuid-Afrikaanse Republiek in 1892. It was built on the strategic hill, overlooking Johannesburg to keep control over the uitlanders (foreigners) in the mining village below.It did not do much service as a fort, however, and was mainly used as a high-security prison, except for the brief period of the Anglo Boer War or South African War, when it was a military defence post. After the war ended, in 1902, the public works department authorised the Fort’s temporary use as a prison pending the erection of a new jail. The Johannesburg city council of the time was opposed to a prison in the middle of a growing residential area, but this temporary arrangement was to stay in place for the next 80 years.New buildings were added in the late 1900s and early 20th century: the Natives’ Section and isolation cells known as Sections Four and Five, where black male prisoners were held, a Women’s Prison in 1907, and an Awaiting Trial building in the 1920s.Throughout the last century it was notorious for its harsh treatment of prisoners, who ranged from common criminals to hundreds of thousands of ordinary men and women who contravened colonial and apartheid legislation such as hut tax laws, beer brewing laws, pass laws and the Group Areas Act. Many political prisoners were also incarcerated at the Fort, including those imprisoned after various waves of resistance, such as Sharpeville in 1961, the 1976 uprising and the harsh clampdowns of the mid-1980s states of emergency.Among those held within its walls were Mahatma Gandhi in 1908; striking white mineworkers in 1913 and 1922; members of the Ossewa Brandwag in the 1940s and the Defiance Campaign just over a decade later; and later Treason Trialists. Nelson Mandela, Albert Luthuli, Joe Slovo, ZK Mathews, Walter Sisulu, Oliver Tambo, Helen Joseph, Moses Kotane, Lillian Ngoyi and Ruth First were all imprisoned in the Old Fort, the Awaiting Trial Block and the Women’s Jail.The Old Fort was declared a National Monument in 1964 although it continued as a functioning prison until 1987, after which the buildings and the site as a whole suffered from neglect and vandalism. A few years previously, on 31 January 1983, nearly one hundred years after the Old Fort was built, all prisoners were transferred to the new Diepkloof Prison, known as Sun City, outside Soweto.But it was injected with a new meaning and energy when it was chosen in the mid-1990s for the new Constitutional Court. The court moved into its home in February 2004, and Thabo Mbeki, the president at the time, inaugurated it on Human Rights Day, 21 March 2004. Constitution Hill opened to the public the next day. The restoration of the Women’s Gaol, Old Fort and Number Four Museums were completed by the end of 2007.Today, it is home to the Women’s Gaol museum, Number Four museum, and Old Fort museum. They host various exhibitions, functions and educational programmes that showcase South Africa’s rich heritage and advocate human rights. Tours of the site are also encouraged.last_img read more

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7 Steps to Implementing a Workplace Violence Response Plan

first_imgHeightened security concerns in recent years have focused significant attention on crisis response plans. More firms now have plans in place for terrorist, bomb threats, fires, and natural disasters than at any point in modern history. Conspicuous by its absence from many of these plans is a workplace violence response plan; when it is included, not much beyond “lock the doors” and “call the police” is referenced.Most crisis planning professionals support the concept of having a plan that incorporates the multitude of disasters an organization can face, and that uses common approaches across the issues. However, they also encourage organizations to have a specially focused workplace violence response plan. This is recommended because workplace violence, unlike other hazards or disasters, involves a thinking, mobile, and dangerous human being. Consequently, it must be dealt with in a manner that is specifically designed to address workplace violence so as to avoid errors that could add to the mayhem associated with these incidents and actually cause additional employees to be in harm’s way.To illustrate the point, most actions that are correct for events such as fires, bomb scares, and natural disasters call for evacuating a facility. However, evacuating your facility while there is an active shooter may be the worst thing to do, as it may lead to more people getting hurt.- Sponsor – During most disasters, communications to evacuate people is the primary goal. During a gun-toting incident, communications must be set up to direct employee’s movements in a precise and urgent manner via multiple methods. For example, relying on a loudspeaker system would be ineffective since the intruder would hear and react to the instructions too.[text_ad use_post=’125303′]It would be remiss to not state that the most effective way to deal with a workplace violence incident is to avoid it in the first place. Every organization should have a safe hiring process in place that emphasizes pre-employment screening and background checks as part of a workplace violence prevention program that has as the heart of it a “zero-incident” approach to workplace violence prevention.A zero-incident approach addresses prevention by focusing on identifying at-risk behaviors of employees and organizations, as well as by conducting risk assessments of the work environment, physical facilities, and by putting contingency plans in place for anticipating threats.Every organization should have a safe hiring process in place that emphasizes pre-employment screening and background checks as part of a workplace violence response plan and prevention program that has as its heart a zero-incident approach.The next most effective way to deal with workplace violence is to have a well-developed crisis plan in place that has been tested so that people know exactly what to do.A comprehensive approach to addressing a workplace violence incident involves the following seven steps:1. Identification of critical incidents that trigger activation of plan 2. Reporting procedures 3. Pre-incident preparation 4. Emergency actions 5. Training in procedures and responsibilities 6. Testing and exercises 7. Integration with business continuity planStep One: Identification of Critical IncidentsFirst, it is important to define a critical incident. Is it a shoving match between employees? An employee being threatened by a customer? An employee yelling curse words at the top of their lungs?A good definition to use might be the death, serious injury, or severe psychological trauma of an employee, client, or person that people have had regular contact with; any situation that will attract unusual attention from the news and media; and any event that is likely to seriously interfere with the continuous operation of critical business functions.Ensure that any plan clearly defines all the types of incidents that trigger the plan’s activation. Do not leave this open to employee interpretation, or the program could be unnecessarily triggered and tie up important resources.Step Two: Reporting ProceduresThe second step is for the organization to have a workplace violence response plan that clearly states the reporting requirements and procedures for emergency or imminent danger situations.Typically, policies require that employees report emergency or imminent danger situations either directly to law enforcement (911) or to an internal control center and/or loss prevention. Remember the faster an organization knows about a critical incident, the faster it can put its plan into motion.A tip to consider—Conduct a desk review of company security, safety, and human resource policies. It is frequently found that the policies are incongruent and sometimes in direct conflict. It is important to ensure that these policies are synchronized. If the company should end up in court, confusing or different policies can work seriously to its disadvantage.Step Three: Pre-Incident PreparationThe first part of this step is to ensure a full workplace violence prevention program is in place. The second part is to have each department and subsequently each employee put together a “stay-safe plan.” A stay-safe plan for a department involves the supervisor developing a specific plan for their unit with employee input that fits the type of work performed and the environment. Typical items that should be included are:How to recognize early warning signsHow to diffuse hostile situationsEmerging proceduresConcealment planExit strategyThe stay-safe plan for employees simply takes this to the next level and individualizes it. Some organizations encourage their employees to also address security and safety awareness issues outside of work in their personal stay-safe plan. This tends to create a safety and security mindset that reinforces the firm’s program and can establish thinking about safety as a way of life.The organization should develop a crisis communication plan; the number-one rule of business continuity is “If you can’t communicate, you can’t recover.”Another area to consider regarding pre-incident preparation is the establishment of safe rooms. While some consultants advocate safe rooms, not all experts agree with this concept.Another pre-incident preparation step is damage mitigation, which involves not only dealing with an immediate crisis, but also ensuring that it doesn’t mushroom into even bigger problems. Some ways of doing this involve having employment liability insurance and having alternative facilities pre-identified with arrangements to act already in place.Step Four: Emergency ActionsThis step involves two parts that also require advance preparation: the crisis communications plan and the critical incident stress debriefingCrisis Communications Plan. The number-one rule of business continuity is “If you can’t communicate, you can’t recover.” An effective crisis communication plan must be built to address the following elements:Speed—How quickly can communication take place?Accuracy—Is the correct information reaching the intended audience?Flexibility—Are there any limitations to the organization’s communication effort?Effectiveness and Reliability—Will the communications system work every time, regardless of the situation?Some of the important questions to consider in building the plan include:Does the organization have back-ups who are trained and current for members of the crisis management team?How fast can the plan be implemented in terms of minutes? This is tied to the timing needed to save people’s lives as well as restore critical business functions.Decide in advance what will be said to various stakeholders. The time to develop a message about a crisis situation is before the crisis occurs. During an emergency, there will not be time to think about it.Does the organization have an off-site, alternative location for crisis response?Does the organization have employee notification systems in place as well as alternative plans to be able to contact employees who are on-site?Has the organization created a means to direct media and others to a website or other central source of information where accurate information is being gathered and released?Does the organization have a means of contacting employees who are offsite or traveling?Has the organization anticipated what could go wrong and built incontingency plans?A system can be operated from a single personal computer or mobile device, which allows communications with anyone in virtually any location. The system also allows the organization to pinpoint its message and to send specific messages to specific people or groups of people–an essential quality necessary in dealing with a workplace violence incident. It may be necessary to evacuate people in one location, have people stay put and lock down their facilities in another, while informing yet another group of individuals to stay away from the location where the problem is occurring. In addition, the system is operational 24 hours a day, so it is always ready to go.Critical Incident Stress Debriefing. The second part of the emergency actions step involves establishing a critical incident stress debriefing process in advance of an incident occurring. This deals with the emotional and/or psychological fallout that people often experience after being exposed to a traumatic event. This should also include emergency response personnel, who are often overlooked with regard to the impact of trauma.The debriefing process is a critical step that impacts the speed at which the organization’s operations will be able to recover and resume productive business again. Research has shown that it takes six to eighteen weeks for an employer to return their workplace to normal operations after a traumatic event. The process is considerably longer in workplaces where the employer fails to assist employees in the recovery process.Accordingly, organizations should be sure to have pre-identified professional resources, either through its employee assistance program or community mental health resources, who are trained in this area. It is important to insist that any individuals identified to conduct the debriefing sessions are specifically trained in this process. The professionals should be credentialed and certified in critical incident stress debriefing.Step Five: Disaster Preparation Training In ProceduresStop and think for a moment. Have your organization’s employees received sufficient disaster recovery/business continuity planning training? If the answer is “No,” your organization is not alone.This step involves assuring that all employees receive the appropriate training regarding the overall crisis response plan in general and their specific roles and duties in executing the plan. Training should at minimum include the following elements:Warning signals and their meaning, appropriate reaction, and actions to takeIdentification of an explanation regarding sequence of actions to take in an emergency, including how to report incidents and to whomEmergency shutdown or lock-down proceduresEvacuation procedures and routes, assembly areas, and headcount management proceduresIn addition, management personnel should also receive training in their duties and responsibilities during a crisis. This should include:Specific responsibilities as outlined in the crisis management planLeadership skills required for crisis managementMedia relations skills for those assigned this responsibilityFinally, crisis response team members should receive detailed training in their specific responsibilities in the plan, including:Response procedures for incident commandControl and lines of authorityHow to use specific equipment during the crisisHow communications should be handledThe appropriate training for each level of employee is an essential step in ensuring the workability and success of any planStep Six: Testing and ExercisesA fundamental rule of thumb of training is “Train first, and then test for competency.” An organization cannot afford to be in the position of hoping that its employees know what to do when a crisis strikes.Too many businesses fail to follow this fundamental premise and consequently leave themselves wide open for an unpredictable response to a crisis event. Outdated and untested methods provide a false sense of security and place a company at a greater risk of operational failure.The American Management Association reported that 57 percent of companies fall into this situation and have not conducted a crisis drill to test the implementation of their workplace violence response plan.According to the ASIS International Disaster Preparedness Guide, some  methodologies for testing a plan include:Walkthrough or tabletop drill—An interactive exercise with discussions of hypothetical or mock scenarios where actual emergency response functions are acted out in a classroom setting.Limited-scope drills—These involve limited mobilization of personnel and equipment to test interaction, coordination, participant activity, as well as assess participants knowledge and execution of required procedures, such as building evacuation.Full-scale exercise—A comprehensive test of the interaction and coordination in the emergency planning program; testing of the knowledge and skills of most key staff with emergency responsibilities; mobilizing personnel and testing knowledge of appropriate equipment. A full-scale exercise uses trained personnel such as police and fire personnel, other agencies’ or organizations’ emergency response personnel, or consultants to control, evaluate, and simulate participant activity on a large scale.One of the biggest problems that firms fall prey to with disaster preparedness planning is the illusion that their plan will work exactly the way it is designed. The stark reality is that a plan never works exactly as it is planned, so the organization must test it to see where it is weak, where instructions are confusing, and to identify problem areas so that the plan can be improved.IMPORTANT WARNING: An organization should never, under any circumstances, conduct a surprise workplace violence incident exercise or drill where it depicts someone getting seriously injured or killed. To do so can subject the firm to tremendous liability because employees, unaware that it is a drill, could experience severe traumatic response that does not dissipate upon the subsequent announcement that it was just a drill.Step Seven: Integration with Business Continuity PlanThe final step is to integrate the workplace violence response plan with the overall organization’s crisis response plan. It is necessary to emphasize this point since this article began by stating that workplace violence is a unique hazard that must be addressed in a unique manner. While this is true, the plan still needs to be congruent with and fit under the umbrella of the organization’s greater plan.Despite the unique aspects of workplace violence, there are many areas that should be common to a firm’s response to crisis that integrate common methods and make wise use of the firm’s resources.Keep in mind that while the plan must be comprehensive, it must also be actionable. A four-inch binder stuffed with 300 pages of narrative is not actionable. A succinct checklist is much better.Remember the infamous words: “Those who ignore the mistakes of the past are doomed to repeat them.” When developing a workplace violence response plan, an organization should build on the successes of other agencies and organizations as well as learn from the mistakes those organizations made so it does not have to experience them. While we may not be able to prevent all incidents, we have no excuse for not being prepared to address them when they occur.This article was originally published in 2004 and was updated June 11, 2018. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox.  Sign up nowlast_img read more

Continue Reading... 7 Steps to Implementing a Workplace Violence Response Plan
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Military job transitioning, 18 years later

first_imgThere will be plenty of situations that you find yourself in where you become frustrated. Keep your skills relevant Instead go straight to the person and try and fix it together. If there is no owner; then you own it until solved. To all my fellow veterans, I wish you the very best in everything you do. Regardless of where you find yourself, put your happiness first and the rest will follow. Fair winds and following seas, unless you live under the water, then it would be run silent, run deep! A special thanks to my shipmate Bill Giraud, who provided me with the photos I used above. There is no faster way to solve a problem in the military than jumping up the chain of command. Everyone respects it and everyone reports to it. Try doing that in the civilian world and see how fast you are marked as someone who refuses to address problems directly and collaborate towards a solution. Talk to people and volunteer to help solve problems. While doing that, notice who they go to when they have issues and who the experts are. Quietly (or publicly) add those people to your network and start having 1:1 meetings with them. Overtime, you will build a network of loosely connected people who can help you solve any problem you encounter. You will also be seen as an enabler and someone willing to jump in and get your hands dirty. Yes I know how to program in FORTRAN, however, the value of that in today’s computing environment is relatively zero. Take a class and learn something like JavaScript or C# instead. Dress the part When I was an instructor at nuclear prototype training, one of my favorite questions I would ask is what “CRUD” stood for, if the interviewee used it in a sentence (ask me later and I’ll tell you, it’s a nuc thing). As an example, during my first year I found myself taking log readings (on some equipment) one night, and noticed that someone left a valve open. After asking around no one on the prior shift (who should have noticed) found it or owned up to opening it. This also means don’t volunteer information that is not relevant or that you don’t want the interviewer to try and get you to elaborate on. Build a professional network Collaborate, don’t jump up the chain of command On a submarine, this type of behavior was not tolerated as it could kill the crew; this may not be the case at a civilian job, so take it in context with the new job and react accordingly. Talk to your mentor and don’t over react. The chain of command should not be the first place you jump to.center_img If not after the military, then put it in your 5 year plan. Isn’t that why you signed up for the GI Bill in the first place? Which means, don’t talk about what you don’t know. If you are going to cover a specific process, ensure you know the lingo. Talking acronyms could backfire if the interviewer asks you what that means. Don’t talk above your pay grade When you’re in the military, there are many things that identify who and what you are. These vary from rank and rate, to insignia and duty station. This is not much different than life in the civilian world where your personal self is defined by the community in which you live, the school you attend and your job where you work. There are few similarities between what I did in the military and what I do at Intel; assuming we don’t consider talking in acronyms.I’m a bubbleheadFor those of you who lack some basic understanding of military terms, let me rephrase that; I am a submariner! This means I earned my dolphins while serving on the USS Bluefish (SSN-675), as part of my enlisted service in the US Navy. When serving on a surface or submarine command, you are required to go through your  on-board quals (qualifications) as necessary to gain a detailed understanding of every system on the submarine. From the torpedoes, to the diesel generator, from the TDU (trash disposal unit) to the periscope, from the firefighting to basic nuclear engineering, you had to learn it all. You were given a written qual-card and expected to demonstrate hands-on, written and verbal learning in order to support your shipmate. Although difficult, I was happy to earn my dolphins within six months of stepping on-board.…and nuc LELTThis means I attended basic training for my rate as a Machinist Mate, and then more detailed training at the Navy Nuclear Power School, rapidly followed by six months operating nuclear reactors to qualify enough to deploy to a submarine. We were warned that there was a high rate (>50% end-to-end) of drop from the program; and they  weren’t lying. I then took a two year job to teach other sailors how to do what I just learned, which delayed my deployment until the winter of 1989. After arriving on-board, I rapidly completed my nuclear qual-card in order to help in the operations of the nuclear engineering spaces (that which pushed the boar along). As an ELT (engineering laboratory technician), I had the added responsibility of working with a team to maintain the reactor and steam system chemistry. After about six months, I stepped into the leadership role of our division and became the Leading ELT (or LELT), inside a nuclear powered submarine. We were expected to learn fast, learn much and be professional in everything we did.I was 22 years old.Being a bubblehead nuc LELT is what defined who I was and how I approached my job. I trusted my team of shipmates and knew exactly what had to happen because it was documented in excruciating detail, and often checked by a second and third person. As a sub-qualified nuc , I knew I could rely on my shipmates for anything while deployed and they relied on me. If someone said they did it, you learned to rely on that word and moved along.Bittersweet departureAfter five years on the Bluefish, I decided to leave the Navy. I had forgotten what the real world was like. My jobs prior to the military were those typical for a teenager, and not typical of the corporate world. I had no need to truly rely on someone, nor was I put in charge of something that could cost millions of dollars if damaged.Early on, Intel recognized the value of military personnel and I attended a job fair hosted in Charleston South Carolina. It was during one of these interviews that I was asked to fly to Chandler and interview for a job on their newest high-capacity microchip factory. After I took the job I realized that some of my co-workers (translates from shipmate) were also ex-military and just as excited to be working at Intel. This was also my introduction to something called “Behavioral Interviewing,” which is a science all by itself.Corporate workFollowing my transition into civilian work, I found myself jumping into another transition for Intel, one bracketed by something called “Back to Basics.” You see, during the early 1990’s, Intel felt that they were shifting away from those values that made the company great. This was mostly caused by their rapid growth in employee numbers and geographical locations. To solve this they instituted mandatory training on corporate values, effective communications, dealing with difficult people and effective meetings (there may be more, however, this is what I remember). For me, this was great since my way of dealing with all of this was definitely different.Benjamin Franklin had it right when he said, “It is easier to prevent bad habits than to break them.” Lucky for me this training was early enough in my career that I still remember most of the key items and still refer to them today. Unfortunately the same training is not available for new hires, as they have reduced the mandatory training and altered some of the focus on teaching people some “core” skills, or expectations, early in their career. I would liken the “Back to Basics” initiative as a corporate boot camp in order to get everyone on the same page.Following my initial training, I moved into something called compressed work week (CWW), working front-end nights. This meant that I worked 12 hours a day, three (and then four) days a week. To someone in the military (especially a submariner), this was a cake walk. You mean I only had to work 12 hours a day, and then I got at least 3 days off? Of course, now that you aren’t deployed, there was more to do during the day and sleeping was one of those things that slid down the list; it took me some time to adapt to this style of work.Find the right jobA great thing about Intel is that they ask you to find another job inside the company if you are looking to find a new challenge; basically, move within not out. After about two years I decided to try and move from factory support (military training) into software development (hobby). This involved quite a bit of self-learning and 1:1 meetings with some developers I found who sat near me. After doing this for about 6 months and learning to develop on this (relatively) new platform called the web (on the Intranet), I was able to get a job and start doing what I truly loved. What followed has been 16 years of college, job changes and new technologies, driving me to where I am today.I love my job and the company I work for. Without the experience and learning’s I brought from the US Navy, I would not be where I am today.Planning for transitionThere is nothing I did that is outside the ordinary with one exception – I saw what I wanted to do and I planned. That planning included my understanding that I would have to move from nights (shift) to days, and then go back to college. That planning included a few job transitions and making some risky choices in my career (there weren’t many web developers in a company running off of mainframes).What can you do in order to help yourself along towards the right job in the civilian world?Have a great resume.Today this is a bit easier than it was in the pre-Internet world. You can look at examples, install software and templates, and even hire someone to do it and return a finished product — all without leaving your chair.You may need more than one “type” or copy of your resumeMake your job examples (duties) relevant to the job you are applying forEnsure you have data to back-up any claims Mentors can bridge the gap between expected response and the way you want to respond based on military training. Oftentimes we were trained to rapidly solve problems, and now we need to consider, collaborate and respond appropriately. Dealing with difficult people training came in handy my first few years, and now I lean on it as I mentor people. Get some schooling When you needed to find someone at your command to solve a problem, there was always someone who knew someone, which made it easy. You could also fall back on ratings to own specific things (Machinist Mates; they own the main engines) or departments (Engineering — reactor controls). For years I worked with a database engineer who wore a three piece suit to work. At Intel that is not the norm for casual business attire, and you should try and learn what the equivalent is before you do an interview. If all else fails simply ask your contact what the dress style is. Showing up in uniform (or the civilian equivalent) may be your natural tendency, however, it could be perceived incorrectly. By the way, I’m wearing a button-up short sleeve shirt, shorts and gym shoes as I type this. Find a mentor Act the part If you can operate a nuclear reactor, you can mention it but also tell them about your skills in some of the parallel technologies that the company implements in their business. If necessary, take a class and learn about some of the newer technologies that the military may be late to adopt. The use of slang, slurred speech (without reason) and overall looking like you are stretching for a job you don’t deserve or cannot handle, is not way to build confidence in the hiring team. Act as though you own the role, explain what you would do when you go there and how you’ll make it your own.last_img read more

Continue Reading... Military job transitioning, 18 years later