Aitor Azpiroz

Aitor Azpiroz is a Principal DFIR consultant with One eSecurity, where he leads the DFIR Technical Unit. Along with his work at One eSecurity, Aitor works with the SANS Institute as an instructor of FOR500 and holds a position on the SANS Advisory Board. He has a degree in Telematics Engineering and numerous certifications in Digital Forensics. His goal as a SANS instructor is to teach students to think out of the box—to not simply solve a puzzle by letting a tool do all the work, but to adopt an investigative approach and methodology so that you understand what you are doing and why. Aitor has regularly been invited to speak about incidents and investigations that he was part of or led. He has also appeared in local cybersecurity magazines.

More About Aitor

After finalizing his degree in Telematics Engineering, Aitor wasn’t sure which direction he wanted to take his career. “I started as a developer in a small corporation and soon enough realized that life was not meant for me.” Shortly after, he got the opportunity to join One eSecurity as a junior. “They were specialized in Incident Response and Digital Forensics. Right from the moment I got a glimpse of what DFIR meant, I knew that was exactly what I wanted to do onwards.” For 11 years now, Aitor has been maturing his DFIR capabilities at that same company. “I grew from being a junior analyst to leading the DFIR service. During these years I haven’t stopped traveling around the world—mainly Europe, America and the Middle East—facing complex investigations and incidents that still nowadays excite us every time we are engaged by one of our customers.”

As the leader of the DFIR Technical Unit at One eSecurity, Aitor is responsible for the whole area of DFIR and all the projects related to it. “That means I am supervising all the DFIR services we deliver, including initial stages of incidents, investigation progress and reporting. But also, I ensure the whole team is prepared and trained accordingly to the BCP and our internal standards. Moreover, I am responsible for defining the service catalog, resourcing and recruitment requisites, and the development of roles and responsibilities, internal processes, and policies.”

Aitor finds it hard to just highlight one specific investigation that he is really proud of. “But if I had to point out the best investigation or incident that I’ve been involved in, it would be the attack against the Polish and Mexican financial institutions linked to the Lazarus group in 2017. During that engagement, we developed the capabilities to perform massive deep computer forensic analysis against more than 400 endpoints in less than one month.” He also mentions working together with LEA in the prosecution of one of the biggest cybergangs in Latin America, responsible for stealing dozens of millions of dollars from financial institutions.

Ever since Aitor started in the field of cybersecurity, he has been a SANS student. “Even nowadays, where I consider myself an expert, I still learn from the material provided by SANS.” His teaching philosophy is that whenever you don’t know how something works, you shake it, test it, crash it, until you figure it out. “This is something that we usually observe in the forensics field. Artifacts are not documented; therefore, we understand how things work or get recorded by trial and error.”

That is exactly why, as FOR500: Windows Forensics course Instructor, he never says to his class: ”In order to analyze artifact X, use tool Y.’ There are a few challenges in the forensics field. Aitor highlights facing uncommon situations or non-expected behaviours from operating systems, or the output obtained from tools, which leads to not finding the results you were expecting, or facing situations that might seem impossible at the beginning. “Therefore, I always try to focus my teaching into making the students think outside of the box, not solving a puzzle just by letting a tool do all the work, but with an investigative approach and methodology where they understand what they are doing and why they are doing it.”


A new telescope designed to peer into the twisted X-ray Universe has just sent back its first-ever imaging data.

The Imaging X-Ray Polarimetry Explorer (IXPE), a joint project between NASA and the Italian Space Agency, fixed its gaze on one of the most famous explosions in the Milky Way: Cassiopeia A.

Located 11,000 light-years away, it's the expanding remnant of a star thought to have been observed exploding in the 1690s, and it's one of the most well-studied objects in the Milky Way, for good reason – it has provided some invaluable insight into supernovae.

Cassiopeia A emits light in multiple wavelengths, including radio, optical, and, of course, X-rays. In fact, the first science image from another of NASA's X-ray observatories, Chandra, was also Cassiopeia A.

cas a 2005A 2005 composite of Cassiopeia A combining data from Hubble, Spitzer, and Chandra. (NASA/JPL-Caltech)

But IXPE is showing us the object in a way we haven't seen before.

"The IXPE image of Cassiopeia A is as historic as the Chandra image of the same supernova remnant," says astronomer and IXPE principal investigator Martin C. Weisskopf of NASA's Marshall Space Flight Center.

"It demonstrates IXPE's potential to gain new, never-before-seen information about Cassiopeia A, which is under analysis right now."

There's a lot going on in Cassiopeia A. Before it died, the precursor star was a massive object that, as it ran out of fuel, became unstable, ejecting its outer layers to create a cloud of circumstellar material. When the supernova finally did take place, therefore, the shock wave was not entering pristine space, but a relatively dense cloud.

The shocks and magnetic fields that emerge from this intense environment can create synchrotrons that accelerate electrons, generating high-energy X-radiation.

Chandra has performed fascinating probes; combining Chandra data with light in other wavelengths, for example, has allowed astronomers to map the different elements in Cassiopeia A that were spewed out during the giant explosion.

IXPE is designed specifically to study the way X-rays are polarized. When light is emitted from a source, its waves are oriented in all directions. When that light encounters a medium, that can change.

Passing through gas, for instance, can absorb some orientations. Bouncing off things can also alter the orientation of some wavelengths. We call this effect polarization.

For an object such as Cassiopeia A, detailed polarization data will tell us more about the environment inside the supernova remnant. It will reveal more information about how light is being absorbed and reflected, and the tangle of magnetic fields produced by a supernova.

light intensity cas aIXPE's X-ray light intensity map of Cassiopeia A. (NASA)

"IXPE's future polarization images should unveil the mechanisms at the heart of this famous cosmic accelerator," says astronomer Roger Romani of Stanford University.

"To fill in some of those details, we've developed a way to make IXPE's measurements even more precise using machine learning techniques. We're looking forward to what we'll find as we analyze all the data."

The telescope, from its position in low-Earth orbit, will also probe the polarization of X-rays from some of the most energetic sources in the Milky Way and the wider Universe beyond. That includes neutron stars, pulsars, magnetars, black holes, and quasar galaxies that shine with some of the brightest light in the Universe. IXPE will also map light intensity, time of arrival, and position in the sky.

Cassiopeia A is an excellent place to start.

"The IXPE image of Cassiopeia A is bellissima," says astronomer and IXPE principal investigator Paolo Soffitta of the National Institute of Astrophysics (INAF) in Italy, "and we look forward to analyzing the polarimetry data to learn even more about this supernova remnant."


New biopharma analysis product

Fluence Analytics has announced a further expansion of its biopharmaceutical product line with the release of ARGEN-LT, a new high throughput static light scattering lab instrument with eight independent sample cells that can measure the stability of biopolymers under thermal, chemical and mechanical stress. This announcement is coupled with an upgraded version of the existing ARGEN product, which is a 16-sample cell instrument with a temperature range from 18°C to 100°C. ARGEN-LT can cool samples down to 0°C and heat them to 100°C.

The new solution was developed in response to feedback from customers and biopharma industry experts for an instrument capable of performing temporal stability studies on biopolymers at low temperature(s) to confirm shelf-life viability. Fluence Analytics recently developed and sold the first ARGEN-LT to a major European biopharma company.

“As the industry continues to grow the pipeline of therapeutics using proteins, peptides, mRNA and DNA based technologies, assessing shelf-life for these hypersensitive biological drugs is critical to delivering lifesaving treatments to patients around the world. Being able to simulate these conditions, while continuously detecting even the slightest changes in stability, is a significant leap forward. This effort is the culmination of collaboration with global experts and customers to deliver a new tool to the development arsenal,” says Alex Reed, co-founder and president of Fluence Analytics.

The company states that ARGEN and ARGEN-LT are the only commercially available biopharma products that perform simultaneous, independent stability testing of proteins, peptides, mRNA, DNA and other biopolymers. By using continuous light scattering measurements, ARGEN enables real-time monitoring of biopolymers and is sensitive to slight changes in physical properties such as molecular weight and oligomerisation states, which helps companies fast track discovery and formulation development efforts. The ability to provide quantitative and qualitative insights into the early detection of aggregation and degradation saves valuable time and resources. The proprietary control and analysis software features an intuitive interface for all aspects of experimental design and allows for the independent control of each cell for parallel parameter adjustments and real-time data processing.

Recent Issues


Despite Economy, Carbon Dioxide Keeps Piling Up in the Atmosphere

"Levels of planet-warming carbon dioxide reached another record in May, the month when they normally peak."

"Levels of carbon dioxide in the atmosphere reached their annual peak last month, and once again were the highest in human history.

Despite the economic collapse resulting from the coronavirus pandemic, which has led to sharp declines in carbon dioxide emissions, the amount of the greenhouse gas has continued to climb. The May monthly average was 417.2 parts per million, according to scientists at Scripps Institution of Oceanography at the University of California, San Diego.

Separately, researchers with the National Oceanic and Atmospheric Administration reported a slightly lower May average of 417.1 parts per million."

Henry Fountain reports for the New York Times June 4, 2020.

Source: NYTimes, 06/08/2020


Created by Spinneys
Prep time 15 minutes
Cook time 7 minutes
Serves 2
Cuisine American
Diet High-protein
Preparation Moderate
Nutrition (per serving)
Calories 624
Fat 12g
Saturates 4g
Protein 57.1g
Carbs 49.8g
Sugars 6.9g

Cooking Instructions

Download PDF

Place the beef bacon in a cold pan placed over a medium heat and cook until crisp. Remove from the heat.

In a medium pot of boiling water, cook the eggs for 7 minutes then submerge in ice water. Once cool enough to handle, remove the shells from the eggs and slice.

Slice the tomatoes and leftover chicken.

To assemble, divide the mayonnaise and mustard between 2 slices of bread, top with gem lettuce, tomato slices seasoned with salt, sliced chicken, bacon and egg. Repeat with the remaining slices of bread.

Serve immediately.


clay buster natural fertilizer

Clay-rich soil is not very suitable for gardening, but if you have to work with it to get a vegetable or flower garden, you need to know a few simple ways to make your work easier.

Clay soil, which contains at least 35-40% clay, is easily recognizable because it sticks to your shoes and gardening tools and dries with a cracked crust. This type of soil is often alkaline while the ideal pH for a garden is slightly acidic.

The advantages of clay soil

The density of the clay soil makes it retain moisture and be richer in nutrients than other types of soil. The particles in it are negatively charged and attract calcium, magnesium and potassium.

Many fruit trees and most shrubs grow well in clay soil, but annual and perennial vegetables and flowers face some difficulties and may require you to add a natural fertilizer to help break up the density of the clay.

Improving clay soil

Clay soil can be improved by adding a layer of 15-20 cm of organic matter, which you will have to mix well with the soil in your garden. You can use leftovers from mowed grass, chopped leaves, rotten manure or compost. Once you have evenly applied the layer of organic matter, you must mix it well with the top layer (15-30 cm) of clay soil in your garden. Once you did this, you can start planting immediately.


Exploring Tourism in Turkmenistan
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Turkmenistan Popular Places to Visit

Lying on the banks of the mighty Amu-Darya, between the Karakum desert and the fertile plains of Uzbekistan, sprawling Turkmenabat sits at a crossroads of cultures. Turkmenistan's second city, Turkmenabat (pop. 200,000) is, however, a sleepier, impoverished distant cousin of Ashgabat rather than an energetic sibling rival to the capital. On its streets you’ll hear as much Uzbek as Turkmen and

The peaceful town of Tagtabazar lies 215km south of Mary on the road to Afghanistan. It is the principal settlement of a small oasis of the Murgab River, close to the Afghan border. A border post signals the restricted zone: you cannot travel beyond here without a permit covering Tagtabazar or Serhetabat districts, as required. On the fringe of the

Bronze Age Margiana (gonur)

The Merv Oasis was an important centre for human settlement long before Achaemenian times. A remarkable Bronze Age civilisation existed here, known variously as Margush, meaning 'lowland', or by the Greek name ot Margiana, along the Murgab River in what is called the Margiana Oasis. The greatest of these ancient settlements, currently being excavated around Gonur Depe (Gonur Hill; admission

Dayahatin Caravanserai

This Silk Road caravanserai stands on the ancient route between Amul and Khorezm and dates to around the 12th century (give or take a couple of hundred years), just off the main road 170km to the north of Turkmenabat. To find the place, which is not signposted, turn onto the track heading riverwards a few metres south of the Halkabat

Koytendag Mountain And Nature Reserve

This place is home to the highest mountains in Turkmenistan, the deepest lakes, the longest and weird caves and the most majestic natural waterfall in the country. There are curative hydrosulfide springs and the biggest in Central Asia grove of rare Zizyphus trees disinfecting the environment. Moreover, one can walk along the bridge of time as long as one hundred

Karakum Desert

The Karakum desert is a sun-scorched expanse of dunes and sparse vegetation in the centre of Turkmenistan. It’s Central Asia’s hottest desert but manages to support a handful of settlements, including the oasis town of Yerbent, 160km north of Ashgabat. A ramshackle collection of homes, battered trucks, yurts and the occasional camel, Jerbent is being slowly consumed by the desert

Western Turkmenistan

The southern flank of the Khorezm Oasis, to the south of Dashoguz, is an agricultural area with several interesting monuments. The district was named Tagta ('Wooden Plank') until 2002, when President Niyazov, visiting Dashoguz, asked local officials whether any of them could tell him why the district bore such an unusual name. All kept silent, and Niyazov therefore proposed renaming

Continuing on the road south beyond Shirvan Kala, you immediately cross the Deryalyk Collector, a deep channel which takes run-off water from the irrigated fields to the Sarygamysh Lake. Turn right at the crossroads reached after another couple of kilometres, to join the road heading lakewards. A checkpoint signals the Druzhba ('Friendship') Collector, another channel taking irrigation waters to the

Around 28km from Dashoguz, you pass through a gate into Boldumsaz District, this gate too offering you a cheery English-language 'welcome'. Two kilometres further on, to the north of the road and clearly visible from it, the fortress of Boldumsaz makes a square plateau, standing proud above the surrounding fields. Some historians identify this place with the medieval town of


It is said that if the Earth were a single state, Istanbul would be its capital. The capital of the Eastern Roman Empire, Istanbul, has been one of the greatest cities ever. From Constantinople to Istanbul, a lot of history can be told. It is a place of meeting and bonding. It is a city where two continents meet and where two religions meet. Istanbul, Stambol, Byzantine or Constantinople, the name does not matter, it is still the largest city in Europe. Istanbul deserves a lot of respect, so we will pay our respect by presenting to you its history and culture, and we will show you how Istanbul looks today. So, pack your bags, and get ready for the trip, because we are taking you to Istanbul.

HISTORY – From Constantinople to Istanbul

Istanbul is a very old city. It was built by the Roman Emperor Constantine the Great who made Christianity the official religion of the Empire. In 330 CE, Constantine the Great proclaimed the city as the capital of the whole Roman Empire.

It was a big step for the city. As the capital, many new buildings, churches, and markets were built. The port at Bosphorus became one of the main ports in the Empire. The church Hagia Sophia was made along with other magnificent religious pieces of architecture and art. It was the city that could not be conquered.

After the fall of the Western Roman Empire, Constantinople became the capital of the Byzantine Empire. The golden age of Byzantine culture left a permanent mark on the city. The Byzantine Empire caved under the Ottomans, however, the city did not lose its glory. The Ottomans changed the name of Constantinople to Istanbul. Many great buildings and churches were modified to fit the Islamic culture. Nevertheless, the city was still as glorious as before. It was the capital of the Empire the whole of Europe was afraid of and it continued to shine.

Contemporary Istanbul

The time of great empires passed a long time ago. Nevertheless, the city continues to be one of the most beautiful cities in the world. The present-day Istanbul is as glorious and luxurious as ever. The city reflects two very important cultures. There are many mosques and churches which stand as a reminder of both the Roman Empire and the Ottoman Empire. Hagia Sophia is a perfect mixture of two religions with holy saints and arabesque on its walls.

The Topkapi Palace stands as a reminder of the time of sultans and their families. On the streets of Istanbul, you will see many people, both tourists, and locals. It is a city which is considered to be the biggest in the whole of Europe. It is a city that never sleeps. The locals are very hospitable and eager to help so that you cannot get lost. One of the Europeans greatest markets, The Grand Bazaar will take your breath away. You will enjoy the city on both of the continents. So, book your ticket and get ready to visit Istanbul!


Klokoty is a part of the town Tábor nowadays. It is situated on the western outskirts of the town about 2 km far from the centre high above the Lužnice river.

The pilgrimage Church of the Blessed Virgin Mary with the monastery were founded in the place of the former Gothic parish church (first mentioned in the 13th century). The unique Baroque complex dates from 1701 - 1730. The church stands among cloisters with four polygonal chapels and a residence.
There are a presbytery and two chapels arched by domes inside, only the nave has a straight arch.
The furnishings of the church are mostly in the Baroque style from the 18th century. The main altar comes from 1743 and it is made from gilt silver.

The Stations of the Cross with small chapels lead from the church to the Baroque chapel built in 1730 on the spring of the so-called Good Water.


How Do I Protect My Bed Frame In Storage?

How Do I Protect My Bed Frame In Storage?

You may want to consider storing your bed in a climate-controlled environment. This will keep your mattress from getting mold and will ensure your bed’s longevity. In addition, you may want to consider buying a dehumidifier, which removes moisture from the air. This way, you can keep your bed frame dry even in extreme conditions. However, you must also remember that a dehumidifier is an investment. See over here to buy the right full bed with storage.

Dust mites:

Whether you have a bed frame in the garage or the attic, protecting it from dust mites can help to keep your furniture and mattresses free from these pests. A wooden bed frame is ideal for this purpose. You can use a vacuum cleaner attachment to get rid of visible dust that accumulates under furniture. You can also use a damp cloth to wipe off dirt on door frames. If possible, try to wash your bedding with hot water.

If you store your furniture in a storage unit, there are a few precautions you should take to ensure it’s protected from storm damage. First of all, make sure there’s an alarm on the building and that glass windows are covered. You should also close the doors and windows, as well as cover electronics and computers. If you can, take pictures of the facility so you can provide documentation for insurance purposes. Finally, make sure you manually lock the storage units.

A dehumidifier is an important tool to keep a bed frame dry during storage. High humidity can cause mold and mildew to grow. The air can also attract dust mites. These creatures do not drink water, so they absorb it from the atmosphere. When you keep a dehumidifier running, the air becomes dry and sterile, preventing dust mites from breeding. Additionally, a dehumidifier that uses HEPA filters can help you minimize your allergy symptoms.

Use a vacuum to pick up crumbs:

Before you store a bed frame, it’s important to properly clean it. You can use a vacuum to pick up crumbs, and you can also use upholstery cleaner to remove stains. Even if there are no stains on the mattress, you should still clean it because body oils can spread in storage. You should also clean the frame with a soap and water solution or a special bed frame cleanser.


Population of Kapolei

In 2021 2022, the population of the city of Kapolei, USA is - 15 186 people. All-populations.com used data from the number of the population from official sources. Find out what statistics the population of the country, city, district on All-populations.com.

Kapolei - Population

15 186 people Flag of USA Flag of USA In October 2021 2022


1970-01-01 00:00

%title daily 20200503 :daily: %date 2020-05-03 00:00 - try changing sysrepart partition to 45 - try mounting /system and /data in twrp before flashing openGApps - a script that creates dailies, and a vim shortcut to open it - a script that orders my index by most recently changed - a script that adds lastUpdated to all hugo posts - changes to the website to reflect lastUpdated - a script that takes what i recently read in wallabag to which i can add annotations to in order to post to my website - kobo annotation taker - try unstable qmk


Leadership Lessons from Fitbit

Over the last several years the Fitbit craze has taken America by storm. On average, one in every four leaders I meet has some type of Fitbit product strapped to their wrist. It’s a healthy addiction for many people. There are few ways to track so many important health statistics (e.g., steps, miles, active minutes, calories burned, stairs climbed, hours slept, etc.) at one time.

I’ve started to discuss the impact of Fitbit devices on the health, wellness, and well-being of many of my clients. Most leaders say that it is a great tool for capturing their walking steps and physical activity throughout the day. Others have commented on some of the features that help them improve their health over the long-term (e.g., types of exercise, calorie and water intake, resting and active heart rate, sleep patterns).

One of the most interesting features involves linking your Fitbit to friends and colleagues and being able to conduct weekly fitness challenges. The Weekend Warrior and Workweek Hustle are two programs that friends can sign-in to and compete for daily and weekly step goals. I’ve found this interesting to witness, and participate in, over the last several months. Not only does it help you to achieve your personal fitness goals, but it creates a fun and exciting way to challenge others to meet their goals as well.

So, in the spirit of the Workweek Hustle and the Weekend Warrior, below are the five lessons any leader can learn from their Fitbit.

  1. Leadership is a Marathon, not a Sprint: In some instances, I’ve run into colleagues that tend to exert all their efforts to beating the competition on Day 1 of a 5-day challenge. They attempt to walk 20-30k in one day and exhaust themselves for the rest of the weekly challenge. In leadership the same lesson applies. You cannot exert all your focus and effort in the short-term at the expense of the long-term. Leadership is about steadiness and endurance. The greatest leaders model consistency by practicing the same behaviors week after week, month after month, year after year.
  2. Leadership takes Focus and Discipline: A Fitbit tracks various health stats. You can measure steps taken, miles ran, stairs climbed, or calories burned. A health conscious stepper focuses on making progress across all the stats. Likewise, in leadership, one has to be disciplined across a multitude of areas to drive long term success and impact. Leaders need to focus on strategy and execution. They need to attend to relationships and inspiration. They need to remain committed and focused on both short-term and long-term objectives. They need to have the courage and endurance to lead in challenging and difficult times. They need wisdom and discernment to learn from mistakes and grow over time. The best leaders are focused and disciplined in how they spend their time.
  3. Leadership takes Balance: Any Fitbit Workweek Hustle or Weekend Warrior challenge involves balance. You have to know when to push yourself and when to take breaks. You need to set stretch goals but not over exert yourself. You need to make sure your diet and calorie intake matches your exercise objectives and calories burned. In leadership there are always competing priorities that need to be balanced effectively. Managing various internal and external stakeholders, deciding between different projects and objectives, and identifying and selecting the best talent all require balance. As a leader you have to ensure you are covering all the critical areas. Focusing on only one area and neglecting others will not lead to long-term success.
  4. Leadership is about Tracking Progress Towards Goals: The Fitbit competitions allow you to track progress towards your fitness goals on a daily basis. Through the use of the Fitbit app, any user can check-in regularly to see how much progress is being made. Likewise, in leadership, progress towards goals needs to be tracked on a consistent basis. You cannot influence and guide the behaviors of others without having a desired outcome worth pursuing, and the methods to track progress against those objectives. The best leaders look to assess how they are doing and ensure progress is being made against their goals and desired outcomes.
  5. Leadership is about Always Striving for the Next Step: Fitbit is a great tool for getting in better physical shape. There is always the next step to take towards improving your health. Leadership is all about striving to be better and do better than you did the day before. We grow as people, and as leaders, by constantly looking to learn and develop from our experiences. When we strive to be our best each day, we see the greatest growth. In leadership, there is always room for improvement.

We can learn a lot about leadership from various areas of life. Health and fitness is just one of these areas. Remember, keep tracking those steps, and keep striving to be the best leader that you can possibly be!

Leadership Matters. Without It, People Fail.


Europe in the medieval period also known as the Middle Ages

Europe in the medieval period, also known as the Middle Ages, was a time of constant change, but also of great cultural and artistic achievements. Write a 1,050-to1,400-word paper in which you explore the medieval period of Europe. Address the following in your paper: What impact did Charlemagne have on the early medieval period? How did architecture develop throughout the Middle Ages? Explain the influence of Christianity on the visual arts, literature, and music of this time What developments in the Late Middle Ages led to the Renaissance? Choose three specific examples of art which you feel are the most important contributions from the medieval period, and explain why you think they were influential Format your assignment according to appropriate course level APA guidelines. Be sure to include a clear introduction, conclusion, and in-text citations for all outside information. At the least 1 peer reviewed resource I need the file in .doc or word format when complete please

Get 20% off your first purchase using code GET20


DNDi article on EDCTP investment in tropical neglected diseases

“Among major institutional funders in global health, only one focuses exclusively on financing clinical research and supporting scientists in Sub-Saharan Africa: the European and Developing Countries Clinical Trials Partnership (EDCTP), a partnership between African and European countries co-funded by the European Union (EU). Why is the EDCTP so involved in using research to bring much-needed drugs to patients in the region? We wanted to know more.”

Read the Drugs for Neglected Diseases initiative (DNDi) article ‘We are building a generation of scientists who will transform research in Africa on the collaboration between DNDi and EDCTP in neglected tropical diseases (NTDs).


Thistle, Sow

Perennial Sow-thistle (Sonchus arvensis) and Annual Sowthistle (Sonchus oleraceus). Perennial sow-thistle is a creeping rooted perennial growing 0.4 to 1.5 meters tall; stems branch near the top; leaves with weak marginal prickles clasp the stem; plants contain a bitter milky juice; upper stalks and flower bracts usually covered in gland-tipped hairs; yellow flowers up to 3.8 cm broad often confused with annual sow-thistle (Sonchus oleraceus) (Provincial Noxious) which is taprooted and has much smaller flowers (less than 2.5 cm across) or spiny annual sow thistle (Sonchus asper) which has sharp, spiny leaves and smaller flowers. Perennial sow thistle is an aggressive, creeping weed that can severely reduce yields in cultivated fields. It is an alternate host for several viral diseases. Sow thistle can become a serious problem on marshes, ponds, and riverbank areas. Chemicals from the roots and decaying residue from old growth inhibit seed germination of other species. A common weed of cultivated crops, annual sow thistle acts as a host to aphids, several viral diseases, and nematodes. Rapid germination combined with wind dispersal of seeds allows annual sow thistle to invade both native plant communities and disturbed sites quickly. It can also be a problem in marshes, ponds, and riverbanks as it tolerates saturated soils.

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Clinical Outcomes of Patients With Critical Limb Ischemia who Undergo Routine Coronary Angiography and Subsequent Percutaneous Coronary Intervention

Michael S LeeSeung-Woon RhaSeung Kyu HanByoung Geol ChoiSe Yeon ChoiYoonjee ParkRaghu AkkalaHu LiSung Il ImJi Bak KimSunki LeeJin Oh NaCheol Ung ChoiHong Euy LimJin Won KimEung Ju KimChang Gyu ParkHong Seog SeoDong Joo Oh

Background: Critical limb ischemia (CLI) is associated with a high risk of cardiovascular ischemic events. We assessed the strategy of routine coronary angiography and subsequent coronary revascularization, if clinically indicated, in patients with CLI who underwent percutaneous transluminal angioplasty (PTA).

Methods: Of a total 286 consecutive CLI patients treated by PTA, 252 patients who underwent coronary angiography before or after PTA were enrolled. Coronary artery disease (CAD) was defined as angiographic stenosis ≥50% and significant CAD as ≥70% stenosis.

Results: Of the 252 patients with CLI who underwent coronary angiography, a total of 167 patients (66.3%) had CAD and 85 patients (33.7%) did not have CAD. Patients in the CAD group were older, had a higher prevalence of diabetes and cerebrovascular disease, and had a lower mean ejection fraction. In the CAD group, of the 145 patients with significant CAD, percutaneous coronary intervention (PCI) was performed in 114 patients (78.6%). At 1 year, the CAD and non-CAD groups had no statistically significant differences in mortality (7.1% vs 4.7%; P=.45), myocardial infarction (1.1% vs 0%; P=.31), and PCI (4.7% vs 1.1%; P=.31). These outcomes were similar after the adjustment of baseline confounders. At 1 year, the CAD and non-CAD groups had similar rates of repeat PTA (16.7% vs 17.6%; P=.86), target lesion revascularization (13.7% vs 14.1%; P=.94), and amputation (19.1% vs 16.4%; P=.60).

Conclusion: A strategy of routine coronary angiography and coronary revascularization may be a reasonable treatment option for these patients who have high risk for severe CAD. A randomized trial is needed to determine if this is the preferred strategy for CLI patients.

Online Publication: Found Here


Learner Code of Conduct Policy

The Learner Code of Conduct Policy helps to support the safety and well-being of all members of Bow Valley College. The Policy and its accompanying Procedure ensure that reports are handled in a manner that is consistent and fair.

This area of the website is intended to be a Learner Code of Conduct resource for all Bow Valley College community members. You will find information on how to report a concern, how the Policy protects you, what will happen if you file or have been named in a report, and some helpful frequently asked questions.

Report a concern  How does the policy protect me?  How does the policy Work?

Frequently Asked Questions

The Learner Code of Conduct Policy helps to ensure the safety and well-being of all members of Bow Valley College. The Policy helps to protect students to ensure their time on campus is safe and enjoyable.

If you believe that a member of Bow Valley College is engaging in behaviour that violates the Code of Conduct Policy, you can:

* If you believe there is an immediate safety risk, please contact security at 403-410-1713.

Sometimes reports will be received that do not fall under the Policy and need to be directed elsewhere. For example, the Learner Code of Conduct Policy does not address academic misconduct. If a report is received that a learner may have plagiarized on an assignment, this would be directed to the learner’s department as it cannot be addressed by the Learner Conduct Officer.

No, the Learner Conduct Officer is responsible for conduct related to students and not Bow Valley College employees. If you have concerns about a Bow Valley College employee, you are encouraged to speak to the employee themselves, the employee’s supervisor, or Human Resources.

Yes. The Sexual Violence Response Advisor is available to provide a safe space to talk, listen, and offer support to those who have experienced sexual violence or know someone who has. The Sexual Violence Response Advisor can also help guide you through your reporting options, what each one means and entails, and can attend meetings with you as a support.

Not necessarily, but every investigation is unique. Bow Valley College wants to ensure the safety and well-being of others and is dedicated to ensuring a positive environment.

Sanctions are meant to be resolutions to a problem and learning moments. Sanctions can range from written warnings, community service, fines, and in more extreme cases, withdrawal.

Sanctions are outcomes given at the end of a Code of Conduct investigation where a learner is found to have violated the Policy. Sanctions are assigned based on the severity of the Policy violation, what was done in the past in similar situations, and what decision is in the best interest of all of the parties involved.

If you do not agree with the sanctions given, you may be eligible to appeal it through a Learner Appeal Process. The Learner Appeals Policy and the General Learner Appeals Procedure can help guide you through this process.

The Learner Conduct Officer will contact you if they have any follow-up questions and once the investigation is complete. Due to confidentiality, you will not be provided with details of the investigation. However, if sanctions were provided that impact you, you will be notified of this. For example, if the respondent is told to have no contact with you, you would be made aware of this sanction.

A balance of probabilities means what was more probable than not to have occurred. In the case of a Code of Conduct/Sexual Violence investigation, the College reviews the evidence presented and makes a decision, whether the incident was more likely than not to have occurred.

You can access the plain language Learner Code of Conduct Policy or the plain language Learner Code of Conduct Procedure to read the Policy and Procedure in simplified terms.

The Sexual Violence Policy and Sexual Violence Procedure are also both available in plain language versions as well.

You are also welcome to reach out to the Learner Conduct Officer at learnerconduct@bowvalleycollege.ca if you have any questions regarding the policies or procedures.

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Mechanics Of Fluid | Get Solution Now

PANPACIFIC UNIVERSITYSchool Of EngineeringProblem set1. What is the value of surface tension of a small drop of water 0.3mm in diameter which is in contact with air if the pressure within the droplet is 561Pa?2. A Hg barometer at the base of Mt. Pek reads 600mm and at the same time another barometer at the top reads 450mm. What is the approximate height of Mt. Pek?3. A building in Panpacific University is 30m high above the street level. The required static pressure of water line at the top of the building is 20kg per square meter. What must be the pressure in kPa in themain water line located 4m below the street level?4. The viscosity of water at 20?C is 1.008 centipoise. Compute for the following: a. Absolute viscosity in Pa-s b. Kinematic viscosity in m²/s and stokes5. Estimate the height to which water at 70?F will rise in a tube of diameter 0.120in. Surface tension is 0.00497lb/ft. Express your answer in inches.6. In the figure shown what is the static pressure in kPa in the air chamber?2mOil 4m2m sg=0.803mH207. For the manometer shown, determine the difference in pressure between A and BOil, sg=0.85800mmB2000mmA Water8. Air is kept at a pressure of 200kPa absolute and at a temperature of 30?C in a 500-liter container. What is the mass of the air?9. A liquid compressed in a container has a volume of 2liter at a pressure of 1MPa and a volume of 1 liter at a pressure of 2MPa. What is the bulk modulus of elasticity of the liquid?10. Determine the pressure difference between pipes A and B.WaterA 1.50mB1.0m0.50m 1.30mMercury11. A vertical rectangular gate 2m wide and 4m high is submerged in water with its top edge 2m below the water surface. Find the total pressure acting on one side of the gate and itslocation from the bottom.12. A vertical triangular surface of height 3m and horizontal base width of 1.5 m is submerged in a liquid with its vertex at the liquid surface. Determine the total force F acting on oneside and its location from the liquid surface.13. A 20m long Dam retains 8m of water. Find the total resultant force acting on the dam and the location of the center of pressure from the bottom.14. A dam is triangular in cross section with the upstream face vertical. Water is flushed withthe top. The dam is 8m high and 6m wide at the base. The coefficient of friction between thebase and foundation is 0.8. Determine the factors of safety against a) overturning ; b)sliding.15. The section of a concrete gravity dam shown in the figure. The depth of water at the upstream side is 6m. Neglect hydrostatic uplift and use unit weight of concrete equal to23.5 kN/m³. Coefficient of friction between the base of the dam and the foundation is 0.60.Determine the following; a) factor of safety against sliding; b) the factor of safety againstoverturning; c) the overturning moment acting against the dam in kN-m.

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Shortcut lớn the spring window. In addition lớn rotating the image if you choose lớn rotate using a tool (let’s say burn it), may rotate it if it’s a single image. When you press and drag with your hand to lớn rotate Photoshop to stay at the rotate option or you choose khổng lồ roll it, it stays there và displays the rotated element.

Bạn đang xem: How to rotate image in photoshop shortcut?

How do I Quickly Rotate An Image In Photoshop?

Use Image > Image Rotation to rotate an image.You can rotate in edit, and then edit Transform > Rotate.Transform your document by clicking on không tính tiền Transform in Edit.

What Is Ctrl +J In Photoshop?

By pressing Ctrl + J (New Layer Copy), you can duplicate a layer. Copying an area into a new layer only takes care of copying the selected part into that layer if it has been selected.

What Is The Shortcut Key For Rotate The Image?

For image rotation, the default is enabled by pressing Ctrl, Alt, and F1 on the keyboard. Using the hotkey Ctrl + alt + Right Arrow can rotate the displayed image once it’s turned on. In addition to lớn Ctrl + alt + Down Arrow, you can also tap the alt keys.

How vì chưng You Easily Rotate In Photoshop?

Choose an image from the Photoshop menu by selecting “File” at the đứng top of the page, & then clicking on “Open”.By hovering “Image Rotation” over your cursor, click on it. Select an icon & then click “Image.”.Three rotate options are available, while a certain angle can be turned into an arcade.

What Is The Shortcut to Rotate An Image In Photoshop?

As soon as the rotate is pushed by clicking and dragging, after holding the r key and holding the red button in Photoshop, the program stays in the Rotate Tool. You can automatically return to the Burn Tool after you click through & rotate: release the mouse before releasing the keyboard.

What Does Ctrl J Do?

Ctrl + J justify the amount of space each line occupies over its left và right margins, in Microsoft Word and other word processors.

Xem thêm: Tỷ Giá Ngân Hàng Đông Á (Dab) Hôm Nay, Tỷ Giá Đông Á

What Is J In Photoshop?

You can Duplicite a specific layer using this shortcut in Photoshop. Using Ctrl + J on your keyboard, you’ll duplicate anything you’ve selected by pressing the X key. Making và copying photos & making your own copy of a paper is also a great way to save time, as scrapbooking becomes more common.

What Does Shift J do In Photoshop?

By selecting Command + Shift + J, a new layer is created by changing the data on the first layer. By holding the Option option you can duplicate the current layer as well as poke a pixels between it and the adjacent one.

How bởi I Rotate An Image On Photoshop?

The image should now be mở cửa in Photoshop.Using the Image -> Image Rotation option, choose the option you want.Select between clockwise (CW) và counterclockwise (CCW).The image will rotate with your preference, & you can save it or export it soon after.

What Is The Meaning Of Ctrl In Photoshop?

In the Layer Style dialog box, for example, you can quickly zoom in & out using Ctrl (Command on the Mac) as well as alternative text (Option on the Mac).

How vị I Rotate An Image?

By tapping the Photo filters icon, you can địa chỉ or adjust filters.Changing the lighting, color, or effect can be done manually by tapping Edit…As part of Crop và rotate, tap Crop.

How vày I Rotate A Picture On My máy tính xách tay Shortcut?

Ctrl + alt + UP Arrow keys are possible, or Ctrl + alternative text +, a different key is necessary. Alternatively you can right click on empty desktop, select Gaming Options, và rotate it. Cheers.

StacyStacy Lee is an eccentric writer và an avid traveler. She loves lớn explore new books & locations with her pooch


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2022 Fantasia Fest Festivals Film

2022 Fantasia Fest: Love is a moldy, decaying affair in ‘The Fifth Thoracic Vertebra’

Poster for The Fifth Thoracic Vertebra, dir. Syeyoung Park.

Right at the beginning of South Korean director Syeyoung Park’s The Fifth Thoracic Vertebra, a young woman tells her narcoleptic boyfriend about a shocking discovery she made in a nearby river. She and her team, she recalls, found an unusually high number of dead “dolphins” there, which bewildered the group. But when they conducted further investigations, those “dolphins” turned out not to be dolphins at all… but some other strange creatures. However, she never gets to finish the story, since her boyfriend falls asleep before she can finish telling it — whether that’s a result of his narcolepsy or boredom, we’ll never know. Perhaps it’s due to that indifference that the couple soon break up, and a monster is born from the molding, slowly fermenting mattress that they once owned together.

While it’s never explicitly stated in the film, those “dolphins,” are presumed to be unsuspecting humans who have fallen victim to the prying, grabby hands of a mold ghost — a presumably common folklorish creature that exists only in this universe. After the boyfriend throws the couple’s sporing mattress away, it soon makes its way throughout the city, quickly being passed from one person to the next. Within the city, we get glimpses of love in various stages through this monster’s gaze. There’s a troubled couple that is struggling to decide if they should break it off, there are young teenagers flirting and making out underneath it, and there are even unsuspecting coffee drinkers who happen to crouch too closely to the vengeful mattress… all of which end with the mold ghost snatching each person’s fifth thoracic vertebra, a part of the spine, away. Like the dolphins that are discovered in the river, these people are left gasping for air and crawling away off-screen to an unknown fate.

If all of this sounds incredibly wild conceptually, I’m glad to say that it doesn’t disappoint when it comes to its execution.

Screenshot from The Fifth Thoracic Vertebra, taken from the director’s site.

Amusing and curious in every sense of the word, The Fifth Thoracic Vertebra astonishes with the director’s attention to mood and detail in the overtly strange creation of his universe. Grimy and foul, it’s a world that seeps itself in sliminess and mold — further fueled by the horrific bodily thriftiness that people are capable of within its boundaries. Multiple people come across the visibly fungal mattress and declare it safe to use as long as it’s turned over. One person sleeps on it without throwing a bedsheet on it. Someone off-screen salvages it and lets their dying relative lay on it without second thought. Yet another person lugs it around like it’s a prize to be won. It’s no wonder that mold ghosts are able to spawn here!

Also doing some heavy lifting is the film’s queasy, sludgy score. A mutated, synthy edition of Debussy’s “Clair de Lune” hovers over a number of scenes (and is used very frequently), turning a once-beautiful lullaby into a nauseating haunt. Elsewhere, the film is accented by uncomfortably close heavy breathing that’ll be guaranteed to make you feel like you’re being watched. While nothing in the film is downright scary in the horror-movie jumpscare sort of sense, there’s a slow-burning, festering quality to it that lingers, making you long for some soap and a warm shower by the time the credits roll.

But while Park’s film does a fantastic job at world-building and teasing a new, folklorish monster, it falls a bit short as a narrative. We get introduced to too many opposing stories too quickly and too soon, hampered even further by the fact that it’s an extremely short hour-long film. At some points, it feels like a short film collection, with the only constant being love, and of course, a grabby mold ghost lurking in the corner. And the end, which reaches for that climactic, big-feeling ending, doesn’t quite pack the punch that it felt like the film was leading to. Even so, The Fifth Thoracic Vertebra, with all of those flaws, still manages to do its job of hypnotizing its viewer and transporting them into a less-sanitized world.

And if anything, it’s a film that can commend itself for being one of the rare cases where love doesn’t bloom — rather, it festers.

Rating: 4 / 5

This film was reviewed via digital screener as part of the virtual 2022 Fantasia Film Festival.

Film links: Director website | Fantasia Fest Link


The Global Business Travel Association (GBTA) estimates that $1.33 trillion was spent on business travel in 2017 alone. And AIRINC’s most recent Mobility Outlook Survey (2018) reports that 54 percent of companies anticipate an increased demand for cross-border mobility this year. In addition to a higher number of business travelers, there is also a greater variety in length and scope of business travel, as well as in type of destinations — high-risk destinations are increasingly common, making the issue of risk mitigation ever more important. So, how do you mitigate the risks linked to international travelers/assignees? What are your responsibilities and liabilities as an employer, and how can you build a comprehensive program that is both manageable and flexible?

Two Concepts You’ve Probably Heard of: Travel Risk Mitigation and Duty of Care

Let’s start by clarifying a couple of the concepts at play: Duty of Care and Travel Risk Management. The two are often interchanged, but they are not the same. Duty of care is the moral and legal obligation a company has to do what it can to ensure the safety of its employees. Travel risk management is the action a company takes to provide the duty of care.

There is no global law for travel risk management. However, many countries have policies in place that regulate corporate international travel. The United Kingdom, for example, passed the Corporate Manslaughter and Corporate Homicide Act of 2007. It imposes criminal liability on corporations where there is a gross breach of duty of care that results in the death of a person, such as an employee, person at a worksite, or traveler.

Many European countries, as well as Australia and the US, have varying degrees of legislation in place. Understanding the local laws may not always give a precise answer to what is expected in order to fulfill your duty of care. However, being aware of what the laws are is a good place to start when considering your course of action.

Evaluating Risk and Deciding Course of Action

When evaluating exposure to risk, there is a tendency to consider the extremes — high-risk destinations, earthquakes, and terrorist attacks, while overlooking everyday risks such as medical emergencies or car accidents. An example given at a recent global travel risk forum highlighted something as simple as having to drive a car on the wrong side of the road from what you are used to after an overnight flight — a common occurrence for business travelers to the UK and Japan. Neither of these two destinations is typically associated with high risk, yet it’s easy to see how a traveler is vulnerable. In this instance, a policy allowing employees to use a car service could serve as a risk minimizer.

No company will be able to fully protect itself from liability, nor be able to completely protect the safety of its employees. However, careful consideration of risks and thoughtful implementation of risk mitigation strategies can minimize exposure for the company and employee alike.

The Most Powerful Risk Mitigation Tool of All — Cultural Adaptation Training

You can’t really talk about risk mitigation without discussing the component of cultural adaptation training as a way to minimize risk. Being aware of the customs, dress code, social habits and political climate of the destination country is one of the most powerful tools available to keep employees safe. Several of the speakers at the global travel risk forum stressed the importance of combining a deeper cultural knowledge of a host country with a common-sense training program for the employee.

A phrase that came up often was “mistake of assumption” — meaning there is a risk in heading abroad thinking that everything works the way it does back home. International travelers/assignees are often already at a disadvantage with language barriers and unfamiliar surroundings — the “mistake of assumption” becomes yet another liability.

In addition to having an intercultural support program to reduce the risks associated with assumption, it’s also crucial for the employee, and accompanying family members, to have easy and ongoing access to information such as company safety procedures, and chains of communication in case of emergencies.

Breaking Down the Steps to Building a Risk Mitigation Program

While different companies have different needs, there is still a process to go through when building and maintaining a risk mitigation program:

  • Determine ownership of the various parts of the program.
  • Identify, evaluate and understand the risks.
  • Develop appropriate policies for the identified risks.
  • Determine how to fulfill duty of care based on identified risks. Will you require outside providers for training programs, what kind of insurance do you need to purchase, etc?
  • Implement training programs; educate and communicate. Make sure your organization’s policies and plans of action are known and understood by all affected parties.
  • Monitor locations actively to stay up to date on what is going on in the country. Knowing where employees are during a crisis, for example, is critical to mitigating risk. There are assistance companies and travel management companies that offer programs allowing companies to compile and track travel itineraries for real-time data of all employees worldwide.
  • Evaluate effectiveness of program. There is often a gap in information delivery by the company and information absorption by the employee. As is typically the case with support programs, regular evaluation and subsequent adjustments are recommended.

Mitigating risk for international business travelers/assignees is not a one-solution-fits-all proposition. What is universal however is the ultimate goal: minimizing employees’ exposure to risk, while fulfilling your company’s duty of care.

By: Felicia Shermis

The HR Director

There is a simple reason why the term Executive Coaching is still being used to describe leadership development programs — tradition. It used to be that this type of service was available only to executives in an organization. In today’s business world, executive coaching is applied increasingly to emerging talent and new managers as well. At its core, executive coaching has everything to do with unlocking potential and developing leadership skills — at all levels of an organization.

Why Executive Coaching?

There is a convincing business case to be made for having a strong coaching program — it’s associated with both higher employee satisfaction and better employee performance. An ICF (International Coach Federation) study shows that 60 percent of companies with strong coaching cultures report having revenue above average for their industry. The same study says that 65 percent of employees from companies with a strong coaching culture rated themselves as highly engaged in their company.

A Gallup report on the state of the American workplace has the range of engagement between 25 and 38 percent, depending on occupation. The report goes on to say that lack of development and career growth is the number one reason employees leave a job — it states: “Employees need help navigating their career, whether that is through coaching, exposure, and visibility, or challenging work assignments.”

When asked about the return on investment value of executive coaching for emerging talent, Trixi Menhardt, a lead coach from Globiana, points out that this stage of someone’s career is a good time to take advantage of coaching. There are a few reasons why this is true. Trixi says: “The older you get, the more responsibilities you have, both at work and at home, which means that it’s harder to make changes. In addition, new managers typically get promoted because they are high performing individual contributors (ICs). As managers, they need a very different skillset from their IC skills.”

Executive coaching can be particularly impactful in the global business world. Managing a multicultural team presents challenges beyond the ordinary. Coach Menhardt points out that whether you have a multicultural onsite team, or people spread out all over the world on a virtual team, you need the communication skills, and the cultural awareness, to bridge both the national culture, and the work culture of all the employees, in order to be successful.

What is Coaching and how do you Build a Strong Coaching Culture?

Coaching programs vary depending on goals and resources. Some organizations use descriptive and guided development programs, where there is mandated reading material and milestones to reach, for example. Other executive coaching is based on the individual as the driving force and the one who sets the agenda. The coach is the facilitator in each instance, making sure conversations move forward, and that goals are kept in sight.

A strong coaching culture starts with the corporate leadership recognizing that coaching is a strategic business driver and a critical management tool. In addition, there needs to be clear ownership of the program. ICF’s survey reports that 82 percent of companies have HR as the originator of executive coaching programs.

The Coach

Most corporations only hire executive coaches who are ICF certified. In addition, some coaches have specialty skills, such as training in assessment tools like Myers-Briggs. Also notable — a coach hired as a benefit to the employee is effectively in the position of having two equally important clients: the buyer (the employer), and the coachee (the employee), making confidentiality an important issue.

The ethics guidelines from ICF clearly state that information shared between a coach and a coachee is confidential. Confidentiality is important because it ensures the employee can bring all aspects impacting their professional life to the table, whether those are personal issues or work-related, without fear of judgment, or career implications.

Evaluating Success

To some employers, the issue of confidentiality may seem like a hurdle in evaluating the success of an executive coaching program — if you can’t get information about what’s going on, then how can you determine its progress? Traditionally, ROI is measured and presented in neat numbers. In executive coaching, there are additional aspects to consider.

Although surveys measuring the success of coaching programs indicate highly engaged employees, and higher than average revenue, the real measure of a successful coaching program will be the day-to-day effects it has on the organization as a whole — leaders that are better equipped to lead, workgroups that are more creative and functional, higher employee satisfaction and retention, as well as positive business outcomes.

Any organization interested in retention and long-term development of employees should be interested in executive coaching as a tool, not just for executives, but for emerging talent as well.

By: Felicia Shermis

TED Talk, Atul Gawande

The Psychologist

The Balance Careers

The biggest factor impacting global mobility is perhaps the most obvious: globalization—of society and business alike. But, there are other factors at play as well, such as research showing multicultural teams being more creative and productive compared to monocultural teams, and, younger professional generations increasingly expecting to get opportunities to work abroad at earlier stages of their careers. Looking forward, it’s clear that global mobility will have a continued impact on a company’s business growth and talent retention. These are some of the issues creating a buzz in the world of global mobility in 2019:

World Affairs Have an Impact

Reading about global mobility, and trying to learn what lies ahead for the globally mobile community, one thing is clear—world affairs can’t be ignored. Most professional publications and polls have Brexit as the leading cause of uncertainty. So, while no one knows exactly what’s going to happen, there is a consensus that the ramifications of Brexit stretch way beyond the UK borders. Whole industries might have to shift the way they do business, how and where they move people, and where they are located.

Brexit isn’t the only world affair impacting global mobility, there are other big shifts happening that have the potential to reshape and disrupt how people move and work in the coming years. Tightening immigration policies in many countries, including the US, is a big issue, as are power shifts in countries like Germany.

The currents of nationalism and the tightening of borders around the world make moving a global workforce more difficult. So, while travel across the globe has gotten easier and cheaper over the years, the process of relocating for work hasn’t necessarily followed suit. That’s why immigration and immigration policy continue to be important issues that have a significant impact on a company’s approach to global mobility.

Cross-Border Mobility Redefined

Even though current world affairs come with a measure of uncertainty, it still appears that many companies are expecting the demand for cross-border mobility to increase. AIRINC’s most recent Mobility Outlook Survey (2018) reports that 54 percent of companies anticipate an increased demand for cross-border mobility this year. However, the types of mobility are not all the same, as companies, and assignees, continue to expand the way cross-border mobility is defined. Short-term assignments, developmental assignments, and commuter assignments are all on the rise.

There is no clear-cut definition of what a commuter assignment is. EU law defines cross-border commuters as those who live in one EU country but work in another and return at least once a week. Others define a commuter assignment as living in the work location Monday through Friday, or some variant in between, but permanently residing elsewhere.

Short-term assignments can be as brief as four to six weeks and are a way to attract younger talent who have grown up seeing themselves as citizens of the world, and for whom the traditional international expat assignment of two to three years is not an attractive option.

Developmental assignments are also largely a response to attract younger generations wanting to work abroad as part of a greater desire to learn and network in an international setting—not just because it’s good for the career, but because it’s good on a personal level. Matthew Maclachlan writes in a Learnlight Insights article: “The Modern Assignee is keen to exploit the opportunity of travel to learn about other cultures and to develop skills that give an immediate return on the international stage.”

Employee Experience (Ex)

As recruiters are struggling to find flexible talent to meet the challenges of modern businesses, as well as attracting and retaining talent, Employee Experience (Ex) is becoming a catchphrase. According to AIRINC’s study, 89 percent of companies are looking to improve the employee experience. What constitutes a “good experience” varies, spanning everything from offering flexible benefit options, to providing a sense of autonomy, to streamlining the employee’s point of contact, and offering more flexibility in type of assignment.

Online Accessibility, Please!

Younger generations are used to accessing information whenever and wherever, which means that most everything needs to be available online: assignment descriptions, policies, travel arrangements, destination information, as well as personal and social interactions. Digital and virtual channels are becoming increasingly important in attracting a global workforce.

Analytics to Report on Success of International Assignments

Gathering information to measure how assignments are working out—for the business and the employee alike—is an important goal for many companies. While the AIRINC study shows that many companies collect data to measure employee satisfaction and performance during an assignment, very few continue to gather data after repatriation. Using metrics gathered post-assignment can provide vital information needed to make adjustments for future assignments. Currently, only 12 percent of companies in AIRINC’s study say they regularly use analytics to report on assignment success. However, 48 percent report that they intend to add analytics to track success rates in the future.

To Conclude

The demographics of the global workforce is changing, as are the circumstances for how we access and relay information, what we define as an international assignment, as well as what an assignment is expected to provide. What hasn’t changed in the world of global mobility is the need for communication and awareness—from an organizational level down to the personal level, regardless of origin and destination, duration and scope.

By: Felicia Shermis

Worldwide ERC:

Insights Learnlight:

It’s well established by now that multicultural teams, and collaboration across borders is a boon to innovation and productivity. However, the boon can just as easily be a bust on a multicultural team that lacks clear leadership and understanding of the individuals that make up the group. While common sense good management practices apply to multicultural teams in much the same way as they do to a “regular” team, it’s also the case that a multicultural team tends to require more attention to the individual, as well as a greater awareness of the composition of the team. Leading a multicultural team means being more deliberate and active, and it all starts with good communication.

Since the beginning of the year tends to be a good time to look over what it is that has worked/not worked in the past, here are some ideas for areas to reflect on:

  • Who are the individuals on my team?
  • What do work/life balance needs look like on my team?
  • How can we improve team building?
  • How can I communicate more effectively — with individuals, team as a whole?

Individuals make up the group

Because cultural background impacts everything — from how you see your role in a group, to how you make decisions, to your understanding of hierarchy, and how you give and receive feedback, it’s important to listen to the individuals and then forge a plan for the group as a whole. For a multicultural team to function well, there must be clear expectations and rules, the goal being that there is a shared understanding of how the group functions. For the manager setting the course, this means staying away from cultural stereotypes while acknowledging the fact that there are cultural differences.

As a matter of fact, in multicultural team management, it’s not uncommon to hear the need for spelling out what the ground rules are — as in writing them down for the whole group to see, and agree to. This can include everything from hierarchical structures to communication flow, to rules for bathroom cleanliness.

What about work/life balance?

Another big-ticket item on the multicultural team is work/life balance. Living and working in a foreign country means being away from your regular support system at home, all the while trying to adapt to a new society and way of life — that’s not always easy. Add language barriers and practical matters, such as setting up house in a place where you don’t know how things work, and the stress is real. If there is an accompanying partner/family, there are even more considerations in this area.

As with so much else in the world of multicultural collaboration, the topic of work/life balance also comes down to communication. Do you know what the needs of your team members are? What kind of support does the company offer its global talent in order to facilitate both the process of settling in a new location and then living in that place? What flexibility can you as a manager offer? Perhaps the most important question of all here: are your team members aware of resources and support available to them?

Team building

Yet another area to consider is team building. Team building can be tricky, especially if part of the team is working remotely, or if there are cultural barriers to how colleagues view one another and the workplace. In some cultures, eating several of the day’s meals together with your coworkers is commonplace, whereas in other cultures sharing meals is limited to an occasional social event or celebration. In some places, getting together with colleagues after work is par for the course, elsewhere this is hardly ever done. What’s your office like? More importantly, how can team bonding be improved based on the composition of your specific group?

Communication and feedback

Being an effective manager also means giving feedback and making sure your talent is living up to their potential. In order to give feedback effectively in a multicultural environment you might need to spend a little more time learning about the cultural background of your employees, and how where they come from informs their style of communication and their work habits.

The way feedback is given and interpreted varies widely in different cultures. Erin Meyer gives a classic example in her book The Culture Map where she tells the story of a French manager working in the US at an American company. When receiving feedback from her American boss during a performance review, the French manager hears only positives and is under the impression that everything is going great. The American boss has several areas of concern that he feels he communicated clearly during the review. How come they have completely different views on what was said in the performance review? Erin explains that there is a cultural disconnect between how the French and Americans give feedback. She says: “In a French setting, positive feedback is often given implicitly, while negative feedback is given more directly. In the United States, it’s just the opposite. American managers typically give positive feedback directly while trying to couch negative messages in positive, encouraging language.”

To someone accustomed to the French way of giving feedback the impression would be that everything was going great and that there is no need to make any changes. The American boss, on the other hand, thought he had outlined several areas that needed improvement. In this example, not knowing the cultural background and communication style has a direct effect on the performance of the individual, which in turn has consequences for the team she is leading.

How a team is managed can have a great impact on the success and health of the individuals on the team, as well as the productivity and output of the team — in the end, how a team is led is what sets the course — to success, just plodding along or even failure. The starting point in multicultural team management is always communication. As Erin Meyer says: “When interacting with someone from another culture, try to watch more, listen more, and speak less. Listen before you speak and learn before you act.”

By: Felicia Shermis

Consider the following when planning an office holiday party:

  • Avoiding Secret Santa or other anonymous gift exchanges.

By: Felicia Shermis

If your business success hinges on how you work with people from around the world, then learning about the cultures of your global business partners is crucial. The reason is simple: it makes good business sense. As a matter of fact, failing to understand the culture of your international counterparts can have consequences far beyond simple miscommunications and mild frustrations — there can be long-term damaged relationships, botched projects, and real lost business opportunities.

It’s not news to anyone with international experience that leadership styles vary depending on where you are from, that decisions are made differently in Korea compared to Scandinavia, or that business relationships are forged based on different grounds in countries like the United States and China. However, simply recognizing that there are differences is not the same as understanding what they are, and how they will impact your cross-cultural teams and the results they deliver.

This article is not about international business etiquette (which is important in its own right) but focuses on the importance of understanding how your international counterpart approaches and addresses business decisions and collaborations. The goal is to foster better cross-cultural relationships, and to ensure the best possible business outcome.

In her book “The Culture Map” Erin Meyer outlines eight scales that map the world’s cultures on such traits as communication: is it a high- or low-context country, decision making: is it consensual or top-down, and time: is it a linear-time or flexible-time society. The scales place countries in relation to each other from one extreme to the other — they function as a visual clue to where you are in relation to each other.

One of the most basic examples of how the cultural environment will impact a business collaboration is when a company from a consensus based decision making culture is working with a company from a top-down tradition of decision making.

In simplified terms, something like this is likely to transpire: The company that works by consensus will launch a collaborative effort, where everyone is heard and where different avenues are explored. A decision will come, but not until all information has been gathered and everyone has had a say. Once the decision has been made, it’s pretty fixed and the team moves on to implementation, which is usually swift, as the whole team is already on the same page.

For the top-down company, the process is different. Here, the decision will be made pretty quickly by the person in charge and then as the project continues and more information becomes available, the decision can be revisited or altered — the decision is flexible, which means that implementation can take quite a long time accomplish.

Both of these styles can get the job done. However, were the two groups to collaborate without first addressing their differences, they would be out of sync most of the time over the course of the project. In addition to being out of sync, because they go about arriving at decisions in such contrasting ways, they are also likely to question each other’s capacity for making the right decisions. Also, because they view the roles of teammates differently, their respective communication flows are conflicting, which can cause confusion, uncertainty and hurt feelings.

This is just a simple example. The reality is that these kinds of scenarios play out to varying degrees in international business all the time. They can be disruptive, costly, and damaging to future relationships.

As with most things cross-cultural, awareness and open communication go a long way toward deterring conflict and ensuring a successful collaboration. But, without underlying knowledge it’s hard to know where there is room “to meet”. There are no shortcuts when it comes to cross-cultural knowledge. Doing the groundwork and educating your teams really is the only way to come out ahead, the stakes are simply too high not to. And in a world where cross-border assignments and cross-cultural teams are becoming more and more common, it’s not a matter of if you should invest in this kind of education, but how.

By: Felicia Shermis

Sources: “The Culture Map” by Erin Meyer

Investing in employee safety and cybersecurity is not optional for a business with an international footprint — it’s a must. In the global business world, this is about risk mitigation and as such the question becomes: how to do it and to what degree? Keeping employees and company data safe is a complex undertaking that requires a deliberate effort to combine deeper cultural knowledge of a host country/business counterpart with a comprehensive duty of care program, as well as common sense training for any employee representing your company abroad.

High-risk travel/relocation increasing

As international travel and longer-term assignments become more and more common, it is also the case that business travel/relocation to high-risk destinations is increasing. Some numbers shared at a recent global travel risk forum in San Francisco were a 20 percent rise in trips to medium/high-risk destinations, a 70 percent rise in trips to extreme risk destinations and a 50 percent rise in modified itineraries due to high-risk incidents. Considering these numbers, it is clear that employee safety and support are of utmost importance, as is a comprehensive cybersecurity program that is up to date, flexible and thorough.

A key component in creating effective programs is having a deeper knowledge and understanding of the country in which you are doing business. This is particularly true for countries that are considered high risk and where the cultural differences are greater compared to your home country. In these instances knowing customs and how people and society function is not a must just in order to make the most of an international assignment, it’s a must in order to stay as safe as possible, both physically and from a cybersecurity standpoint.

The mistake of assumption

Several speakers at the San Francisco global travel risk forum spoke of the “mistake of assumption” — meaning there is a risk in heading abroad thinking that everything works the way it does back home. As international travelers/assignees are often already at a disadvantage with language barriers and unfamiliar surroundings, the “mistake of assumption” becomes another liability.

China, for example, limits many types of internet communication services — this could have a serious impact on an unaware traveler/assignee who is expecting to be able to carry on as usual with email communication, or various Google tools for example. Also important to know as a foreign citizen abroad — you typically don’t have the same privacy rights as you do in your home country.

Preparing and supporting employees in international travel and relocation means having a program in which matters such as cultural awareness, company safety procedures abroad, chains of communication, and support package details are relayed. Many bigger companies have a system in place for automatically triggering a digital information flow once an employee has been issued a ticket for international travel. This flow may include information such as safety procedures, emergency information while abroad, and perhaps even some country-specific support. However, there is often a gap in information delivery by the company and information absorption by the employee. Access to support resources on an ongoing basis is an important but often overlooked, component.

Data safety

Many companies provide VPN logins, clean loaner laptops and cell phones for their international business travelers as a data security measure but will neglect to educate employees on simple safety precautions regarding use of devices on an airplane or in public settings, or how to make (or not make) business calls in public places. How many of us haven’t been in the row behind someone on an airplane and had a clear view of their laptop screen, or have heard most of someone else’s private business conversation simply by being in the same lounge area?

One estimate for intellectual property lost is $600 billion on average/year in America alone. Cybersecurity requires a comprehensive strategic effort and educating employees on common sense data safety practices is a small, but important, piece of the puzzle. As business travelers are considered soft targets for intellectual property theft, corporate counterintelligence strategies should include a plan that spans pre- to post-departure of an employee on an assignment/business trip.

In conclusion

Keeping employees and data safe is no small task. Cultural awareness and understanding of the conditions under which an international counterpart/host country operates are basic starting points for determining risk. A comprehensive duty of care package in combination with employee training and well-established company procedures for cybersecurity, emergency response and employee support serve as risk mitigators.

By: Felicia Shermis

New York Times:

Innovation is a must to be successful and stay relevant in any business and there is plenty of research supporting the claim that having a multicultural team boosts both creativity and promotes problem-solving. And it makes sense, a diverse team naturally has more points of view and experiences. However, a diverse team can only function well if the team members have an understanding of how to communicate with each other — false assumptions and conflicting norms can derail a multicultural team and become a barrier to team effectiveness. Simply having a multicultural team does not automatically mean having a creative, or creatively successful, team.

Sujin Jang (Assistant professor of organizational psychology at INSEAD) has studied the subject of multicultural teams and she asks the following question: “How do multicultural teams leverage diverse knowledge, ideas, and resources to generate creative outcomes while avoiding the pitfalls of cultural diversity?” The short answer is “cultural brokerage”.

Understanding the concept of cultural brokerage can be an important tool in evaluating and fine-tuning how multicultural teams within a given organization function. Jang defines cultural brokerage as “the act of facilitating interactions between actors across cultural boundaries”. In practical terms, this means taking stock of who is facilitating information exchange in a group and how that information flows within the group, as well as within the organization.

Jang conducted two studies, one using archival data and the other experimental data. The basic findings were that having multicultural team members can significantly enhance team creative performance, but that a multicultural team is not inherently more creative.

One of the challenges when working across cultural boundaries is identifying relevant information and communicating it between different groups. This is where facilitators are needed, and according to Jang, there are two types of facilitators: cultural insiders and cultural outsiders. Both play an important role — by improving team processes and by their ability to enhance team dynamics.

Jang introduces the concept of cultural overlap to explain how cultural insiders and cultural outsiders go about facilitating communication within a group. Cultural insiders have direct insights into the cultures they are bridging, whereas the cultural outsider has multicultural experience, but it’s not directly represented on the team. The two types of brokers work differently in bridging gaps on the team. The insider brokers by integrating his or her own knowledge from the different cultures, whereas the cultural outsider brokers by eliciting knowledge from the other team members by asking questions. In both cases, the communication flow is opened, making collaboration easier and innovation more likely.

In her study, Jang points out that she suspects that the idea of cultural brokerage extends beyond national culture dynamics to include gender, race and even diversity in work roles. And, as mentioned before, there are a variety of studies that point to the benefits of having diverse teams, such as a 2015 McKinsey study which reports that companies in the top quartile for ethnic and racial diversity in management were 35% more likely to have returns above their industry medians. The same study concluded that companies in the top quartile for gender diversity are 15% more likely to have higher financial returns than their industry medians. All the while, companies in the bottom quartile are less likely to achieve above-average financial returns.

Most organizations have work to do if they want to take full advantage of the benefits that multicultural teams can bring and in an increasingly global business world, the importance of multicultural team dynamics should not be underestimated.

By: Felicia Shermis

Any company doing business internationally knows the importance of being able to communicate effectively with its foreign counterparts. Likewise, a business with a multinational workforce needs to ensure that communication within the organization is as clear as can be. Miscommunication on any level can have a direct impact on the end product or result. From team efficiency and effectiveness, to a failed conversation with a customer or partner – there are financial and strategic implications at stake. With this in mind, it’s easy to see that paying attention to, and overcoming language barriers has to be part of a multinational company’s overall strategic plan.

At its core language learning in the multinational workplace is about effective communication. It’s about the ability of coworkers to understand each other and being able to express ideas and solutions effectively and confidently. It’s about companies making sure employees are working at their highest capacity and that messages to customers and business counterparts are clear and precise.

English is most often the common language used in the international business world, and while many of those who seek opportunities abroad or in a multinational environment have some English skills, the level of proficiency varies widely.

If the local language is different from the working language there is another dimension to contend with. Having a basic command of the local language can make a big difference in gaining a greater cultural knowledge and feeling more settled – both important factors when considering someone’s ability to perform and engage in the professional sphere.

When asking expats what they most worry about before a move abroad, learning the language is one of the main concerns. Questions such as “how hard is it going to be?” and “to what degree do I need to learn the language” are common, along with “how long will it take?” and “how will I go about learning?”

The biggest obstacles to learning a new language are motivation and time. If you couple an individual’s worry of how to learn, with a company’s need for clear communication, then it’s easy to see that implementing a plan for language learning is an important strategic task.

Research shows that employees who can stay motivated and achieve their target level of proficiency see real changes in the workplace, such as improved customer feedback, more confidence, and higher engagement at work. In addition, those who make significant progress or achieve their language learning targets gain better career opportunities and work assignments.

According to a survey by Forbes Insights and Rosetta Stone, 44% of employees who have participated in language training report being more engaged at work, 51% say they are more confident and 46% see increased performance.

These numbers support the idea that implementing a company culture, as well as having proficiency goals in regards to language learning is crucial, and it highlights the importance of aligning training with overall strategic goals.

By: Felicia Shermis

Forbes Insights:

Experts for Expats:

As international interactions become ever more vital in the increasingly competitive global workplace, relocation trends are encouraging regarding the current and future growth of expatriate populations. Many of these expats have a family in tow; therefore, companies who invest in providing superior relocation support for entire families will not only have a competitive edge, but will also reap benefits on their bottom line while impacting the industry (and society!) in positive ways.

The Cost of not Doing it Well

Expatriation failure (or early repatriation), can represent up to 2.5 times the cost of the employee’s yearly salary. Employees often do not seek support when their families are struggling to adapt as they do not want to be seen as not up to the task of their assignment. Studies have found the presence of children during an expat assignment is “more likely to place additional demands on resources and subsequently increase workplace strain, and expatriate failure” (Rawls, 2016). Companies can invest in supporting the children of expatriates employees in order to ensure the entire family has a successful relocation and as a result save – and prevent – excessive costs.

Good Return on Investment

Aside from a company’s financial gain, there’s an even bigger return on investment: Because expat kids are exposed to vast experiences and cultures, they develop broad perspectives (the so-called “global mindset”), adaptability, language and leadership skills that allow them to work well with others and have increased potential (when compared with their non-expat peers) to grow into positions of influence and power, applying their experiential knowledge and insight.

Companies who support these expat kids by welcoming them and seizing the opportunity to interact with, and help them overcome the challenges they face with relocation, are at the gateway for intercultural excellence and progress, improving the chances that our future leaders are well adjusted and making positive contributions to society that, in the end, will benefit us all.

Want to learn more about how your company can do a better job at supporting your relocating families? Contact us for your free copy of our Child Relocation Checklist in which we’ve identified the top 5 areas for companies to consider when developing effective relocation support for expatriate children.

Original content written by: Kate Berger

Kate Berger, MSc, is a child and adolescent psychologist, consultant, speaker and the founder of The Expat Kids Club which provides counsel to youngsters and their families via individual and corporate consultation. For more information about Kate and the services she offers, please see:

NetExpat & EY Relocating Partner Survey Report 2018

Rawls, K. A Phenomenological Examination of Expatriate Families During Their Transitions to

Living in a Foreign Country (2016). Seton Hall University Dissertations and Theses (ETDs).

While the globally mobile workforce tends to report higher rates of satisfaction with their work situation compared to the general population, they also report being less happy when it comes to personal health and wellbeing. In the long-term, employee concerns regarding health, mental health, and general wellbeing can have a significant impact on creativity, productivity and longevity in the workplace. Globally mobile employee success requires a holistic view of what an expat assignment entails.

The Bigger Picture

Looking at the bigger picture means considering where the employee is coming from: how great are the cultural differences — inside the office and outside? Is he or she bringing a family? Are there language barriers, religious restrictions? In short, what is the larger impact for the employee and his or her family? Recognizing that, as an employer, the best way to ensure success is to have a well-established support framework.

In simple terms this framework is based on the idea of Duty of Care. For international placements in particular, this includes not only the work environment itself but rather everything from pre-departure learning, to living arrangements and health benefits, to long-term career and financial planning as well as repatriation issues. Creating a truly productive work environment, where employees thrive means considering a wide array of social factors.

The Numbers

A recent Cigna survey shows that the globally mobile workforce is generally satisfied with the experience of working overseas, they report having higher salaries and better lifestyles. Satisfaction rates when it comes to how they feel about their relationships with co-workers (82 percent) as well as with supervisors (73 percent) are better compared to the general population where the numbers are 71 percent and 65 percent, respectively. Many also feel that they have good working hours, and 56 percent believe that they have an opportunity to learn and grow in their careers, compared to 46 percent in the general population.

So, if the globally mobile workforce feels this good about the work experience, what is there to worry about? Looking at the numbers in the Cigna study, you’ll find that the scores for family health and wellbeing is significantly lower than that of the general population at 56.7 compared to 65.8 percent.

The reasons include a lack of time spent with family and worries about their children’s education. In addition, many are particularly worried about the medical care available and the financial consequences of falling ill. The combination of these factors and not having a family support network add to the stress and insecurity.

An area of additional concern for the globally mobile workforce is mental health. A 2016 study by Aetna International shows that only 6 percent of expats worried about mental health issues before leaving on assignment. As a result, most are ill prepared for the psychological effects of living abroad.

Contrast that with research showing that 50 percent of US expats studied were at high risk of problems such as anxiety and depression. This figure is two-and-a-half times higher compared to their US-based counterparts. The same study revealed that three times as many expats as US-based workers expressed feelings of being trapped or depressed. Again, compounding the problem of mental health is the lack of a regular support system of friends and family.

The Solution

There are inherent challenges facing the globally mobile population. The good news is that most of them are known, and most of them can be addressed by implementing a support system that spans pre-departure all the way through to repatriation, and that takes into account not just the work environment, but life circumstances as well.

Achieving broader employee wellness means being proactive by addressing issues before they arise through pre-departure training, as well as ongoing training. It means:

  • ensuring access to education in areas such as health, mental health, social and cultural adaptation and language learning.
  • providing access to quality health care.
  • offering resources such as financial planning and long-term career planning.
  • extending support to cover accompanying partner and/or family.
  • implementing repatriation support.

By: Felicia Shermis

By: Felicia Shermis