Your talent is the backbone of any digital workforce transformation. It’s only by diving into the needs of your own employees and by fulfilling their true expectations that you’ll be able to create a productive, engaged and loyal talent base. HR departments everywhere, and particularly those in the largest companies in the world, are accountable for a vast employee community. It’s up to the Chief Human Resources Officer (CHRO) to leap into the breach to turn modern-day challenges into opportunities. Improving engagement and productivity, enhancing results by investing in latent talent or implementing mobility solutions: technology can serve as a conductor for digital workforce transformation. Assuming, of course, that this transformation goes hand in hand with a great employee experience. It’s essential to spend time and budget on figuring out your workforce’s needs and expectations of their best possible experience.Pooling employee contributions and implementing change, step by stepPutting theory into practice, we discovered there was room for workforce improvement at our Sweden office. Through TellDell, our internal tool for feedback, we discovered recently that the NPS in Sweden was declining. Through follow-up and establishment of a culture of feedback, we were able to understand the cause of this rather low score. The quality of the workplace appeared to hamper people’s workplace happiness. Infrastructure issues such as a lack of parking spaces, a small work floor, a high level of noise, an old-fashioned interior or bad ergonomics can lead to employee dissatisfaction.So how did we strip out inefficiencies and provide a good workplace? We first implemented a culture of feedback, then we implemented the improvements our employees requested. We installed the culture of feedback which made all of this possible.Optimizing digital dexterity of the Chief Human Resources Officer (CHRO) According to Gartner’s latest CEO Survey, the CHRO is the least digitally savvy in the C-suite. Primarily, the new role in workforce transformation and the associated responsibilities didn’t form part of the HR management’s skill set. Until now, this was basically not what a CHRO was asked to do. Considering the technical complexity of the job, comprehending complex labor law compliance, it has simply not been a top priority.Therefore, it is of paramount importance that a CHRO truly understands employees’ needs , while also involving IT personnel in the process of digital transformation. This way, a much broader understanding of how people want to work is achieved.Another positive evolution these last few years is the impact the younger generation of hires in HR have on the digital dexterity of the sector. These young people are generally educated in new technology, they are daily users and they tend to understand better what current employees are looking for.Digital transformation intrinsically linked with cultureAs a CHRO you have an immense impact on your organization’s culture and you can help build a culture that is sustainable and attractive for next generations of employees. How? By transforming to a mobile mind-set. Employees all around the organization spend an increasing amount of time out of the office and each year the number of occupied office chairs is diminishing.“10 years ago, people were satisfied with being able to send emails or making phone calls when they were not at their desk, nowadays the exact same level of access to applications and data, security, efficiency and comfort is expected outside of the office, anywhere, anytime.”At Dell Technologies, we recognized these needs and therefore initiated our remote flexibility policy. Remote flexibility is not just about providing more choices to team members about the location they are working. It is to provide the infrastructure, tools and services so that team members can work the same way, or better, when they are remote, as when they are working at their company’s offices. Mobility starts with leadership and that is why the support of the CHRO is crucial in this matter.A loyal employee base as the result of technological progressMobility and new technology solutions in general are there to support us in our roles as devoted digital workforce transformation evangelists. Repetitive tasks can be taken over by technology which means employees will be confronted with having to manage more complex business situations, but will also be more satisfied at their jobs. Shifting to a productive and loyal employee base by working better instead of harder without undermining the importance of soft skills. This course of action will create a skill set that will gain importance when we intensify cooperation with technology. Net Promoter Score®, or NPS®, measures customer experience and predicts business growth
NDVotes hosted this semester’s first installment of Pizza, Pop and Politics on Tuesday night, exploring the political causes and consequences of the rapid increase of non-religion and secularism in the United States.The discussion was led by Geoffrey Layman, a political science professor at Notre Dame. Anna Mason | The Observer Students attend “Pizza, Pop and Politics” in the Geddes Coffee House. Professor Geoffrey Layman discussed the political implications and causes of rising secularism in the United States.Layman began by giving a brief background on the research he conducted alongside professor David Campbell, a professor of American democracy and chairperson of the political science department at Notre Dame, and professor John Green, a political science professor at the University of Akron.As a general trend, wealth leads to secularization within a country, Layman said. Compared to other economically developed nations, the United States is much more religious, and that has long been the case, he added.“The United States has always been known as the great exception to secularization,” Layman said. “But over the last 25 years, we have seen what has become known as the rise of the ‘nones.’”The term “nones,” Layman said, refers to the group of people that, when asked their religious preference on surveys, don’t answer as Protestant, Catholic, Jewish, or another religion; they answer “none.” From 1972 to 1992, the percentage of Americans saying they had no religion or no religious affiliation was quite low, at somewhere between 5 and 8 percent, Layman said. Around the early 1990s, this began to change, and there has been a sharp increase in non-religion since. Layman said 22-23 percent of Americans today fall into this category, which is now competing with Evangelical Protestantism for the position of largest “religious group” in the U.S.Layman’s research examines the possible political causes and consequences of America’s secular turn by asking two questions: What accounts for the rapid increase in non-religion? And what are the consequences of growing non-religion and secularism for American political life?Politics — particularly the growing associations in the U.S. between religion and the Republican conservative — may be partially responsible for increasing secularism in the United States, Layman said.“Over the last three or four decades, as the so-called ‘religious right’ has emerged and mobilized conservative Evangelical Protestants into politics and has become increasingly influential within the Republican party — and the Republican coalition has become increasingly religious — people may have begun to associate religion with the Republican party and political conservatism,” he said.Layman said his research supports this theory.“Americans associate religious people and non-religious people more with one party than the other,” he said. “When surveyed, about 45 percent of people said that religious people are mainly Republicans … but virtually no one said that religious people are mainly Democrats. Just the opposite when it comes to non-religious people; almost 50 percent said non-religious people are mainly Democrats … but no one said they’re mainly Republicans. “So there does appear to be a pretty clear sense, at least among some Americans, that being religious means being Republican and being non-religious means being a Democrat.”The increasing association of religion with the Republican side of politics may have alienated Democrats and liberals from religion itself and helped drive an increase in non-religion, Layman said. He said the most obvious implication of this is that political parties in the United States will continue to grow more polarized along religious and cultural lines, largely affecting how they view American culture.“The Republican America is very traditional, very religious,” Layman said. “The Democratic America is becoming increasingly secular. [They are becoming] two incompatible forces that can’t talk to each other, much less compromise with each other.” But Republicans are included in this pattern of secularization, too, Layman said; as society grows less religious, so do they. Layman said this creates the possibility for intra-GOP conflict along religious lines. Layman said there also exists the possibility of a “new culture war,” as described by Peter Beinart in his article, “Breaking Faith: The culture war over religious morality has faded; in its place is something much worse.”“We might think that as religion declines and the percentage of ‘nones’ grows that this a positive thing, because it gets us away from the old culture war between religious people — who are very pro-life, opposed to same-sex marriage, more conservative on traditional family roles — versus less religious people, who are more liberal regarding those things,” Layman said. “But, as Beinart writes in his article, it’s possible that this culture war is only being replaced.”Layman said Beinart argues a new culture war has emerged that is not based on religion or morality. It is founded on the basis of what he refers to as “tribe,” which involves race, ethnicity, and nationality instead. And this culture war, Layman said, could be an even nastier one. Tags: non-religion, Politics, secularization
Dr. Katie Conboy became the newest Saint Mary’s College President on June 1, in the middle of the COVID-19 pandemic and a nationwide reckoning with racism and policing in America, and has been “drinking from the firehouse” ever since. After assuming office, Conboy successfully led the College in making several changes to the student experience, including reopening the campus for in-person instruction, committing to anti-racism programming and installing a new dining service.“It just feels like everything is coming at you all at once and so quickly that you can’t really even take it in,” Conboy said about her experience. Courtesy of Saint Mary’s College College President Katie Conboy took office June 1. She has led Saint Mary’s through social unrest and an ongoing pandemic.Much of the early months of Conboy’s presidency has taken place remotely, with strategic planning meetings occurring over video calls and other communication tools utilized during quarantine. These meetings addressed the challenging task of safely bringing students, faculty and staff back to campus.As she enters her 10th week as president, Conboy said she has reflected upon her own journey and how unusual it is for a new leader to enter an institution and be asked to determine how to open its doors.“Let’s not have our heads in the sand, we got a pandemic going on,” she said. “We could have a crisis on campus, we could have a crisis in South Bend, we could have to pivot in some way at some point in the semester, so we have to be ready for every eventuality, which is an unusual situation. You don’t just plan for the best of possibilities, you plan for everything else.”Accepting that this semester will be different in some ways but also improved in others is essential to making the best academic year possible, Conboy said. This mindset also informed some of her first actions as president.“I just had to make some decisions that felt to me like they would change the student experience,” she said. “So dining –– I just have to say, people have had this complaint for a long time and we’ve not acted on it, and we have an opportunity right in front of us because Notre Dame Dining Services was interested in [us] picking up a contract with them. That’s something that matters to people –– having good eating options, being able to stay healthy and having more options for people who are vegetarian and vegan and for people who are interested in exploring global food culture. So let’s have a really creative campus dining program.”In addition to tackling challenges posed by the pandemic and other aspects of the student experience, Conboy began to address the implementation of new antiracism structures and programming in her first week as president. On the day she took office, Conboy and her cabinet released a statement regarding the deaths of George Floyd and other men and women of color, as well as global calls for improved race relations.Throughout the summer, Conboy hosted a series of discussions with members of the Saint Mary’s community, as well as conversations surrounding antiracism curriculum with the director of inclusion and equity Redgina Hill. These talks have informed further pursuit of an improved experience for students, faculty and staff of color at Saint Mary’s, which will be largely overseen by Hill.“I certainly think we have to look at the ongoing questions of racial justice and what the experience for people of color on this campus is,” Conboy said. “And I’m really heartened. We did this five-week curriculum over the summer in which Redgina Hill and I had a Friday afternoon conversation with anybody who wanted to join, and we had about 150 people at every one of those sessions. People have incredible intentionality toward this.”Together with Hill, Conboy said she hopes to create a training program similar to the one she implemented at her previous institution, Simmons University, where she served as Provost and Senior Vice President.“It was actually really, really successful and it was required –– every faculty member had to go through it,” she said about the training program.Her goal, Conboy said, is to ensure that every person who comes to Saint Mary’s is given the same experience.The traditional Saint Mary’s experience, however, has changed dramatically since the outbreak of COVID-19. In response to the pandemic, the College has enforced a number of new rules and restrictions on classes, social gatherings, athletics and other aspects of student life.Conboy said she hopes new and returning students stay optimistic and remember that everyone is figuring out how to sustain their relationships with friends, professors, colleagues and others.“I just think that the more we can think about the positive things that are coming out of this, the better off all of us will be,” she said. “And I’ve had to say this over and over all summer to employees who have been very worried about whether we should be opening. Even though it’s different, can we make the difference the best it can possibly be?”At the same time, Conboy said everyone should take precautions against exposure to the virus, and she plans on potentially relocating her office from Le Mans Hall to Riedinger House, where she has been living this summer. Classes will look different, she said, with some being outdoors and others moving online or hybrid.“Just try to keep in mind that nobody thought that this was the ideal way to run a college, but we did think it was ideal to have people be able to continue their education,” she added. “And so I think the faculty have been incredibly creative. I think we’re going to learn a lot from this about what kind of flexibility students want in their educational experience going forward.”Conboy said she challenges students to provide her administration with feedback on these changes, through the president’s office email, in the town hall meetings she plans on hosting every two weeks, or in the moments students can catch her passing through campus. As a new president, Conboy said she hopes to establish herself as a visible, accessible presence on campus.The College’s COVID-19 response has not only altered the way students, faculty and staff experience the academic year but has also shortened the traditional timeline for administrative operations. Because of the uncertain nature of the pandemic, Conboy will move forward with a shortened horizon of three years, bearing in mind that circumstances could change without any warning.Despite these uncertainties, Conboy has committed to presenting a strategic plan to the board of trustees in October, within the first 100 days of her presidency. This plan will be informed by previous research conducted by former president Jan Cervelli and interim president Nancy Nekvasil.In most instances, Conboy said, a new president will gather information and winnow through all of it during the first 100 days.“I just think we don’t have time for that at Saint Mary’s, and I also think that there might not be as much of an appetite for it as there would be at institutions that maybe are feeling particularly rudderless,” she said.Instead, Conboy plans to pick up where her predecessors left off, and begin working with previously collected information that is at most four years old.“Why do I need to ask the same questions all over again; I think a starting point can be that I read everything that’s already been written, that I look at all of the ideas that people generated and that I test for those,” she said. “Do we still think these are directions that we would be interested in going in? Do we still think that these are the ideas that could guide us?”Conboy said she is prioritizing a long-term goal of setting Saint Mary’s apart from other institutions by determining what makes the College so undeniably unique.“The first thing we have to say is what are the differentiators? What is this place about and what is the thing that we should never change, that makes Saint Mary’s, Saint Mary’s,” Conboy said.Most people identify Saint Mary’s with “the feeling that accompanies walking down the Avenue,” Conboy said, and this feeling, while still treasured, is not enough of an identity.“We actually have to be able to say it,” she said. “Yes, there is a feeling you get –– I get it too. But I want some words that go with it, and I want some real actions that say this is what we stand for.”This identity includes a depth that must be better communicated, Conboy said.“Depth of the curriculum, depth of the spiritual presence on the campus, depth of commitment on the part of people … my goal would be that we find really compelling ways to communicate that depth,” she said. “I don’t feel right now that we present ourselves to the world as being the deep, intellectual, spiritual, politically committed community-oriented place that we are. I don’t want to be a hidden jewel. I want to be out there shining and very visible to people. And that requires being able to say really clearly who we are, what we do and what we’re really excellent at.”Tags: COVID-19 response, Jan Cervelli, Katie Conboy, Nancy Nekvasil, Saint Mary’s Board of Trustees, Saint Mary’s president, strategic plan
Related Shows Robert Sean Leonard & Timothee Chalamet in ‘Prodigal Son’ (Photo: Joan Marcus) The world premiere of John Patrick Shanley’s Prodigal Son is extending its off-Broadway engagement. The play, which is currently in previews and opens officially on February 9 at New York City Center—Stage I, will now play through March 27 instead of the previously announced March 20. The Manhattan Theatre Club production stars Tony winner Robert Sean Leonard, Homeland’s Timothée Chalamet and Chris McGarry.The play follows a 17-year-old boy (Chalamet) from the Bronx who transfers to a private school in New Hampshire. Though violent and alienated, he’s clearly gifted. Two faculty members (Leonard and McGarry) are at odds as they navigate through the student’s intelligence and loneliness.The show, directed by Shanley, also features off-Broadway alum Annika Boras and David Potters in his New York stage debut. View Comments Prodigal Son Show Closed This production ended its run on March 27, 2016
Bioconversion is a big word for a simple idea. Mostly, it’s composting.And University of Georgiascientists are using it to eliminate waste problems.Simply put, bioconversion is turning materials that can be toxic tothe environment into safe,value-added products. It’s the wave of the future as more and morelandfills fill up and close.At the UGA Bioconversion Research and Demonstration Facility in Athens,considered by wastemanagement experts to be one of the best in the nation, researchersstudy how to handle waste.”We’re taking the university’s waste products, from animal bedding inthe barns to leaves andgrass clippings, and composting them,” said WayneMcLaurin, an Extension Servicehorticulturist with the UGA Collegeof Agricultural and Environmental Sciences.”The composted product is then put back into the university landscapeas mulch and soilamendments,” he said.But the university is just one of Georgia’s waste producers.”For example, Georgia food processors produce millions of tons of by-productsand waste everyyear,” McLaurin said. “Getting rid of all that waste is a big economicburden for industry.”The state is urging a 25 percent reduction in solid waste going to landfillsover the next two years.The bioconversion research focuses on trimming waste volume, creatingalternative products,ÿ preventing groundwater pollution, developingsoil amendments, using hard-to-convert compounds and minimizing odors.The new facility is a cooperative effort between the CAES and GeorgiaTech.The seven-acre facility has four acres of windrow composting, completewith viewing windows toview the layers of compost. It also has, among other things, enzymedigestion tanks for compostingchicken carcasses from poultry farms.Right now, the windrow composting includes four piles eight feet high,10 feet wide and morethan 200 feet long. Each stack reaches about 140 degrees inside. Andeach has to be turned once amonth to incorporate all the material.”When you compost, the original mass is reduced by 70 percent in thebreakdown,” McLaurinsaid. “It’s great to have the compost in this kind of facility. Peoplecan see the stages the compost is in, the process it goes through and theways we use it to make the university grounds beautiful.””This project allows us to use all our waste,” McLaurin said. “It saveslandfill space and saves allour dumping fees. It makes a usable product out of a waste product.And we’re helping naturerecycle.”Twice a year, the UGA scientists offer training in waste managementand composting for city sitemanagers, landfill compost operators and workers from private operations.”During these trainings, we offer hands-on experience in all the phasesof composting,” McLaurinsaid. “We’re able to discuss the biological process, the materialsyou can use, the chemical processand the application of it, and all the University-generated materialswe’re working with.”The next compost training will be in March. To learn more about it,contact your county extensionagent.
SANTO DOMINGO, Dominican Republic – Great Britain’s Royal Navy seized an estimated US$10 million worth of marijuana from the high seas of the Caribbean on Sept. 12, marking another interdiction as part of the regional, U.S.-led counter-narcotics mission Operation Martillo. The seizure of 1,276 kilograms of marijuana came after a Royal Navy ship, carrying a U.S. law enforcement detachment, spotted a small fishing vessel in the central Caribbean, near Jamaica. As the Royal Navy Wave Knight ship approached the vessel, suspected drug traffickers began throwing bales overboard. In a prepared statement, the Royal Navy said narco-traffickers weighted the bales in an attempt to sink them. Authorities recovered 55 bales before they sank. Seven suspected drug traffickers were detained in the operation and their names weren’t disclosed. The fishing vessel was turned over to Jamaican authorities, according to the Royal Navy. For the Wave Knight, a fleet tanker deployed in the Caribbean along with another Royal Navy ship, the HMS Lancaster, the seizure added to the one metric ton of narcotics it already has confiscated. British officials highlighted the seizure as part of its efforts to cut drug trafficking in the Caribbean, a corridor that is increasingly being used to send drugs to Europe. “This drugs bust follows recent successful interdiction and deterrence operations by the HMS Lancaster and HMS Argyll in the Caribbean, which all contribute to ensuring illegal drugs do not reach our streets,” British Defense Secretary Philip Hammond said in a prepared statement. “The work of the Royal Navy across the globe and in particular in the Caribbean on counter-narcotics operations is vital to protecting us here at home.” The Sept. 12 seizure was also another success for Operation Martillo, which strives to cut trafficking of illicit drugs to Central America through the Caribbean and eastern Pacific. The initiative, led by the U.S. Joint Interagency Task Force South, includes Canada, Belize, Colombia, Costa Rica, El Salvador, France, Great Britain, Guatemala, Honduras, the Netherlands, Nicaragua, Panama and Spain. Since being launched in January 2012 through the first half of 2013, the operation has seized 207,740 kilograms of cocaine and 37,937 kilograms of marijuana, and arrested 472 suspects. “Once again the joint multi-agency approach to counter narcotic operations has resulted in another successful takedown,” Capt. Chris Clarke, the commanding officer of the Wave Knight, said. Last month, the British Royal Navy captured 680 kilograms of pure cocaine from a go-fast boat in the Caribbean after U.S. officials spotted the suspicious vessel off the coast of Puerto Rico. In that bust, officials seized 22 bales of cocaine – with a street value of about US$156 million – and detained the vessel’s three-member crew. [Infosurhoy.com (Dominican Republic), 19/09/2013; Royal Navy (Great Britain), 12/09/2013] By Dialogo September 20, 2013
People have not historically hustled to spontaneous outdoor dance parties for Joe Biden.They have not clanged spoons against frying pans in celebration for him, formed triumphant honk-parades along Fifth Avenue for him, made Champagne toasts with strangers in his honor through chants and tears.- Advertisement – During the campaign, Mr. Biden’s team strained to create a mini-cult of personality around him, bragging on his signature accessory (aviators), his signature vice (ice cream), his interest in muscle cars.“Ridin’ With Biden,” went one slogan that kinda-sorta caught on.While most of the impromptu gatherings this weekend came in places unaccustomed to Biden-associated revelry — with rollicking bashes from Los Angeles to Washington to most any city in between, cheering Mr. Biden and his running mate, Kamala Harris — there was at least one ZIP code for which the embrace was more culmination than novelty.On Saturday, hundreds of cars jammed into a parking lot outside an events center in Wilmington, Del., ferrying in Mr. Biden’s friends and fans from the state he represented for 36 years in the Senate for a somewhat socially distanced drive-in rally. They sat on the roofs of their vehicles and played cornhole as they waited. They lugged around oversize American flags and kibitzed in lawn chairs and balanced Champagne flutes on top of their cars. They were proud, they said, of their state’s most famous resident.Carrie Casey, 49, said she had come in part to bask in “the utter excitement of a Delaware almost-native winning the presidency, as well as the first female and woman of color vice president.”She had turned out a few days earlier — the original Election Day, on Tuesday — for what was supposed to have been a victory party. Instead, with the outcome uncertain, Mr. Biden gave only brief remarks about trusting the process. Some of his supporters left deflated and on edge.Mr. Biden’s team had a few more false starts this past week as the counting of votes continued. Early Friday, his campaign was advising that he would give a major prime-time speech by evening, as a crowd began to congregate outside a security barrier. He had planned to make use of the elaborate, flag-studded setup that has remained on display all week. “Best birthday in the world!” she said, several hours before the sky would light up with the words “Biden” and “president elect.” “Never forget this birthday. Unity. Bring us back together. No division.”Nearby, a cluster of Delawareans stood together wearing T-shirts indicating their past lives as Iowa volunteers for Mr. Biden, a reminder of the dark, icy days he spent in a state that rejected him in his 2008 run and again in 2020.“We were a little nervous at that point,” admitted Patti McKelvey, 53, a Pilates and yoga teacher from Wilmington. “But we were still 100 percent backing Joe.”State Representative Krista Griffith — “I’m Joe Biden’s state representative,” she noted — also made the trek to Iowa. This, she suggested, was more fun.“We all know him,” she said on Saturday. “We just can’t wait for the rest of the country to experience that.”Katie Glueck reported from Wilmington, Del. “BIDEN!” his supporters shouted outside Manhattan’s Washington Square Park on Saturday, the call echoing from apartment windows and taxis and sidewalk restaurant tables. “JOE BIDEN!”Joe Biden. That Joe Biden — institutionalist 70-something, incorrigible square, inexhaustible reciter of Irish poetry.But then, it seems that defeating President Trump can do strange things for a man’s reputation.- Advertisement – Updated Nov. 8, 2020, 12:07 a.m. ET This is someone who does not drink, who does not smoke, who once scolded friends at his own bachelor party for growing too rowdy. Mr. Biden, of course, has not generally been Washington’s leading purveyor of cool. That will not necessarily change over the long term. It is likely that gushing Democratic affection would have awaited anyone who managed to beat Mr. Trump.And yet, this is the person who did it.If the last two commanders-in-chief have been phenomenon candidates who became phenomenon presidents, Mr. Biden would appear to be ending the trend, comfortable instead with the identity that helped elect him: the man to rein things in a bit, to lower the collective volume before the neighbors complain. – Advertisement – In Mr. Biden’s first hours as president-elect on Saturday, many voters who have appraised him through the decades as a particular kind of capital veteran — prone to perpetual windiness, requests for a “point of personal privilege” in casual conversation and digressions about dead senators — appeared ready to greet him as a sort of conquering hero. “Winners write history,” said Amanda Litman, a former aide to Hillary Clinton’s 2016 campaign and the executive director of Run for Something, a group encouraging Democrats to seek local office. “I think he definitely gets bonus points for doing what no one thought was possible, even when we hoped it was.”Ms. Litman said she had spent the day walking miles across Brooklyn, sobbing in the street and encountering an intersection dance-a-thon, set to “Shout” by the Isley Brothers, that felt airlifted from a wedding reception.- Advertisement – In his own speech, Mr. Biden was quintessentially himself. After jogging onstage to a chorus of car honks, he began with a nod to the fine people of Delaware (“the people who brought me to the dance!”) and then decided to name a few, shouting out assorted local dignitaries like a city council candidate.He quoted relatives and welcomed Ms. Harris and her husband to the Biden family, “like it or not.”He tried to empathize with Trump voters, noting that he had “lost a couple times myself” in his political day. He acknowledged the present national gravity. He projected humility. He smiled a little.It had been a long campaign — three, actually, for the presidency alone in his lifetime. He looked out on guests who had seen him lose as often as they’d seen him win.This time around, the mood was purely festive — so much so that Maureen Whilby had decided to celebrate her 55th birthday on-site, where the fireworks and confetti blasts might as well have been for her, too. “I was here Tuesday night, and it was, like, very stressful,” Ms. Casey said. “To wake up in the morning and there still be hope, and the next day and the next day, and being patient — and to be here right now is absolutely incredible.” As the sun set in Wilmington on Friday, teleprompters were ready, “Biden Harris” flashed on big screens, and onlookers convened in an increasingly chilly parking lot nearby, hoping to catch a glimpse of a president-elect. But with Pennsylvania, and the race, still officially uncalled, they would have to wait another day.
Tianjin is a port city 150 kilometres (93 miles) from Beijing. Airbus did not indicate when the centre might reopen. “Airbus is constantly evaluating the situation and monitoring any potential knock-on effects to production and deliveries and will try to mitigate via alternative plans where necessary,” the company said in a statement.More than 20 countries have confirmed cases of the virus, which has infected more than 24,000 people in mainland China.The outbreak has prompted the World Health Organization to declare a global health emergency, several governments to impose travel restrictions, and airlines to suspend flights to and from China.Topics : Airbus has closed its aircraft production facility in Tianjin outside the Chinese capital Beijing due to the latest coronavirus outbreak, the aviation giant said Wednesday.”China domestic and worldwide travel restrictions are posing some logistical challenges. The Tianjin Final Assembly Line facility is currently closed,” Airbus said in a statement.The Tianjin facility, the first of its kind for Airbus outside Europe, is a completion centre for single aisle A320 aircraft and can also handle the larger A330.
South Australia cancelled plans to reopen its border to New South Wales on July 20, while Queensland introduced a mandatory two-week quarantine for people who have visited two areas in Sydney’s western suburbs.”Our primary responsibility in South Australia is to the health, safety and welfare of all South Australians,” Premier Steven Marshall told reporters in Adelaide.Australia’s Northern Territory said it will decide on Wednesday whether to allow anyone from New South Wales to enter when its domestic borders reopen later this week.New South Wales, which has seen several dozen cases linked to the outbreak in Victoria, said pubs will now be limited to no more than 300 people, responding to an outbreak centered at a large hotel in southwestern Sydney.Authorities believe 600 people visited the Crossroads Hotel on July 3, when the outbreak is believed to have begun.”Indoor activity, where people aren’t seated is a huge health risk. It increases the chance of transmission,” state Premier Gladys Berejiklian told reporters. Topics : Active cases in the state rose to nearly 2,000 after another 270 infections were detected in the past 24 hours, authorities said, taking Australia’s total number of cases to about 10,000.Australia’s death toll hit 110 on Tuesday after two people in their 80s died from the virus in Victoria.”We haven’t turned the corner yet. I hope to see that this week, but there are no guarantees,” Brett Sutton, Victoria’s Chief Medical Officer told reporters in Melbourne.Australia avoided the high COVID-19 casualty numbers of other nations with swift and strict measures, but a spike in community-transmitted cases in Victoria and a rise in new cases in New South Wales has worried other states. Australian states on Tuesday tightened restrictions on movement as authorities struggle to contain a fresh outbreak of COVID-19 in the country’s southeast that has pushed the national tally of cases beyond 10,000.With growing fears of a second coronavirus wave nationally, two states extended border restrictions and Australia’s most populous state imposed limits on the number of people allowed in large pubs.The changes come as scores of new cases were uncovered in Victoria, the country’s COVID-19 hotspot, despite a return to lockdown last week for nearly 5 million people in state capital Melbourne.
596 Beams Rd, CarseldineThis renovated home in Carseldine has sold for $570,000.Marketing agent Joshua Waters of LJ Hooker, Aspley, said 596 Beams Rd, Carseldine was a popular property on the market. The home at 596 Beams Rd, Carseldine“We had huge interest in the home,” Mr Waters said.More from newsNew apartments released at idyllic retirement community Samford Grove Presented by Parks and wildlife the new lust-haves post coronavirus21 hours ago“There were multiple offers, but in the end it went to a young couple buying their first home.”Mr Waters said buyers were attracted to the home due to its large 838sq m land size and dual living potential.“The outdoor entertaining area also got a lot of attention,” he said.The home has five bedrooms, two bathrooms, an in-ground pool, two kitchens and a two-car garage. The home at 596 Beams Rd, CarseldineMr Waters said the market in Carseldine was steady.“It’s tracking well,” he said.“We’re getting inquiries from a lot of first-home buyers, investors and downsizers.”Mr Waters said that first-home buyers were particularly interested in the Carseldine pocket.“It’s appealing for a number of reasons,” Mr Waters said. “It’s close to services and amenities, good-quality schools and the block sizes are very generous and affordable.”
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