Claude Berube Ssecurity, Diplomacy has reportedly been the favorite game of former Secretary of State Henry Kissinger and the late President John Kennedy. It is not a game of chance relying on rolling of dice or the randomness of picking up a card from a stack or two. Instead, it is reliant on the strategic vision of the player and their ability to negotiate with other players to advance units, take territory, and build up their armies or navies. It requires diplomatic skill to know when to advance, when not to, and how to best position one’s country. The traditional set is based on a map of Europe in Spring 1901, a point of comparative equivalent powers among European nations. It is a game of competing interests, survival of one’s nation, and the ability to negotiate through those interests. It is a game for realists, a game at which uber-realist Otto von Bismarck would have excelled. It should also not be surprising that Diplomacy is also one of the games in Paul Watson’s home study. The games near Watson’s desk and the books on his shelves reflect an understand of strategic vision for a movement, negotiating agreements on capacity building with nation states, and establishing a fleet to provide direct action when necessary. Watson has been tied to the sea his entire life, having been raised in a coastal Canadian town and serving in the Canadian Coast Guard and as a merchant mariner, though he ironically finds his home nestled on a quiet mountainside far from the sea. He founded the Sea Shepherd Conservation Society in 1978 after leaving the environmental organization Greenpeace. He was down to his last $100 which he used to fly to a meeting with author and animal rights activist Cleveland Amory whose interest with protecting seals from hunting in Canada. Watson told him that required a ship. “I can find a vessel,” Watson told Amory, which he did for $120,000. “In two weeks I had a Hull trawler,” Watson recounts from his mountainside home, oddly far from the ocean on which he’s spent most of his adult life. “I had no money to run it so I partnered with Dr. Bill Jordan and the Royal Society for the Prevention of Cruelty to Animals for fuel.” In January 1979, the first ship arrived in Boston and departed for the seal hunt in March. Read full article
The White House launched the Equal Pay Pledge in June at the first-ever United State of Women Summit, encouraging companies from across the American economy to take action to advance equal pay. Today we are announcing new signatories to the White House Equal Pay Pledge and highlighting the critical role that businesses can play in reducing the national gender pay gap. These 44 newly-committed employers bring the total number to more than one hundred companies and organizations that collectively employ millions of Americans. The new commitments are from a diverse range of employers, including AT&T, eBay, The Estée Lauder Companies, InterContinental Hotels Group, Mastercard, Yahoo, Square and Zillow Group. Equal Pay has been an Administration priority since President Obama signed the Lilly Ledbetter Fair Pay Act into law as his first piece of legislation. Policies that ensure fair pay for all Americans and that help businesses to attract the strongest talent can not only narrow the pay gap, but also boost productivity and benefit our economy. Today, women make up nearly half of the U.S. labor force and more women than ever are the breadwinners in their families. More women are also working in positions and fields that have been traditionally occupied by men. Yet in 2015, the typical woman working full-time all year in the United States earned only 80 percent of what the typical man earned working full-time all year. The pay gap is even greater for African American and Latina women, with African American women earning 63 cents and Latina women earning 54 cents for every dollar earned by a white non-Hispanic man. The gender wage gap continues to be a very real and persistent problem that continues to shortchange American women and their families. Employers for Pay Equity Business Consortium This year on Women’s Equality Day, a group of White House Equal Pay Pledge employers formed an independent business consortium, Employers for Pay Equity—to help private industry players share best practices and develop better hiring, promotion, and pay policies. Today, Employers for Pay Equity is announcing a partnership with Simmons College to carry the consortium’s work forward. Simmons College will play a leading role in hosting the consortium to establish pay equity as a best business practice and a means to grow a more equitable workforce for all Americans. These private sector companies and organizations share a commitment to equal pay and their pledges build on the Administration’s record of empowering women and girls. By signing the Equal Pay Pledge, these employers are: Acknowledging the critical role businesses must play in reducing the national pay gap. Committing to conducting an annual company-wide gender pay analysis across occupations. Reviewing hiring and promotion processes and procedures to reduce unconscious bias and structural barriers. Embedding equal pay efforts into broader enterprise-wide equity initiatives. Pledging to take these steps as well as identify and promote other best practices that will close the national wage gap to ensure fundamental fairness for all workers. We thank all who have joined in this pledge and encourage the business community to continue to implement and uphold pay equity policies. *** WHITE HOUSE EQUAL PAY PLEDGE The Lilly Ledbetter Fair Pay Act was the first piece of legislation President Obama signed into law. Policies that ensure fair pay for all Americans and that help businesses attract the strongest talent can not only narrow the gender pay gap, but also boost productivity and benefit our economy. Yet, the typical woman working full-time all year in the United States only earns 80 percent of what a typical man working full-time all year earns. While the gap has narrowed slightly over the past few years, there is much more work to be done to ensure fair pay for all. Building on the Administration’s numerous actions to close the national pay gap, the White House challenged businesses to take the Equal Pay Pledge. Several U.S. private sector companies have come together in support of advancing equal pay. *** We received a very positive response to the pledge and welcome our new signatories, including the employers below. These signatories put forth their pledges as follows: Equal Pay Pledge Adobe is proud to join the list of companies committed to equal pay. Paychecks are important, not only because they cover the needs of employees and their families, but also because they are an important indicator of fair treatment. Gender should have no part in driving pay decisions. We have already reported our U.S. pay data relative to gender and race, and we will continue to report our pay data annually. This equal pay commitment is part of a larger diversity and inclusion strategy with three key areas of focus: building a diverse talent pipeline; broadening our recruiting efforts to ensure a diverse candidate pool; and helping all employees grow once they are part of Adobe. Investing to bring out the best in everyone, regardless of gender or background, contributes to the success of the business and the most important asset - our people. Amalgamated Bank is proud to take the White House Equal Pay pledge to keep compensation fair, to practice our own values of fairness, diversity and inclusion, and to never stop looking for ways to do better. We believe that pay equality isn’t an accomplishment, it’s standard operating procedure. For nearly 100 years, Amalgamated Bank has been the progressive bank for the progressive community. We strive to lead by example among financial institutions and ensure equal access to financial services for all people, which also means that our own employees receive equal pay for equal work. By helping those both inside and outside the bank who do good do better, we believe everyone benefits. AT&T's commitment to diversity and inclusion has been visible and steadfast for nearly half a century. It dates back to the establishment of our Supplier Diversity Program in 1968, and our first Employee Resource Group in 1969. Today, more than 120,000 employees have active memberships in our Employee Resource Groups and Employee Networks. Diversity and inclusion is essential to our culture and our success. It fosters big ideas, fresh perspectives and opportunities, and bold leadership. It plays an essential role in innovation, and it helps us play a more vital role in our communities. Engaging in practices that support diversity, inclusion, and equality is a basic part of how we do business. Signing on to the White House Equal Pay Pledge reinforces and validates what we already deliver to our employees: equal pay for comparable work, experience and performance, regardless of gender, race, religion, or age. We're proud to continue the practices that have created our fair and equitable workplace. Autodesk today announces that we are signing the White House Equal Pay Pledge. Autodesk looks at inclusion comprehensively—how we attract, retain and develop top talent; how we include the widest range of entrepreneurs and developers using our software in our ecosystem; and how we expand opportunity globally to underrepresented segments of society. Equal pay is at the foundation of inclusion—this means we consider all of our employees, with all of the dimensions of diversity that they bring, whole contributing members of our organization deserving of equal compensation. We currently conduct an annual review our compensation packages based on gender and ethnicity, but we recognize there is still much more to do and that signing this pledge is a commitment to ongoing self-reflection and analysis as an organization, which is why we do not take this lightly. In addition to a commitment to equal pay, our signature is also a commitment to creating and maintaining an inclusive environment where people can contribute fully and achieve personal and professional success. Colgate-US has long been highly committed to the principles of fairness and equity the White House Equal Pay Pledge serves to support and is proud to add its name to the number of organizations taking this pledge. eBay - For more than 20 years, eBay has sought to build a company that supports Connected Commerce – commerce that is enabled by people, supported by technology, and open to everyone. In accordance with our vision, we believe deeply that we must have a diverse workforce and an inclusive workplace to ensure we reflect the perspectives of the tens of millions of customers that we serve globally. That’s why eBay is proud to join with the White House in pledging to close the gender wage gap. We at eBay are committed to ensuring that we pay our people fairly based on their role, contribution and impact – not on factors unrelated to the work they do. We have supported strategic initiatives, like our Women’s Initiative Network (WIN) and eBay Women in Technology (eWIT), that aim to support gender diversity in our workplace and the ability of women to build lasting, successful careers at our company. Additionally, in early 2016, we undertook an extensive, global study of gender pay equity that considered the main components of compensation. We are pleased to report that our study found pay parity between male and female employees. Going forward, we are committed to conducting on-going reviews of our compensation practices and, when necessary, we will take appropriate action to make sure that our employees continue to be paid fairly and equitably. Ongoing commitment to equal pay principles is essential to ensuring we deliver on this pledge, and we will continue to review our practices globally to make sure we are creating the best possible workplace for all of our employees. Edison International, we understand that diversity of thought is fueled by diversity of people engaged in an inclusive and fair work environment. We are committed to ensuring that gender pay equity is a part of the fairness experienced by all of our employees. Therefore, we are pleased to sign the White House Equal Pay Pledge. We are a diverse company that succeeds when our employees are able to bring their best selves to the workplace. The ability to attract, retain, and develop a diverse workforce allows us to leverage our unique experiences, better reflect the communities we serve, and ensure equity and inclusion that benefits both our company and our customers. As part of our pledge, we commit to continue our annual review of compensation, which is used to understand any potential gaps in pay and to take action when appropriate. In addition, Edison International aims to further increase equal employment opportunities and to break down employment barriers by continually seeking diverse representation in our hiring and promotional opportunities. We continue to analyze and evolve our pay practices and market demands for talent and to foster an inclusive work environment where our employees can fully contribute, find opportunities for advancement, and feel valued. The Estée Lauder Companies is honored to partner with the White House in its effort to promote gender equality in the workplace. As a Company founded by a pioneering entrepreneur, Mrs. Estée Lauder, we are proud to continue her legacy of empowering women, supporting families, and promoting equality. Founded on strong family values 70 years ago, we have always believed that our people are our greatest asset. We take pride in maintaining a unique, creative and diverse workforce where everyone’s contributions are fairly rewarded. We are proud that women constitute 85% of our employees worldwide, with 50% of our senior vice president positions and above in the U.S. held by women. We understand that equal pay not only affects women but also their families, their communities, and our shared economy. By signing the Equal Pay Pledge, we are underscoring our commitment to ensure that all women and men are compensated fairly in terms of capabilities and experience. We remain committed to providing a dynamic and supportive workplace for all our employees to foster their growth, success and well-being. Exelon is pleased to sign the White House Equal Pay Pledge and we are committed to doing all we can to help close the national gender pay gap. Research shows that the typical American working woman makes 79% of what the typical working man makes – this translates to a loss of $500,000 over her lifetime. For Latino and African American women this cumulative loss nearly doubles. Diversity and inclusion is critical to Exelon's success and our workforce programs must include transparency and fairness. As a result, we are joining other leading companies and conducting an annual audit of compensation, hiring and promotion practices. Through these efforts, Exelon is stating unequivocally that we value every worker, male and female. Advancing pay equity is not simply good business practice, but the right thing to do. The Honest Company is honored to sign the White House Equal Pay Pledge and join the other companies who have taken on this economic and social imperative. Our mission – to empower people to live a happy & healthy life - is at the heart of our business, and our company culture embodies our name: Honesty, Transparency, Openness. This applies both to how we treat our consumers as well as our employees. Diversity and gender equity are strategic pillars for our organization, and we are committed to ensuring all employees benefit from a workplace that is inclusive and fair. We are proud to stand with the White House and other companies who share these values. InterContinental Hotels Group: Our ambition is to be number one for guests, owners and colleagues. A critical part of this ambition is our commitment to upholding equitable compensation practices regardless of race, gender or ethnicity. That’s why we are pleased to sign the White House pledge. Mastercard: We believe that diversity and inclusion are essential to creating an inclusive environment for our colleagues, helping them to better serve our customers worldwide. At the same time, to ensure that our employees reflect the customers we serve and today, we source talent from numerous industries and backgrounds. We are committed to this important pledge and will continue to review and enhance our policies and practices to ensure they reflect our values and connecting our employees to "Priceless Possibilities." Our "Whole You" program is based on the premise of providing benefits to employees at different stages of life both at work and outside of work. MWWPR was founded 30 years ago on progressive ideals that continue to fuel our vision, inspire our progress, and motivate our employees today. Our agency's ethos of "Matter More" serves as our guiding principle - we strive to not only help our clients matter more to the people who matter most, but to ensure that all our employees feel valued for the contributions they make. Engaging and retaining our incredible staff is our agency's highest priority, and demonstrating fairness and inclusion is fundamental to our talent strategy. Our management committee is comprised of a majority of women, many of whom actively mentor junior female colleagues, and we regularly review our hiring and promotion processes to ensure we are evaluating and rewarding all employees equally. For MWWPR, signing the Equal Pay Pledge is an important next step in demonstrating our commitment to our people, and we are honored to be the first public relations firm to take the pledge. We hope to inspire our colleagues in the industry to make a similar commitment, and are proud to stand with other leaders in the business community as we continue prioritizing equality and transparency across our agency. Nestlé in the US: At Nestlé, we value our employees’ health and wellness, which includes the opportunity to work in an environment where one feels empowered, appreciated and respected. Enhancing gender balance in our workforce is one of our company’s core societal commitments, globally and in the U.S., which is why each of our operating companies in the US is pleased to reaffirm our commitments by signing the White House Equal Pay Pledge. 2016 marks Nestlé’s 150th year in business and we know that in order to be in business for the next 150, we must promote inclusive opportunities that respect the contribution of all of our employees. Nestlé believes that striving towards equal pay, fair hiring, retention and promotion practices, and investing in leadership and professional development opportunities for women is good for our people, our consumers and our business. We remain dedicated to enhancing gender balance in our workforce. To that end, we will continue to invest in programs including providing support for dual-career spouses as part of our International Dual Career Network, hosting networking events in conjunction with the Network of Executive Women Leadership Summit, continuing to find opportunities to publicly celebrate the accomplishments of our women executives throughout our businesses and encouraging eligible employees to take advantage of our Parent Support Policy, which offers up to 14 weeks of paid leave for primary caregivers with the option of extending unpaid leave up to six months. Each Nestlé business in the US will continue to review its hiring practices, assessments, and promotion decisions at the business level on an annual basis and work towards improving our ability to achieve gender balance and foster an equitable environment for all of our employees. New Belgium Brewing is proud to sign on to the White House Equal Pay Pledge. As a 100% employee owned company, we know that when we take care of one another our workplace and our business are healthier. We’re proud to have women and men in every part of our company working side by side, earning wages that reflect our commitment to equal pay, advancement based on merit, and a spirit of community. SoulCycle: Led by a female CEO and founded by two women, SoulCycle's commitment to supporting and advancing women has always been part of the company's DNA. The support and respect that we extend to each rider who walks through our 67 studio doors extends to our company-wide culture. We're committed to nurturing the health and happiness of all of our team members, and that includes our hiring practices and compensation. As a company, we understand the importance of supporting and advancing women throughout their careers, and we know that our team thrives when they're compensated fairly for their contributions. We're proud that women make up 86% of our studio leadership. We applaud the White House for its efforts to eliminate the gender wage gap and promote equal pay. We pledge to continue taking action individually and collectively as a team to pay equality. Square is proud to sign the Equal Pay Pledge as a natural extension of our existing commitment to pay equity. Square was built on the principle of inclusion which is reflected not only in the products and services that we provide to our sellers, but also in our internal policies and work environment. We strive to recruit, retain, promote, and compensate our employees on the basis of their qualifications, performance, and potential. We also work with our managers and employees in efforts to prevent gender-based bias from entering the workplace. Most of all, we are committed to continually reviewing our policies and practices to identify and act upon further opportunities for improvement—we will always strive for inclusion, fairness, and equality. Workday - Since day one, we’ve embraced diversity – including different experiences, perspectives, insights, backgrounds, and skills – because it fuels innovation, and creates a broader connection to the world. We believe that all employees deserve equal pay, and an equal chance to succeed. That’s why we’re proud to join the White House in signing the Equal Pay Pledge, as it supports our ongoing commitment to close the gender wage gap. As part of this commitment, we’ve developed reporting capabilities within our product that can uncover and potentially address the gender wage gap. We and many of our customers use these reporting capabilities to evaluate our pay practices to ensure our employees are compensated fairly. Knowledge is power, and we believe that technology can provide the information organizations need to create a more equal and inclusive workplace. Yahoo, with more than one billion unique users across the world each month, has a distinct opportunity to leverage the power of our platforms to advance inclusion and diversity at the company, and across the tech industry. We recognize that building an inclusive and diverse workplace is more than a theoretical goal. It is a mission-critical business imperative that we must address with the same level of urgency and commitment that we apply to other strategic initiatives. And pay equity is a critical and inextricable component of this mission. We are proud to have been recognized in 2015-2016 for our strides in paving the way for gender equality (Watermark Index Award winner), for being a best place to work for LGBT employees (scoring 100% on Human Rights Campaign Corporate Equality Index for the tenth year in a row), for being a best place to work for parents (named by Elle Magazine and Fatherly.com), and by being named as an employer whose work significantly impacts communication access for people with hearing loss (receiving the National Access Award by the Hearing Loss Association of America (HLAA)). Zillow Group is honored to sign the White House Equal Pay Pledge and join other companies who are committed to this effort. Zillow Group evaluates pay equity twice a year, is building out training to be aware of our unconscious biases, and reviews hiring and promotion processes. We are constantly striving to ensure that our compensation and benefits package matches our values of inclusion and equity. In addition to our generous maternity and parental leave policies, Zillow Group offices have designated nursing rooms, fully equipped with hospital grade pumps and fridges. Since 2010, we have offered free overnight breast milk shipping for nursing mothers on business trips. As a company, we invest in our people since they are investing in us. We believe the private sector plays a critical role in reducing the national pay gap and are proud of our internal efforts to provide gold-star benefits and gender pay equity for all our employees. WE ARE ALSO JOINED BY THE FOLLOWING BUSINESSES: Association of Equipment Manufacturers AttainIT Avanade Inc. Avila Retail Branding Brand Cava Grill DCode42 GBD Architects Incorporated Global Experience Specialists Harris Miller Miller & Hanson Inc Hired, Inc. Margaux's Bookkeeping, Inc. Omada Health Periscope Data RizePoint Robinson & Kardonsky, P.C. Spottswoode Winery Stanton Chase International Teslights LLC. Thrive Global Venesco LLC Vmware Vonage WP Engine BUILDING ON A RECORD OF SUPPORTING WORKING FAMILIES Since taking office, President Obama and his Administration have taken a number of actions to support working families and combat the pay gap, including: Publishing a final regulation by the Department of Health and Human Services to implement the Child Care and Development Block Grant Act of 2014. The program provides subsidies to working families and last year provided services for roughly 1.4 million children aged 0-13, most of whom are younger than 5. The rule, which has not been comprehensively revised since 1998, will provide a roadmap to states on how to implement the new law and clarify ambiguities around provisions that deal with eligibility for services; health and safety requirements; and how best to support the needs of parents and providers as they transition to the new law. It also clarifies that worker organizations can provide professional development to child care workers and contribute to discussions around the rates states set for subsidies. Signing his first piece of legislation as President, the Lilly Ledbetter Fair Pair Act, in January 2009 making it easier for employees to challenge unfair pay practices. Creating the National Equal Pay Task Force in January 2010 to implement his pledge to crack down on violations of equal pay laws, which included representatives from the Equal Employment Opportunity Commission, the Department of Justice, the Department of Labor, and the Office of Personnel Management. The Task Force has issued reports on its progress, including Fighting for Equal Pay in the Workforce, Keeping America’s Women Moving Forward, and Fifty Years After the Equal Pay Act. In addition, since the creation of the Equal Pay Task Force in 2010, the EEOC has received over 18,000 charges of sex-based pay discrimination, and through its independent enforcement efforts, the EEOC has obtained over $140 million in monetary relief for victims of pay discrimination on the basis of sex. Calling on Congress to pass the Paycheck Fairness Act, commonsense legislation that would strengthen the Equal Pay Act of 1963 by closing loopholes in the defenses for equal pay violations, providing stronger remedies, and expanding protections against discrimination for employees who share or inquire about information about their compensation at work. Signing a Presidential Memorandum in May 2013 directing the Office of Personnel Management to develop a government-wide strategy to address the gender pay gap in the federal workforce, leading to a report in April 2014 and new guidance in July 2015—which cautioned against reliance on a candidate’s existing salary to set pay, as it can potentially adversely affect women who may have taken time off from their careers or propagate gaps due to discriminatory pay practices by previous employers. Issuing an Executive Order in April 2014 and publishing a Department of Labor rule in September 2015 prohibiting federal contractors from discriminating against employees who discuss or inquire about their compensation. Announcing a White House Equal Pay Pledge, with more than 50 leading businesses signing on to take action to advance equal pay. By signing the pledge, these companies are committing to conduct an annual company-wide gender pay analysis, review hiring and promotion processes, embed equal pay efforts in broader equity initiatives, and identify and promote best practices that will close the wage gap. Hosting a White House Summit on Working Families in June 2014, highlighting the issues that women and families face, setting the agenda for a 21st century workplace, and announcing of a number of steps to help working families thrive. Hosting the United State of Women Summit in June 2016, highlighting the progress that has been made over the course of this Administration and discussing public and private sector solutions to the challenges that still lie ahead. Signing a Presidential Memorandum in January 2015 directing federal agencies to advance six weeks of paid sick leave to federal employees with new children, calling on Congress to grant another six weeks of paid leave for federal employees, and calling on Congress to pass legislation that gives all American families access to paid family and medical leave. Publishing a final Department of Labor rule in May updating outdated overtime regulations, expanding overtime pay protections to 4.2 million additional Americans, boosting wages for workers by $12 billion over the next 10 years, and allowing workers to better balance their work and family obligations. Issuing an Executive Order in February 2014 requiring federal contractors to raise their minimum wage initially to $10.10 an hour, indexing it, and lifting the tipped minimum wage (which disproportionately impacts women)—and urging Congress, states, cities, and businesses to do the same. Issuing an Executive Order in July 2014 and publishing a Department of Labor rule in December 2014 prohibiting federal contractors from discriminating in employment on the basis of sexual orientation or gender identity. Directing the Office of Personnel Management and federal agencies to enhance workplace flexibility for federal employees to the maximum extent practicable, including enshrining a right to request flexible work arrangements. Signing into law the Telework Enhancement Act of 2010, which requires agencies to support and establish policies for telework by eligible employees. Calling on Congress to pass the Pregnant Workers Fairness Act, which would require employers to make reasonable accommodations to workers who have limitations from pregnancy, childbirth, or related medical conditions (unless it would impose an undue hardship on the employer). The legislation would also prohibit employers from forcing pregnant employees to take paid or unpaid leave if a reasonable accommodation would allow them to work. Finalizing a Department of Labor rule updating its sex discrimination guidelines for federal contractors for the first time since 1978, to align with current law and address barriers to equal opportunity and pay, such as pay discrimination, sexual harassment, hostile work environments, a lack of workplace accommodations for pregnant women, and gender identity and family caregiving discrimination. Collecting summary employee pay data from certain employers to improve investigations of possible pay discrimination, which remains a contributing factor to persistent wage gaps. Starting March 2018, The U.S. Equal Employment Opportunity Commission (EEOC) will add the summary pay data to the annual Employer Information Report or EEO-1 report that is coordinated by the EEOC and the Department of Labor's Office of Federal Contract Compliance Programs. Increasing investments to expand access to high-quality early care and education, including efforts under the Race to the Top-Early Learning Challenge program, Preschool Development Grants, Head Start and Early Head Start, and a landmark proposal that helps all eligible working families with young children afford high-quality child care. Announcing the Department of Labor’s award of $54 million in “Strengthening Working Families” grants to help low- to middle-skilled parents access the affordable, quality child care they need to earn an education, participate in training programs, and compete for better-paying jobs in emergency industries. Expanding access for women to higher-paying jobs through a proposed rule updating equal employment opportunity requirements in registered apprenticeships and through a Mega-Construction Projects (MCP) Initiative at the Department of Labor.
The Butterfinger and Kit Kat manufacturer also said company researchers have found a way to structure its candy’s sugar differently, making it dissolve faster when eating.
Если бы у этого блога было название, то наверное я бы выбрал что-то вроде "нюансы против очевидностей". Вот например, есть вроде бы очевидно правильные тезисы "Каждый товар торгуется в валюте той страны, которая его потребляет в максимальном количестве" и "Каждый товар торгуется в наиболее сильной (распространенной) международной валюте". Из этих тезисов следует, что торговать нефтью […]
In the near future small and medium enterprises in which foreigners own more than 49 percent of the shares will be able to apply for Russian state aid, according to the Kommersant business daily, which reports that the initiative is part of a bill created by the Russian Ministry of Economic Development. In the opinion of the document's authors, the initiative will attract additional investment and help to "form new technological networks" in the country. The benefits will primarily involve the purchase of premises, fiscal preferences, advantageous credits and exemption from scheduled inspections. The ministry explains that a medium business consists of anywhere between 101 and 200 people, while a company employing anywhere up to 100 people is considered a small enterprise. The maximum revenue of a medium enterprise is considered to be two billion rubles ($31.4 million), with that of a small company being set at up to 800 million rubles ($12.5 million). "This is a big step towards improving small and medium business. I am sure this will stimulate entrepreneurial activity and the registration of new companies," said Emil Martirosyan from the Russian Presidential Academy of National Economy and Public Administration’s Institute of Business Administration. How it works "For us the problem is not with the company's foreign ownership, but with distinguishing real small and medium businesses from the so-called ‘Gazprom subsidiaries’ [subsidiaries owned by large companies – RBTH]," Deputy Minister of Economic Development Oleg Fomichev said during the BRICS and SCO Small Business Forum, which was held in the Central Russian city of Ufa (720 miles east of Moscow) on Dec. 1-2. Why has Roman Abramovich’s son become a cucumber farmer? The ministry suggested that the Russian Chamber of Commerce and Industry carry out the project. This association of entrepreneurs works closely with foreign partners. The Chamber of Commerce accepted the proposal, albeit somewhat reluctantly, "because this entails a great deal of work," said Vice President of the Chamber of Commerce Yelena Dybova. Where to expect investments According to the Ministry of Economic Development, there are 103,000 small companies in Russia with foreign participation: 13,800 of them have a share of foreign capital below 49 percent, 15,500 have a share between 49 and 75 percent, while in 73,900 the share is above 75 percent. This means the new bill concerns about 90,000 companies from the last two categories. By stimulating investment the ministry's proposal will indeed play an important role from the macroeconomic viewpoint, notes Timur Nigmatullin, an analyst at Moscow investment company Finam Holding. "If we look at the indicators concerning investment in fixed capital, we'll see that it has been declining for two years straight. In 2015, in corresponding ruble value it fell by 8.4 percent and in nine months of 2016 it fell by another 4.3 percent,” he said. Russian agribusiness plans vegetable exports to China According to Nigmatullin, the main beneficiaries of the aid will be companies in the agricultural sector. In the first six months of 2016 the sector's GDP growth constituted a year-on-year 1.5 percent while the country's real GDP fell by 0.9 percent. Large foreign businesses such as Nestlé and retail wholesaler Metro are holding negotiations with the government, but their requests and wishes have more of a global character, according to Georgy Vaschenko, director of operations on the Russian capital market at Moscow-based investment company Freedom Finance. He pointed out that such companies are primarily insisting on changes in customs and fiscal administration. However, he added that small companies with foreign capital from the Far East may take advantage of the state's support. Subscribe to get the hand picked best stories every week
Компания уменьшает содержание сахара, но при этом меняет его структуру, чтобы сахарный вкус оставался прежним. Эксперты к идее Nestle отнеслись скептически: лучше, если будет меньше химии и жира
Химики из компании Nestlé заявили о важном открытии: им удалось найти новую формулу шоколадной смеси, в которой содержание сахара снижено на 40%, но вкусовые рецепторы на языке не ощущают потери сладкого вкуса. читать далее
The unwillingness of David Brooks of the _New York Times_) and his ilk to tell their readers that Barack Obama was the centrist president they were looking for is one of the reasons we are in this mess--and one reason why, I think, David Brooks's career is now over: **Jonathan...
1. The Man in the Mirror Most Americans assume that Fidel Castro burst fully formed onto the historical stage in January 1959 with the triumph of the Cuban Revolution: communist at conception, anti-American in utero, bilious at birth. The truth is more ambiguous and more revealing. History is full of misfits (Hitler comes to mind) and criminals (Stalin) who became tyrants. The young Castro was neither. Amiable, athletic, and intellectually gifted, Castro grew up in a wealthy and doting family during a period of great political unrest, a product of personal gifts and foibles, surely, but of local, national, and global forces besides. It is grandiose to say that the United States made Castro. But there is no denying that U.S. policies helped propel him toward the Soviet Union at a critical moment in the Revolution, making one wonder how things might have been different, and what his story holds for U.S. foreign policy today. In March 1961, President John F. Kennedy introduced his Alliance for Progress, a Marshall Plan for Latin America. Designed to undercut support for Communist Cuba, the Alliance for Progress promised economic assistance to nations willing to undertake significant social and political reform. Criticized by some for its idealism and overreach, the program won the praise of many, stoking Kennedy's reputation as a visionary while auguring a new chapter in hemispheric relations. Largely missed in all the fuss was the fact that Castro himself had anticipated the Alliance for Progress by two years. In May 1959, with his new Revolutionary government in desperate need of economic assistance, Castro flew to Buenos Aires to address a conference of the Organization of American States. Widespread underemployment and a lack of private property deprived Cubans and Latin Americans in general of the power to participate in the marketplace, Castro explained. With no markets there could be no profit making, no surplus, no investment--in short, no economic development. The solution was to stimulate purchasing power by redistributing land, diversifying agriculture, and establishing new industries. All of which took commitment, to be sure, but above all money--something the countries of Latin America simply did not have. Castro estimated the cost of ushering Latin America into the modern age at "thirty billion dollars" over a period of ten years. There was only one country in the world that could conceivably come up with that kind of money in 1959: the United States. Turning to the U.S. delegation, Castro emphasized that Latin America wasn't looking for a handout ("We don't ask for donations of capital, we don't want gifts of money"). What the region needed were loans, which he promised to repay "with interest." The United States had as much to gain from such a program as its southern neighbors, Castro observed. Greater purchasing power throughout Latin America would mean a larger market for U.S. goods, along with new opportunities for investment. By creating "internal markets in each country, we can create a common market among all." But markets and economic development were only the means to a higher end: fulfillment of the "democratic aspiration and the most cherished dreams and hopes of this Hemisphere." Castro's plea for help went unanswered, compelling him to turn to the Soviet Union for economic assistance, and leaving Kennedy to take up the plan two years later, only this time at the exclusion of Cuba. Evidence from early 1959 of Castro's common dream for the Americas has been largely ignored by writers determined to pinpoint the precise moment of the Cuban Revolution's (and Castro's) unraveling, to prove or deny that Castro was always a communist in sheep's clothing, and/or to catalogue his many crimes. At best, this literature is inconclusive, convincing to those already convinced; at worst, it is distorting, leaving us with a caricature of a man who, however unsympathetic, defies easy characterization. In the first year or so of the Revolution, Castro reached out for aid to both the United States and the Soviet Union, the only plausible sources of foreign capital at that time. In a polarized world he faced polarizing choices, but there is no reason to reduce his young life and developing worldview to such extremes. In his late 20s a maturing Castro tied Cuba's unrequited struggle for sovereignty and independence to a liberal tradition that encompassed the English Civil War and the American, French, and Latin American Revolutions, at the same time that he insisted that Cuba had a unique contribution to make to social and political science. Citing both Montesquieu and Bolívar, he imagined Cuba charting a third way, at once "democratic" and "socialistic." In depicting Castro's young life, biographers have tended to act like prosecutors, scouring his past to find evidence to convict the person they don't like. This makes for dubious history and disappointing biography. Castro did not grow up wondering when he would become a communist or when to reveal his authoritarianism. These are our questions, not his. If we want to know how and why Castro became the person he became, we need to put ourselves in his place, to recreate, as humanly possible, his life going forward, as he actually lived it. What was it like to grow up Fidel Castro? In early January 1959, the popular American television host Ed Sullivan traveled to Cuba to interview the victorious rebel leader. Mainstream U.S. newspapers and periodicals had depicted Castro and his followers as a band of communist thugs. Sullivan wanted to see for himself. "Freedom is everybody's business," he told his New York studio audience. Sullivan finally caught up with Castro in the town of Matanzas at 2 o'clock on the morning of January 11, three days after Castro led his triumphant procession into Havana. Nestled in a thicket of gun-toting soldiers, the dapper talk-show host put five questions to a soft-spoken, deferential, and clearly exhausted Castro: Are you Catholic? Weren't you once a baseball player? How many people did Batista torture? How do you plan to put a permanent end to dictatorship in Cuba? Finally, what do you think of Americans? Castro, speaking very passable English, answered dutifully: yes, yes, many thousands, institutional reform, and I have "great sympathy" for the people of the United States, who through "hard work" built a nation, which, comprised of "all the people of the world," "belongs to all the people of the world," serving as a refuge "to those who could not live in their own country." Gratifying answers all. In truth, Sullivan seemed less concerned with what Castro had to say than in putting his own spin on developments in Cuba. Castro's army was not a band of "communeests," Sullivan told the folks at home, but a "wonderful group of revolutionary youngsters who wanted to make corrections"--and who even "carry bibles." He sought to assure Castro that, notwithstanding the negative press coverage, "the people of the United States have great admiration for you and your men"; after all, "you are in the real American tradition of a George Washington, of any man who started off with a small body, and fought against a great nation and won." Americans "like you," Sullivan insisted, "and we want you to like us." The interview faded with Castro insisting that the feelings were mutual and promising to work on his English. Sullivan's studio audience was delighted. Amid thunderous applause, Sullivan signed off by observing that Castro was "a fine young man, and a very smart young man. With the help of God and our prayers, and with the help of the American government, he will come up with the sort of democracy down there that America should have." In hindsight, early admirers of Castro and the Revolution--Sullivan, Edward R. Murrow, New York Times journalist Herbert Matthews, to name a few--have been pilloried for being naïve, complicitous in Castro's rise, or worse. Conversely, those like U.S. ambassador Earl Smith, who "knew all along that Castro was a Communist," are credited (not least by themselves) for being shrewd, unsentimental, realistic. In fact, it may have been the inability of American officials like Smith to accept the possibility that Castro was not Communist that ultimately foreclosed U.S. support for the Cuban Revolution, compelling Castro to ally with the Soviets. As late as spring 1959 well-informed journalists and a large slice of the American public expressed significant fellow feeling for Castro, which he reciprocated. The rapid erosion of that sentiment --and the common dream it represented--does not prove it insincere or misguided. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Molecular science may hold the key to us using less sugar. Nestlé says it has found a way to hollow out sugar molecules, meaning they dissolve faster for a better rush. We
Химики из компании Nestlé заявили о важном открытии: им удалось найти новую формулу шоколадной смеси, в которой содержание сахара снижено на 40%, но вкусовые рецепторы на языке не ощущают потери сладкого вкуса. Чёрный шоколад занимает 7-е место в списке наиболее значимых продуктов, оказывающих положительное воздействие на мозг. Он содержит набор биофлавоноидов-антиоксидантов, гормон фенилэтиламин, поднимающий настроение и усиливающий ясность ума. В результате, шоколад стимулирует работу мозга и временно усиливает когнитивные способности человека. Проблема только в том, что производители зачастую добавляют в шоколад излишнее количество сахарозы, известной в быту под названием «сахар». Молекула сахарозы быстро расщепляется в пищеварительном тракте на глюкозу и фруктозу, 50% на 50%. Читать дальше →
Производство нового продукта начнется с 2018 года
Швейцарская компания Nestle обещает без ущерба вкусу на 40% сократить количество сахара в шоколаде благодаря технологическом прорыву. ==We’ve made a breakthrough that could mean up to 40% less #sugar in all Nestlé confectionery: https://t.co/lsM0cYlH2O pic.twitter.com/M3UJlS0giM— Nestlé (@Nestle) November 30, 2016 == В Nestle заявляют, что исследователи компании научились с помощью натуральных ингредиентов придавать сахару новую структуру, в результате чего он быстрее растворяется… ЧИТАТЬ ДАЛЕЕ: http://ru.euronews.com/2016/12/01/nestle-claims-designer-sugar-cuts-content-by-40-percent-taste-unchanged euronews: самый популярный новостной канал в Европе. Подписывайтесь! http://www.youtube.com/subscription_center?add_user=euronewsru euronews доступен на 13 языках: https://www.youtube.com/user/euronewsnetwork/channels На русском: Сайт: http://ru.euronews.com Facebook: https://www.facebook.com/euronews Twitter: http://twitter.com/euronewsru Google+: https://plus.google.com/u/0/b/101036888397116664208/100240575545901894719/posts?pageId=101036888397116664208 VKontakte: http://vk.com/ru.euronews
Швейцарская компания Nestle обещает без ущерба вкусу на 40% сократить количество сахара в шоколаде благодаря технологическом прорыву.
Швейцарская компания Nestle обещает без ущерба вкусу на 40% сократить количество сахара в шоколаде благодаря технологическом прорыву.
Компания Nestle объявила о намерении сократить количество сахара в своем шоколаде на 40 процентов. Как утверждают в Nestle, ее исследователи научились придавать сахару новую структуру. В результате он быстрее растворяется и кажется более сладким. За счет этого его содержание можно уменьшить без ущерба для вкуса.
Продолжаю исследования корпоративного сектора. В прошлой раз затрагивал крупнейшие компании в Еврозоне. Теперь анализ в оставшихся валютных зонах Западной Европы. А именно: Великобритания, Швейцария и Швеция. Дания слишком незначительная, чтобы обращать внимание.Быть может вам не говорили, но знаете ли, чистая прибыль и рентабельность бизнеса компаний из Великобритании уже НИЖЕ, чем в 2009 году!Ухудшение идет по всем показателям: выручка, прибыль, чистая маржа, рентабельность активов и капитала, оборачиваемость активов – все это драматически снижается. Капитальные инвестиции крупнейших 230 компаний из Великобритании упали с 90 млрд фунтов за год до 78 млрд всего за год. Прибыль сократилась с 105 млрд на максимуме в середине 2011 до 49 млрд в настоящий момент, т.е. более, чем двукратное падение прибыли. Основной вклад (на 80%) в снижение прибыли внесли сырьевой сектор и нефтегаз.Например, BHP Billiton и Rio Tinto в 3 квартале 2011 имели совокупную годовую прибыль на уровне 25 млрд фунтов, теперь же менее 10 млрд. Нефтегазовая корпорация BP 3 года назад генерировала более 16 млрд фунтов, теперь 2.2 млрд. Аналогичная тенденция по другим, более мелким компаниям.На графике выше показана динамика ключевых показателей без телекомов, где вопиющий бардак с отчетностями. В силу специфики бизнеса телекомы имеют склонность к демонстрации фиктивных показателей, не имеющих отношения к реальным денежным потокам и операционной деятельности. То спишут 25 млрд активов, показав убыток, то наоборот запишут столько же. Это приводит к сильной волатильности и искажает общую картину.Вновь стоит обратить внимание на расхождение капитализации компаний с фактическими фундаментальными показателями. Хотя рынок не так обезумился по сравнению с США или Германией, но капитализация близка к рекорду. На графике данные на конец 2014, сейчас рынок еще выше.Лучшая форма компаний по фундаментальным показателям была в 3 квартале 2011 (в так называемый посткризисный период)– когда рынок был на минимумах. Худшие кондиции сейчас, когда рынок на максимумах )) Кривая изменения капитализации компаний в очередной раз имеет противоположное направление относительно кривой изменения фундаментальных показателей. Но также стоит сравнить настроения и медийный фон и тогда (в 2011) и сейчас.Насколько информационный фон легко управляем, что дилеры и ньюсмейкеры способны полностью искажать реальную картину мира? Много ли людей в 2011 имели представление о том, что компании заработали рекордные прибыли? Тогда нам говорили, что апокалипсис близко, мол долговой кризис в Еврозоне, все эти разборки с ПИГСами и банками. Но на самом деле реальный сектор экономики чувствовал себя тогда относительно бодро. Не то, что сейчас ))Чтобы оценить какие сектора внесли вклад в общее снижение прибыли и насколько представлю сравнительную таблицу.Кстати, весьма аномальная ситуация фронтального роста выручки в 2008 почти по всем секторам, что расходится с тенденциями в других странах.Единственный сектор, который не показал ухудшение в 2014 - это производство товаров потребительского назначения. Крупнейшие представители:UNILEVER PLCBRITISH AMERICAN TOBACCO PLCIMPERIAL TOBACCO GROUP PLCSABMILLER PLCASSOCIATED BRITISH FOODS PLCDIAGEO PLCКак вы заметили - это табак, напитки и продукты питания.Швейцария.Ситуация мало, чем отличается от остальной Европы.Чистая прибыль швейцарских компаний почти на 25% меньше, чем до кризиса, но капитализация на 16% выше, хотя в 2007 швейцарские компании были весьма переоценены. Ну, разумеется, как и везде, динамика и тренд рынка не соответствует ни уровням фундаментальных показателей, ни тенденциям.С 3 квартала 2012 (за 2.5 года) ни выручка, ни прибыль не изменились в годовом выражении.Что касается всплеска на графике в 2010, то это связано с компанией Nestle после бумажной реорганизации (фиктивная прибыль на 25 млрд, к фактическому денежному потоку отношения не имеет). Однако ее я учел в расчетах, т.к. Nestle – крупнейшая компания Швейцарии, следом Novartis и Roche.Более подробно в таблице с разбивкой по секторамПродолжениеи в довесок )ШвецияНаиболее известные компании: Volvo, Oriflame Cosmetics, Scania, Electrolux, SAABПрибыль, как можно догадаться ниже 2011 года )) Не то, что совсем плохо, но на 17% ниже.Выручка растет, хотя преимущество за счет операций по слиянию и поглощению.По Европе вроды бы все. Ситуация везде примерно одинаковая. Если агрегировать все европейские компании, то выручка компаний примерно в 60% случаев стагнирует, в 20% снижается и 20% растет. Снижение в основном происходит в сырьевых и нефтегазовых секторах, а рост в потреб.секторах, как правило это ритейл и производство продуктов питания, напитков и табака. Прибыль в 90% случаев стагнирует или снижается.Но все это, как очередная иллюстрация того, насколько манипулируемо информационное пространство и как легко можно задавать ложную интепретацию реальности - когда откровенно кризисные процессы удалось трансформировать в восприятие едва не супер бума.
Битва за воду как обратная сторона сланцевой революции.Вкратце:К 2025 году по данным ООН наступает всемирный водный кризис.При добыче сланцевого газа используется значительное количество пресной воды (один гидроразрыв в одной скважине требует порядка 4-20 тыс. тонн воды). Т.к. для добычи необходимых объёмов сланцевого газа нужно бурить десятки тысяч скважин, то расход пресной воды при добыче сланцевого газа огромен.При этом компании, добывающие сланцевый газ, не только не учитывают предстоящий в ближайшей перспективе водный кризис, но даже заключают договора, освобождающие их от уплаты за использование воды!О предстоящем водном кризисе совершенно не задумываются жители стран богатых водой. Но водный кризис коснётся абсолютно всех.И когда это произойдёт, то добыча сланцевого газа будет расцениваться как конвертирование пресной воды в сланцевый газ.Битва за воду. Фильм-ШОК (2013)ООН объявило 2025 год "годом водного кризиса".http://www.youtube.com/watch?v=GONrSldJA68Компания «Shell» получает поистине фантастически выгодные условия для своего бизнеса в Украине. Shell пятьдесят лет "не будет подлежать налогообложению платой за землю, рентной платой за добытый газ, пошлиной, экологическим налогом, сбором за специальное использование воды и т.д."Доклад ООН о состоянии водных ресурсов (2012)Из всех кризисов социального или природного происхождения, с которыми сталкивается человечество, именно кризис водных ресурсов ставит вопрос о нашем выживании и выживании нашей планеты Земля.Пассивность на уровне принятия государственных решений, а также отсутствие понимания этой проблемы широкой общественностью в различных странах мира приводят к тому, что мы не принимаем вовремя необходимых мер по исправлению ситуации.Чтобы справиться с растущим спросом на водные ресурсы, все чаще стали прибегать к использованию подземных источников воды. За последние 50 лет извлечение подземных вод утроилось, что представило своего рода «бесшумную революцию». В некоторых подземных резервуарах запасы подземных вод фактически невозобновляемы и потому достигли критически низкого уровня. В связи с этим многие страны приобретают плодородные земли за пределами национальной юрисдикции. При заключении соглашений между заинтересованными странами вопросы водоснабжения никогда не затрагиваются напрямую.40 % человечества живет в регионах, испытывающих высокий уровень водного стресса (по причине нехватки пресной воды).К 2025 году около 5,5 млрд человек может испытывать водный стресс.Пресную воду хотят приватизироватьКрупнейший в мире производитель питания швейцарская компания Nestle выступила с весьма неоднозначным предложением. Председатель совета директоров и бывший генеральный директор Nestle Питер Брабек предложил приватизировать мировые запасы пресной воды. По его словам, это поможет сократить бесцельное расходование указанного жизненно важного ресурса.Стоит отметить, что проблема, затронутая Питером Брабеком, действительно одна из важнейших проблем современного мирового сообщества. Запасы пресной воды на планете ограничены.Это пока что только предложения. Но в ближайшее время вопрос приватизации запасов пресной воды и контроля водопользования станет ребром во всём мире.Новые войны за контроль над водными ресурсамиНовая классовая война. «Чем меньше водных ресурсов, тем больше риск возникновения войн за обладание ими даже внутри отдельных государств, например, между социальными группами с различными экономическими интересами», – объяснил Lettera 43 Питер Глик (Peter Gleick), соучредитель и президент Тихоокеанского института в Окленде (Калифорния), занимающегося исследованием устойчивости окружающей среды и разрабатывающего специальные проекты, касающиеся водных ресурсов.По мнению Питера Глика, которого британская компания ВBC назвала «провидцем в области окружающей среды», следующая классовая война развернется из-за контроля над водными ресурсами. Это новый тип войны за ресурсы, которая уже несколько десятилетий идет на планете.В мире наступают нелёгкие времена для водоёмких производств. Варварское отношение к воде, безконтрольное загрязнение воды и безплатное водопользование в промышленных масштабах очень скоро закончится.И как тогда будет расцениваться сланцевая революция? Как конвертирование пресной воды в сланцевый газ.