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Mental Health Guide in the Workplace
Manager's Guide
Table of Contents
- An Innovative Partnership
- Introduction
- Mental Health at Work
- Taking Action When Warning Signs Appear
- Managing Mental Illness in the Workplace
- Model Of An Effective Conversation
- While Your Employee is Away
- Returning to Work
- The Duty To Accommodate With Respect To Mental Health
- Staying Healthy at Work
- Conclusion
- References
An Innovative Partnership
Managers from various federal departments and agencies have often expressed a need for tools to help them deal with mental health issues in the workplace.
To assist its managers in addressing this issue, the Canada Revenue Agency developed a workshop on mental health, based partly on an initiative developed by Human Resources and Social Development Canada.
This workshop was so successful that other departments requested training, a task that went beyond the resources and mandate of the organization. One department suggested summarizing the training in a practical guide for all federal public service managers.
Upon learning of the project, members of the Federal Workplace Well-being Network also expressed an interest in becoming actively involved in the initiative. This Network is made up of managers responsible for well-being in the workplace and internal employee assistance programs.
"Mental Health in the Workplace - Manager's Guide" is the result of this innovative interdepartmental partnership.
The Canada Revenue Agency would like to thank the following Departments for their contribution:
- Canadian Heritage
- Justice Canada
- Public Works and Government Services Canada
- Department of National Defence
The involvement of other organizations such as Health Canada, House of Commons, Statistics Canada, Canadian Human Rights Commission, and the National Council of Federal Employees with Disabilities is also appreciated.
For more information on this guide, contact the Employee Assistance Program at the Canada Revenue Agency.
When dealing with mental illness in the workplace, your role as manager is to ensure a healthy work environment, to help the employee perform well at work, and to take care of yourself.
This guide is designed to help you achieve this goal. It is the result of extensive interdepartmental cooperation and demonstrates the federal government's commitment to being an employer of choice when it comes to mental health.
The Guide will help you to:
- Better understand mental health and mental illness
- Take action when warning signs appear
- Manage employees with mental health issues on a day-to-day basis
- Take the necessary action while the employee is away
- Facilitate the employee's return to work
- Learn about management practices that promote the performance and well-being of all employees
We hope that you will find this guide useful.
The information contained in this publication is intended as general guidance only. It may or may not reflect the position of qualified mental health care professionals. The information provided is not a substitute for professional advice and should not be interpreted as official government policy or direction. The applicable policies and guidelines of the Government of Canada, as well as those of each department and agency, should be consulted with respect to specific cases.
Mental Health at Work
A shared responsibility
Resources available
Issues related to mental health in the workplace may be very complex and require the involvement of specialists. Since your role is not to become the confidante of the person in difficulty, but rather to help the person recover and perform well in a healthy work environment, you should consult as often as needed the employee assistance program counselors as well as experts in the areas of
- labour relations
- compensation:
- employment equity:
- occupational health and safety.
- informal dispute resolution. or
- other specializations available in your organization.
Some people might assume that mental health is an "individual" responsibility that has nothing to do with the workplace. This is not necessarily the case. Although each employee is, in fact, responsible for his or her own well-being and work performance, the organization also has an essential role to play in creating a healthy work environment that fosters wellbeing and productivity.
Part II of the Canada Labour Code clearly states that the employer is responsible for the occupational health and safety of employees. What is also important is that a healthy workplace must reflect sound management practices based on the internalization of ethical values in day-to-day operations.
How health is defined*
Health is defined as a "state of complete physical, mental and social well-being and not merely the absence of disease."
Mental health exists where a person is "in balance physically, psychologically, emotionally, economically, and spiritually". Being in good mental health means being generally satisfied with one's personal, family, social, and professional lives.
Mental health in the workplace is expressed as a feeling of balance, satisfaction and effectiveness in the work environment.
*These definitions are from, respectively, the World Health Organization, the Canadian Mental Health Association, and the Revue des psychologues du Quebec (March 2001).
Taking Action When Warning Signs Appear
You are a manager and you are concerned about an employee whose performance has slipped and whose health is worrying you. Should you take action? The answer is YES, ABSOLUTELY.
As a manager, you are not required to take charge of the employee in difficulty or to become the employee's friend and confidante. Nor are you required to make a diagnosis. Only specialists can do this. Your role is to create a work environment that supports the employee's well-being and performance.
Early intervention means that the employee can remain at work or be absent for only a short time. The first thing you need to do is to assess the situation appropriately and to know how to recognize the signs of excessive stress that may be the forerunners of mental illness.
Risk factors
Imagine a tightrope walker balancing on a high wire. In good times, we are usually able to deal with daily difficulties. When the level of fatigue increases, or when we have to deal with internal or external stress factors, we are like a tightrope walker buffeted by high winds and we risk losing our balance.
The main factors threatening the physical and mental balance of individuals may be divided into four categories:
Traumas: difficult circumstances such as bereavement, separation or divorce, a serious accident, illness, rape, or abuse.
Genetic predispositions: a family history of diagnosed or undiagnosed mental illness.
Personal stress: internal attitudes or perceptions that can increase personal stress, such as perfectionism, difficulty in taking care of oneself or in saying no, lack of self-esteem, difficulty in "letting go", and delegating.
Watch out for absenteeism
If an employee starts missing work regularly and gives only vague excuses or no reasons at all for these absences. You must take immediate action by talking to the employee and determining whether the absenteeism is due to a more serious problem. You also need to keep an eye out for employees who work longer than average hours or regularly take work home to make sure that they do not burn out.
Occupational stress: excessive stress at work that can be caused by
- an excessive workload
- lack of control over or knowledge of the tasks to be performed
- lack of recognition
- lack of consistency between the values of the organization and their daily application
- interpersonal or organizational conflict, including harassment
It is important to note that occupational stress is not caused solely by excessive demands: it also occurs when an employee does not have enough to do and, consequently, feels unproductive and undervalued. Appendix 1 contains a summary of the symptoms of excessive stress.
Excessive stress and mental illness - The warning signs
It has been proven that excessive stress can endanger a person's mental health. It is therefore important for you to be able to recognize the symptoms in the workplace.
Here are some signs to watch out for:
- unusual behaviour
- frequent late arrivals or absences
- unusual performance difficulties
- uncharacteristic signs of distraction, concentration, or memory problems
- marked loss of interest and desire to be involved
- strange or grandiose ideas
- excessively high or excessively low energy level
- unusual inability to make decisions
- rapid mood swings, angry outbursts, or weeping
- signs that could point to substance abuse
Attention: the presence of these signs does not necessarily mean that an employee has a mental health problem. Regardless, you should take action promptly if you see these signs.
Role of the organization
A growing number of employers are implementing well-being policies and programs. Most are based on organizational values and ethics, as well as a body of legal obligations pertaining to:
- labour relations
- employee assistance programs
- occupational health and safety
- employment equity and diversity
- informal dispute management
- harassment
Senior managers also have a role to play: through communication and concrete action they can support managers in demonstrating the importance of employee well-being.
Role of the person in difficulty
The link between stress and illness: an explanation
It has been scientifically proven that there is a clear relationship between stress factors and illness. "External and internally generated stress ... causes changes in brain chemistry which ultimately imperil the immune system's ability to defend the body against ... diseases. The effect of excessive stress and strain on brain chemistry is experienced as mood usually depression, anxiety or anger: on the individual and the situation. Even when such negative mood states do not produce immune system deficiencies, they are important in themselves because they are associated with poor morale, absenteeism and lower productivity."
Best Advice on Stress Risk Management in the Workplace Part 1 of 2, Dr. Martin Shain, Health Canada
Employees who are showing signs of excessive stress or mental illness are responsible for seeking and obtaining professional assistance. Ideally, employees should discuss any well-being or work performance issues with their managers in order to find solutions.
Your role as manager
When you realize that an employee is showing one or more of the aforementioned signs, you should take the following action:
- Avoid assuming that the problems experienced by the employee will resolve themselves over time.
- Take action as quickly as possible, but without assuming responsibility for the person.
Meet informally with the employee and give reassurance that the conversation will remain confidential.
- Inform the employee of your observations about his or her behaviour and mood. Emphasize the facts. Use concrete examples, and ask open-ended questions that will allow the employee to freely express any concerns (see the section on effective conversations on page 10).
- Never try to obtain information about the employee's medical condition. Such information is private. If the person provides you with medical details spontaneously, treat this information as confidential.
When illness makes things difficult
Employees who have not come to terms with their illness or who are prevented from doing so because of the very nature of their disability may not take adequate steps to obtain treatment or seek accommodation. In fact some forms of mental illness can impair the ability of employees to assess their own situation and to articulate their concerns, which may in turn prevent from dealing effectively management or their unions in finding reasonable accommodation.
Tell the employee that you are concerned. Exercise discretion and judgment in suggesting that the employee contact the employee assistance program. Consult Appendix 2 for suggestions on how to respond to any objections the employee may raise in this regard.
Offer your help in maintaining the employee's well-being and work performance.
Explore with the employee how you might, for example, adjust the employee's duties or schedule, increase motivation, and reduce absenteeism.
Do everything possible to address any prejudices concerning mental illness that may exist in your team (see Appendix 3).
For example, you could organize an information session on mental health in conjunction with the employee assistance program, and encourage your employees to attend well-being activities within your organization.
Draft internal Policy and Procedures on Accommodation of Mental Illness. Canadian Human Rights Commission
Managing Mental Illness in the Workplace
You have noticed that an employee is showing signs of excessive stress and that the employee's performance has slipped. You have intervened and encouraged the employee to seek help but the situation does not seem to be improving. What do you do?
As with any other employee living with a disability, you have a role to play in assisting employees with mental health problems so they can maximize their potential in a healthy work environment.
Mental illness: a definition
Mental illness is characterized by changes in thinking, mood or behaviour (or a combination of the three) associated with substantial distress and general dysfunction.
"I had to have a mental illness myself in order to understand that being mentally healthy is more than merely feeling good about yourself. For me, it means having all my cognitive faculties, and being able to concentrate and think coherently and at a normal pace. It also means being capable of perceiving reality as it is and feeling emotions that reflect that reality. My illness has an impact on my work performance but, provided the necessary accommodation is made. I can be fully productive."
Thus, mental illness includes a variety of mental problems that may be diagnosed and that impair the well-being and functioning of individuals, such as
- anxiety disorders (panic attacks, phobias, obsessive-compulsive disorders, anorexia, bulimia, etc.)
- burnout
- depression
- bipolar disorder (previously called manic depression)
- schizophrenia
- paranoia
- substance abuse
With appropriate treatment, people who have a mental illness can successfully manage their condition and lead a productive life. In order for this to happen, however, the illness must be detected and treated quickly. In this respect, never underestimate your role in convincing your employees, colleagues, and any other person around you to get help as soon as the first signs of distress are observed. Early intervention can help to prevent minor symptoms from growing to the point at which they become disabling.
Role of the organization
"I knew that something was not quite right. I was almost at the end of my rope, but I did everything could in order to stay at work. I appreciated the fact that my manager took me aside one day and asked me in confidence, whether everything was OK, and pointed out that I no longer seemed to be myself at work. In a way, that forced me to face tip to the situation and to get help."
Note: The statements reproduced in this brochure refer to the experiences of federal government employees.
The organization must ensure that policies and processes are made available to managers to help them deal with mental health issues (e.g. disability case management measures). The organization must also help managers develop the skills they need in order to take appropriate action.
Role of the person in difficulty
Individuals who receive a diagnosis of mental illness are responsible for taking care of themselves by following the professional advice they are given. They should also try to maintain their work performance by making use, where necessary, of reasonable accommodations in consultation with the manager, human resources specialists or the employee assistance program.
Your role as manager
The following is the suggested approach to take action.
Before meeting with the employee in difficulty
In an emergency
Sometimes disturbing events can happen unexpectedly and be very upsetting for those who witness them. For example, an employee may suddenly exhibit inappropriate behaviour become violent or undergo an emotional crisis. If this happens, you will need to call in the experts.
As soon as an employee poses a danger to his or her own safety or that of others, you must immediately seek outside help by contacting:
- the security services of your organization and/or 911:
- the employee assistance program if professional counsellors are available on site in your building.
First and foremost, keep yourself safe. Never remain alone with an employee undergoing a crisis.
While waiting for assistance, tell the employee that you have called for help and that you have done this because you are concerned about him or her. Remain with the employee until help arrives.
If it is possible to take the employee to a closed office or conference room, do so. This will be more respectful of the employee's privacy and less traumatic for the employee's colleagues.
- You are not alone in dealing with the situation
Plan the meeting by tapping into expertise (employee assistance, labour relations, etc.).
- Take some time to reflect on your own experiences with mental illness
You must ask yourself certain questions before meeting with the employee: are you comfortable dealing with mental illness issues? Have you ever experienced a mental health problem or helped someone close who was affected? If so, what happened? What aspects of your approach worked well? What would you do differently? The answers to these questions will help you develop the empathy required for your contact with the employee to be effective.
- Take stock of your own prejudices concerning mental illness.
Everyone has prejudices. You simply have to be aware of your own prejudices, so that you can either curb them or set them aside to prevent a negative impact on your contact with the employee.
- Familiarize yourself with your organization's human resources policies and reasonable accommodations.
- Have on hand a list of the resources available in your organization; for example how to reach the employee assistance program.
- Make sure that your conversation with the employee will be completely confidential by holding it either in a closed office or on "neutral ground".
Mental illness can cause concentration or confusion problems. For this reason, the employee may choose to be accompanied by someone, such as a representative of the employee, a union steward, etc.
- Be prepared to respond to any reactions and objections that the employee may have.
The employee may appear reluctant to discuss the situation, especially if the employee has previously witnessed discrimination against a person living with mental illness. If the employee seems ill at ease, find out what you can do in order to increase the employee's comfort level and confidence (see Appendix 2 for more information).
Model Of An Effective Conversation
The following model is adapted from Marshal B. Rosenberg's "non-violent" method of communication. This method may be used at any time to promote good interpersonal relations and has proved to be particularly effective in difficult conversations. The basic principles for communicating with sincerity and empathy are as follows: Observing -Feeling - Needing - Requesting (0-F-N-R).
Make your observations
- Inform the employee of the observable behaviour you have objectively noted.
- Emphasize the facts.
- Pay attention to the words and tone you use, as well as your body language.
Express your feelings
- If you feel comfortable doing so, express your feelings concerning the facts noted. Avoid interpreting the facts or making judgments. This will allow the employee to feel that someone is listening and to have more confidence.
- Show empathy and understanding. Bear in mind that mental illness does not happen only to other people. One Canadian in five will be affected by mental illness during his or her lifetime. Someday, it could be you.
Clarify your needs and the employee's needs
- Explain your concerns, needs or values as they relate to the facts and your feelings, and pay attention to those expressed by the employee.
Make your request in a positive, concrete, and achievable way
- Clearly describe the change in attitudes or behaviour you are looking for in relation to what you have observed. Indicate what you want the employee to do in order for the situation to improve, from both your point of view and the employee's. Be clear about how this is to be done, the time limits for taking action, and the way in which the situation will be followed up (for example, by making an appointment for another meeting to discuss the situation).
Example: I have noticed that you were absent three days in the past two weeks (0). 1 am worried about you and I am concerned (F) because I need everyone on the team to perform their duties consistently (N). I would like us to discuss what can be done to prevent the situation from getting worse (R).
It is always a good idea to end this type of conversation by asking the employee to summarize what he or she has understood, so that you can rectify any misunderstanding. Make sure both parties are satisfied with the means to be used to improve the situation. It is also recommended that you summarize in writing the follow-up measures you have both agreed to (e.g., by sending an e-mail to the employee and to any other person concerned).
Follow-up after the meeting with the employee
You have come to an agreement with the employee about the action to be taken so that the employee can perform well and maintain his or her balance at work. You must now take the appropriate follow-up action to ensure that the employee's performance improves and that the employee's health does not get worse because of work.
A case history
"One of my employees who was on sick leave as a result of burn-out unexpectedly appeared in my office one day in a state of extreme agitation. In a fit of anger, he started speaking incoherently and threatening to take it out on his immediate supervisor Security services were called. They knew what to do so that the employee got immediate medical attention, and made him understand that our actions were not designed to shut him out or to interfere in his personal affairs but rather to protect him and his colleagues. We also made him realize that making threats was serious and unacceptable behaviour."
- First and foremost: take care of yourself!
- Have realistic expectations for yourself and for the employee
- Avoid acting as a saviour
- Limit the amount of time and attention you spend on the employee
- Seek support for yourself
- Make sure that the employee has enough leave credits.
It is not a good idea to make informal arrangements with the employee to compensate for the employee's absences. Make sure that the employee understands his or her benefits. As soon as the employee goes on leave, have the employee contact the compensation specialists as soon as possible to make adequate arrangements in terms of leave or disability insurance.
- Provide effective supervision.
Make sure that the employee is carrying out the follow-up measures that were agreed upon. For example, you could schedule regular meetings in order to discuss the results achieved or to make adjustments. Use this opportunity to praise the employee's efforts and the objectives achieved, or to make changes based on how things are going.
- Be aware of the impact on the team.
If the employee needs to be absent for an extended period or if temporary accommodations are put in place, inform the other employees of this, as appropriate, without revealing any confidential information.
If a critical event has taken place, you can request the employee assistance program to hold a debriefing session with the employees.
- If the employee continually refuses to cooperate, seek assistance immediately from your employee assistance program and labour relations.
While Your Employee is Away
Occasionally, an employee living with a mental illness may need to be away from work for an extended period in order to, for example, adjust to a new medication or to receive intensive treatment.
Is it appropriate to contact an employee who is absent for an extended period? Some managers are reluctant to do so. However, occasional telephone calls will help the employee feel supported during the convalescence period and will give you a heads-up on the arrangements that may be needed to facilitate the employee's return to work.
Steps to be taken
- Call the employee for news from time to time.
- If you are not sure how to go about this, consult the experts;
- Emphasize that the employee's recovery is of primary importance;
- Avoid giving detailed answers to the questions the employee may ask about work but give the employee general reassurance;
- Do not push the employee to return to work as it could create feelings of guilt related to his or her absence;
- Keep the employee informed of any major changes that could take place in the organization.
- Obtain assistance in planning the employee's return to work.
Do not wait until the last minute to prepare for the employee's return to work. Discuss it as soon as possible with the appropriate resource persons. This will allow you to offer the employee various options for returning to work that meet your operational requirements, the employee's needs, and employer obligations.
- Consider the climate in the organization.
If there is reason to believe that an unhealthy work environment, a workplace dispute, harassment or any other organizational cause is an influencing factor in the employee's absence, seek help in taking quick and effective action on both individual and organizational levels.
- Seek advice on how you can improve your own management practices if you wish to expand or update your knowledge.
Returning to Work
It is never easy to return to work after an extended absence, particularly if the person's customary abilities are affected for a time because of the illness. It is especially difficult for a person living with mental illness, given the prejudices and the discrimination that are still common in our society today.
An employee living with mental health problems often needs to return to work gradually in order to avoid a relapse and to ensure that he or she is fully recovered.
Reasonable accommodation must therefore be made that reflects both the employee's capacities and operational requirements. Typically, this accommodation may be adjusted as the employee
Role of the organization
The "return-to-work" interview
A good management practice is to hold a "return-to-work' interview with any employee who has been absent for a fairly extensive period. If the absence was only for a few days, this can be done informally. This will allow you to always have an idea of who is absent within your team and to take the pulse of the unit in terms of what is going on. It is important to hold an interview of this kind for ALL absences, not only in cases where employees have been absent because of excessive stress or mental illness.
Line Managers' Resource
The employer must comply with the law and policies governing employment equity, which set out reasonable accommodations for individuals who have a disability, including mental illness (which is often described as an "invisible" disability).
Role of the employee
The employee is responsible for following the professional recommendations made respecting his or her return to work. To the greatest extent possible, and depending on the employee's condition, the employee should also communicate his or her needs, abilities and limitations to management, as clearly as possible, so that the employee can meet performance expectations during the recovery period.
Your role as manager
- Contact the employee at least two weeks before the scheduled return to work.
Keep in mind that the person in difficulty is often in the best position to determine exactly what he or she needs in order to be productive. Take these preferences into account, but do not forget your own operational requirements and any advice you have received from the specialists (see Appendix 4 concerning possible accommodations).
"Two weeks before I returned to work, my manager called me to ask what / needed to make my return to work easier. I told him that my greatest fear was that my colleagues would treat me like a crazy person and would no longer trust me. I told him that I would like my colleagues to treat me as they would if I were returning to work after a physical illness and I gave him permission to pass this message on to my colleagues. When I arrived, I found on my desk some flowers and a welcome-back card signed by everyone on the team. That did me a world of good ".
- Invite the employee to meet with you the week before his or her return to work.
This meeting is useful for the employee to "break the ice" because it will allow the employee to meet some colleagues and regain contact with the workplace. During this meeting, clarify the plan for the employee's return to work. Make sure that expectations on both sides are realistic.
- Ask the employee how he or she would like to be welcomed by the team.
Most of the time, employees who have a mental illness like to be welcomed in the same way as any other person returning after an extended absence. Ignoring the employee "because we don't know what to say" is often devastating and creates feelings of isolation. A warm and natural welcome is encouraged.
- Take the time to welcome the employee back.
For example, go and see the employee to welcome him or her back to work. At the end of the employee's first day, ask the employee, in confidence, how things have gone and whether you can do anything to help. In the following days and weeks, continue to pay particular attention to the employee and to the employee's performance and well-being.
The Duty To Accommodate With Respect To Mental Health
The "duty to accommodate" refers to the obligation of the employer to take steps to eliminate disadvantages to employees and prospective employees resulting from a policy, rule, practice, or physical barrier that has or may have an adverse impact on individuals or groups protected under the Canadian Human Rights Act, or designated groups under the Employment Equity Act.
Just as individuals with physical disabilities may require physical aids in the workplace, individuals living with a mental illness often require organizational accommodations to be made. All efforts must be made to explore accommodation options without undue hardship* taking into consideration operational requirements.
When an employee has a learning disability or a physical disability such as a hearing, visual or motor impairment, the employee is sometimes more prone to depression (for example, because of the social isolation that may result from the employee's disability or an additional stress caused by inadequate accommodation). You have a role to play in making sure that the employee has genuine support and has everything required to carry out his or her work.
*Based on the Policy and Procedures on Accommodation of Mental Illness, Canadian Human Rights Commission
Staying Healthy at Work
How do you ensure that an employee living with a mental illness remains comfortable and productive at work and an asset to your organization?
Good management practices
Here is some good news: the practices required here are exactly the same as those that already form part of your job as manager. In fact, if you adopt sound management practices at all times, you will be able to prevent excessive stress in the workplace and increase the well-being and commitment levels of all your employees.
By promoting a work environment based on values and ethics, emphasize the following four points * so that you and your team will enjoy a healthier and more productive work environment.
Ensure that your demands are realistic, both for your employees and for yourself
- Clarify work priorities and the roles and responsibilities for each task to be performed;
- Eliminate some of the activities and roles that are not essential;
- Help people to say "no" without feeling guilty, and do so yourself!
- Negotiate schedules with senior management where appropriate.
Increase employee control over their work
- Delegate, where possible, decision-making to individuals;
- Clearly indicate the difference between work that is essential and work that can wait (not everything is "urgent"!);
- Where necessary, encourage the use of additional resources during busy periods or consider sharing the work with other teams.
*Excerpt from Best Advice on Stress Risk Management in the Workplace Part 1 and Part 2 by Dr. Martin Shain.
Jobs that promote mental health
The following are the main characteristics of jobs that contribute to the mental health of the people who do them and the role that managers can play to this end.
- Encourage good relationships among the members of a team
- Help employees feel that their work is useful and that they are making a major contribution to the team and the organization
- Ensure that the work done is morally and ethically justifiable in the employees' eyes, in terms of both its results and the way in which it is done
Promouvoir la santé mentale au travail. [French only] Morin and Forest (2007)
Reduce effort and tension
- Pay attention to perfectionist tendencies, both your own and those of your employees!
- Take vacations and make sure that your employees take theirs;
- Facilitate work-life balance, both for yourself and for your employees, by promoting the use of flexible work schedules or other work options such as telework where operationally feasible;
- Allow your employees and clients to be involved in designing new work procedures when possible;
- Invest in technology, training and professional development in order to enhance the skills and competence of your staff;
- Encourage open communication and, when needed, make use of informal dispute resolution services available in your organization.
Increase rewards
- Support those employees who receive interesting assignment or promotion offers;
- Where possible, structure your organization to allow employees to develop professionally;
- Regularly give positive feedback when work is done well;
- Learn to recognize what each of your employees considers to be rewarding in his or her work.
Sound management practices are the best way to prevent problems of excessive stress and mental illness in the workplace.
Research has shown that the key factor that determines workplace well-being is participation by employees and their level of commitment to their work. This also applies to you as manager.
No policy or program will ever demonstrate better than you can the importance of a healthy work environment. As an individual and as a manager, your first responsibility is to look after yourself. If you pay attention to your own balance in the workplace, you will set an example for your employees and be better able to pay attention to their needs. Respecting yourself and others, keeping an open mind, and showing empathy and authenticity are all winning attitudes that go a long way towards promoting workplace well-being and performance.
Be well!
Appendix 1 - Signs Of Excessive Stress
- Difficulty in reasoning and making decisions
- Concentration difficulties
- Memory /confusion problems
- Decline in cognitive functions
- Excessive perspiration
- Dizziness
- Accelerated pulse
- High blood pressure
- Rapid breathing
- Excessive fatigue or excess nervous energy
- Sleep disturbances
- Changes in appetite and weight gain or loss
- State of emotional shock
- Sadness or distress
- Fears and panic attacks
- Depression
- Feeling overwhelmed
- Irritability and frustration
- Anxiety
- Withdrawal
- Depersonalization
- Feeling isolated
- Apathy
- Frequent crying
- Mistrust
- Mood swings
- Change in usual
- Decline in performance
- Changes in eating or sleeping habits
- Lack of personal hygiene
- Withdrawal and isolation
- Unusual taciturnity or excessive volubility
Appendix 2 - Answers To Employees' Concerns About Using The Employee Assistance Program
|If the employee says...
|Your answer could be...
1. I don't have time. / It's too far.
2. It's none of your business
3. Why don't you worry about your own problems?
NOTE: Do not let yourself get caught up in a discussion about yourself and try not to be on the defensive. Show empathy but suggest that the meeting be postponed if emotions are too intense.
4. The employee wants to tell you all about his or her problems, and does so.
5. You can't force me to use the EAP.
6. Are you saying that I have a problem?
7. I don't think the EAP is confidential.
8. I have the situation under control. I don't need any help.
9. The employee becomes emotional (crying/anger).
Appendix 3 - Resources
Consult the following resources for more information on mental health and illnesses and on ways of creating and maintaining a healthy work environment.
Canada School of Public Service
A Fine Balance: A Manager's Guide to Workplace Well-Being
Canadian Human Rights Commission - Overview of the duty to accommodate (Note: the Commission is available to discuss specific accommodation with you.)
Canadian Mental Health Association
Excellence Canada (Previously - National Quality Institute) (specializes in the development and sustainability of excellence through quality and healthy workplace environments)
Public Health Agency of Canada - Mental Health
Université Laval (Chair in Occupational Health and Safety Management)
Appendix 4 - Accommodation *
Flexible scheduling
- Flexibility in the beginning or end of working hours to accommodate effects of medication or for medical appointments.
- Part-time work (which may be used to return a worker to a full-time employment).
- More frequent breaks.
Changes in supervision
- Modifying the way instructions and feedback are given. For example, written instructions may help an employee focus on tasks.
- Having weekly meetings between the supervisor and employee may help to deal with problems before they become serious.
- Allowing extra time to learn tasks.
- Setting and monitoring reasonable, objective standards of performance, providing clear instructions and expectations, realistic deadlines, discretion over the day to day means and methods of work.
- Ensuring that the employee is treated as a member of the team and is not excluded from social events, business meetings, or other activities relevant to the job.
- Encouragement and praise of job performance but only if warranted and not obviously excessive.
- Recognizing contributions.
Changes in training
- Allowing the person to attend training courses that are individualized.
- Modifying job duties.
- Exchanging minor tasks with other employees.
Using technology
- Providing the employee with a tape recorder to tape instructions from a supervisor, training programs, and meetings if they have difficulty with memory, with the authorization of any individual concerned.
- Allowing an employee to use head phones to protect them from loud noises.
Modifying work space or changing location
- Allowing an employee to relocate to a quieter area where they can better concentrate.
- Allowing an employee to work at home.
*Based on the Policy and Procedures on Accommodation of Mental Illness, Canadian Human Rights Commission
In addition to the references already cited, the following documentation was consulted in the preparation of this guide.
Line Managers' Resource, A practical guide to managing and supporting mental health in the workplace, Mind Out for Mental Health, Department of Health, U.K.
Marshal B. Rosenberg, Les mots sont des fenêtres (ou des murs): Introduction à la communication non violente, Jouvence Éditions, 1999
"Understanding Anxiety Disorders" Canadian Mental Health Association
What You Need to Know About Mental Health: A Tool for Managers, The Conference Board of Canada
- Date modified:


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This is a guest post written by Mike. If you are interested in contributing to Social Web Q and A, please refer to our Write For Us page.
Developed in 2005 and launched in mid-2007 by Apple, the iPhone not only hit the market but swept its feet through its unique features and jaw-dropping performance.
A user interface phone that bridges the gap of technological limitations with high-end quality was dubbed smartphone due to its performance.
The wireless cell phone, earlier used only to access phone numbers to make or receive calls, has now become an all-in-one purpose server. From business to entertainment, from communication to sharing videos or pictures everything is and can be done by a gadget that fits our palm.
Though the market today is booming with so many phones that are user-friendly, there are several features that make the iPhone stand apart.
Its larger storage capacity of gigabytes dependent on the user's need, megabytes of memory storage, single or dual or tri-band cellular connectivity, voice control, USB ports, HD megapixel cameras, aluminosilicate body made to resist water, heat, and shock and retain beautiful design and appealing colors, touch screen with horizontal or vertical swipes on its LCD display for user-centered interactive effects, broadband connectivity access and support to upload or download not only user-desired apps but also movies.
All iPhones have a built-in, rechargeable, non-removable lithium-ion polymer battery, which means longer battery life and less recharge time. The CPU core ranges from 1GHz to several MHz and is compatible to work with various operating systems.
This new generation phone has free as well as paid access to applications that support customer-oriented amenities like GPS, games, entertainment, Wi-Fi, social networking, caller identify through phone numbers, search engines , mobile marketing, bill payment, confidential data storage, location awareness, voice identification, and so on.
When there is a gadget that provides all these features to concise the load of our everyday work then why wouldn't the iPhone be the hot cake of the market? Several generations of iPhones have been marketed so far, with iPhone 4S being its recent one, but the best part of technology is "it never rests:" there is always a desperation for a more newer and better version in everything and iPhone though is at its best, is still being converged into refinement.
After all there is always room for improvement and grab the attention of the user. To handle an iPhone is easy, hassle-free and doesn't require expertise, and if in doubt there is always customer care service number that provides assistance of any type to make things simpler and amiable.
Article written By Mike, Catch me @thetechlegend

subset: commoncrawl


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Tuesday Nite Connections
Every Tuesday evening throughout the busy ski season in Park City, Utah, dozens and sometimes hundreds of J-1 Work Travel participants and American seasonal staff gather for the Christian Center of Park City's Tuesday Nite Dinners. Volunteers serve heaping trays of home-cooked meals, games are played, and connections are made. This year's theme has been Rock n Roll, with each week featuring a different decade. Participants learned how to swing dance on 1940s week, and belted out 70s tunes at karaoke a few weeks later.
CIEE partnered with the Christian Center of Park City to include a sample of our Connect USA intercultural programming during the dinner on February 8th. Connect USA events are organized by CIEE throughout the U.S. during the busy summer and winter seasons, and offer students an opportunity to meet their peers and think critically about culture. For the event with the Christian Center, we dressed up in our 80s best and led an enthusiastic group of CIEE participants and their international and American friends in the Name Game. The evening closed out with a life-size game of Pac-Man involving cardboard cutouts and balloons.
We were thrilled to work with this wonderful local community organization to reach a wider audience and connect with even more participants! If you are interested in hosting a Connect USA event in your community, or if you have ideas for local organizations we can partner with, please let us know.


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Today we can reveal more information regarding the release of our debut album 'Risen'. Recorded by Rolf Munkes at his Empire Studios in Germany and mastered by music legend and award winner for Adele's '21' Tom Coyne at Sterling Sound in New York; 'Risen' follows the 2012 'Rising' EP and will be released on 20th October via Plastichead Distribution/MRR Records.
'Risen' Track Listing
01) After The Silence
02) Crisis Factor
03) Exalted
04) Loaded Question
05) End Of Daze
06) Merchants Of Khaøs
07) Ride The Chain
08) Hung The Moon
09) Imagined Danger
10) Static Windows
11) As Far As We Go
12) The Breathing Room
Check Out The Album Trailer Here:
Mark comments: "The subject matter transcends individual boundaries, hearkening to darker scenarios yet striving for resolution. The lyrical approach follows a trend of maintaining hope while facing difficulty and conflict. All the evil of mankind cannot suppress the people if they won't let it. Aside from the lyrics and tone, the project's unifying element is one of hard rock expression, which defies definition with every song."
Chandler adds: "Musically and lyrically 'Risen' is a continuation from 'Rising', which was just a taste but began to touch on some of the deeper subject matter that I wanted to develop further into my writing; I had also been writing some Outloud songs with deeper meanings but for me it wasn't really working in that setting. I knew I needed a different approach musically for it, and Khaøs seemed like the right fit so I channeled this focus there. I wanted an outlet to really convey problems with society, personal struggles, mental mechanisms, and the reasons for all of this. As always I leave the lyrics open to interpretation from the listener as each person will take something different from them, but these are general themes that are prevalent here."
Mark designed the artwork himself and discusses: "As a first full-length album, 'Risen' is a sort of baptism of fire for this band. The visual concept of the artwork tries to accentuate this primordial aspect, in a manner of speaking the birth of Khaøs and its origin. We used symbols like a faded version of Leonardo's Vitruvian Man for the background, a theme I was dealing with before starting this project. This picture reflects somehow many of the topics treated in our songs. It is static in structure but dynamic in its presentation of a moving, living man. A bit like our music"
"I had different ideas for the album cover first. I started with an orb but decided it was maybe too simple and too generic for this type of album. Finally I used that idea for the design of my guitar pic. Then I switched to the griffin theme. Chandler liked my very first sketch and we ended up using that exact picture for the album cover."
Check Out The Lead Single Video 'After The Silence' Here:
'Risen' will be released via Plastichead Distribution/MRR Records on 20th October.


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Rodrigo Terpins is an active member and rally driver in Bull Sertoes Rally Team. He attended Saint Hilaire and later committed himself to rally driving as his major. Rodrigo and his brother Michel have accumulated several participation in the race. This participation has improved their chances of winning. Through thorough experience in the racing industry, Rodrigo Terpins is now competitive in the T1 prototype category.
Rodrigo Terpins and Favricio Bianchini participated in prototype T1 group. The group composed of 7 stages and two states covering 2,600 kilometers. The 22nd edition is the largest off-road competition ever held in Brazil. The participants in the rally were often faced with several challenges, but some competitors from Bull Sertoes Rally Team still managed to secure top 5 places.
Rodrigo Terpins's car, # 326, aggressively managed to meet impressive results in the overall performance. Rodrigo Terpins is highly honored by several champion victories in Brazilian Bull Sertoes rally team. Rodrigo managed to take the third place in T1 prototype and took the eighth place in the overall ranking. Based on the competitive nature of the edition, only Minas Gerais and Goias states managed to succeed.
Rodrigo Terpins expressed his hope after the overwhelming performance in the 22nd edition. The decision to partner with Fabrio enabled them to secure higher performance levels in the car competition. Along with 11 other motorcycles, Rodrigo Terpins drove car #326 together with navigator Bianchini.
Moreover, Rodrigo is often featured in the car group. He has always craved to compete in T-Rex. His team is directly sponsored and supported by 100% Events, MEM team support, and Xarla among others. Rodrigo resembles after his father Jack Terpins, who is a successful entrepreneur and a lover of sports. Rodrigo is a huge fan in rally track competition while his father is a youth basketball enthusiast.
It is important to note that Rodrigo is deeply committed in sports, especially in rally driving. His brother Michel is equally a sports enthusiast who secured the 5th place during the 24th rally edition. Michel secured this place even with extreme terrain challenges that presented with the competition. You can visit Google to know more.
Read more: https://www.terra.com.br/noticias/dino/a-paixao-pelo-esporte-esta-no-sangue-de-rodrigo-terpins,1c23b1adb8235f237e617298007cc51857nbd5ll.html


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Smoke free environment
Policy Statement
It is the policy of Club Sapphire to provide a workplace that is free from risk of injury or illness to all persons including risks to health from exposure to side-stream smoke (or passive smoking where a person is exposed to hazardous by-products of tobacco smoke.
Aims and Objectives
Smoking is prohibited in all enclosed places, and in areas where another person may be exposed to tobacco smoke, regardless of whether or not the other person also smokes. Smoking is only allowed in designated smoking areas, and these are located so as not to allow tobacco smoke to contaminate any place where other persons may be present.
Club Sapphire will identify areas where smoking is allowed, and smoking will be prohibited in all other areas.
Smokers are to ensure that they smoke only in designated areas, and endeavour to keep smoking areas clean and tidy by using ashtrays and waste receptacles provided for them at all times.
Quit smoking
The Club will provide access to Quit programs for employees wishing to quit smoking.


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The U.S. Department of Health and Human Services (HHS) recently signed an agreement to fund development of the drug AB103, which is expected to combat cytokine storms within the body.
Development of AB103 will be supported by an 18-month contract worth $4.4 million, with Israeli biotechnology company Atox Bio. The contract may be extended for three additional years for a total potential investment of $23.9 million.
Cytokines are chemicals that regulate the body's inflammatory and immune responses. AB103 is expected to regulate the response of cytokines to avoid an overreaction and surge of these chemicals. A cytokine surge often complicates recovery and leads to organ shutdown.
AB103 does not suppress the immune response and protects against lethal infections of a wide range of bacterial pathogens in experimental models. Developers believe that resistance may not be an issue because the drug targets the immune system, not the bacteria.
The Biomedical Advanced Research and Development Authority (BARDA) will oversee development of AB103.
"Novel, host directed therapies like AB103 that target the immune system can help us address unmet medical needs such as necrotizing fasciitis, a severe skin and soft tissue infection," BARDA Director Robin Robinson said. "AB103 illustrates one of several approaches that BARDA is supporting as part of President Obama's new initiative to combat antimicrobial resistance."


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FC Porto is an example of excellence, passion and winning spirit. The trophies won during the 120 years of history make FC Porto an example to follow.
Highly recognized abroad, the organizational management and model have also achieved victories concerning sustainability, innovation and technology. The fact that the club has a place among the elite of European football makes the association to the brand a successful partnership.
FC Porto is a brand with a past of victories and eyes set in a successful future. It transmits confidence, quality, reliability and success to its partners in its different scope of actions.
The possibility to develop business relations between partners and the club by belonging to the FC Porto Partners Club, allows companies to benefit from a set of exclusive advantages associated to the brand FC Porto.


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Developer's Guide
This guide has undertaken some updates and refinement and developers should review the requirements for approved government web properties.
A Web Accessibility Guide has been included to assist you with meeting WCAG 2.0 AA standards for government web properties.
Rendering instructions and guidance for B.C. government corporate online style implementation.
The B.C. government is committed to providing consistency and predictability of its information and service delivery through the web. Corporate online branding governance provides strategic guidance, direction and accountability which are critical aspects of creating a unified citizen-centered web presence.
Terms of Use
Only B.C. government web properties that have prior approval, from the Joint Working Group (JWG), to replicate the B.C. government corporate online style may use this service. Any unauthorized use of this service will be found in infringement of copyright laws according to the Copyright Act.
Developers are to make themselves acquainted and informed with these requirements.
Any site developed on behalf of the B.C. government must:
- have been approved by the Joint Working Group through the governance and approvals process
- be developed according to the requirements in this guide; and:
- be responsive design (Bootstrap preferred)
- be accessible to Web Content Accessibility Guide (WCAG) 2.0 AA international standards
- adhere to the visual and writing styles from the web standards and guides; Writing for the Web; Plain Language Guide, Content Development Guide and the Visual Design Guide
- not duplicate information hosted elsewhere
- ensure all information relates and pertains to site intention
- host "static" content within CMS Lite (gov.bc.ca) where possible


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ERIC Number: ED192371
Record Type: RIE
Publication Date: 1980-Aug-15
Pages: 89
Abstractor: N/A
Reference Count: 0
Specifications for 1-6 Writing Skills Assessment Part I: Mechanics. Technical Note.
Humes, Ann; And Others
This paper specifies the assessment of those mechanics skills-handwriting, capitalization, punctuation, formats--that are needed for effective writing by students in grades one through six. An introductory section provides background materials, including explanations of how the skill specifications were selected and how they are presented in the report. Each skill is described in detail, followed by the presentation of sample assessment items and descriptions of how these items are constructed. (Four related documents provide assessment specifications for other writing skills, including spelling, language, general discourse, and discourse products.) (RL)
Publication Type: Guides - Classroom - Teacher
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: Southwest Regional Laboratory for Educational Research and Development, Los Alamitos, CA.
Note: For related documents see CS 205 894-898 and CS 205 900.


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Oxford MBA
Oxford MBA
Cross-cutting themes: Integrative modules
Our programme is built around three cross-cutting themes that relate to the world-scale challenges shaping today's business environment. These are explored in three integrative modules during the University terms. You will be able to experience how these resonate within other parts of the programme and indeed with guest-speakers, non-programme events and student-run conferences and competitions.
Integrative modules:


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Chinese Celebrate Year of the Snake Around the World
More News: http://www.ntdtv.ca This weekend was the Chinese New Year and for many people, a time for family friends and celebration. The annual holiday is the most widely celebrated holiday in China. Each year it creates one of the biggest mass migrations in the world as people travel home to be with their loved ones. February 10th was the first day in the lunar calendar, and for many Asian nations, the biggest holiday of the year. The celebrations began on February 9th, on the eve of the Lunar New Year. In China, families enjoyed dumplings together starting at midnight. While making the dumplings, a coin is hidden among the stuffing. It is believed that the lucky person who gets the coin will have good fortune and prosperity in the New Year. Another popular custom is to write calligraphy on red banners and hang them on doors. The words give wishes of future prosperity, good luck and hard work. On Sunday, hundreds of thousands of people gathered in Hong Kong for a spectacular multicultural parade. Street performers from 14 different countries paraded down the street, with 36 floats in total. Among the Chinese floats was the traditional Chinese dragon, floating high above the crowds. The dragon signifies good fortune, wisdom and benevolence in Chinese mythology. In London, the entire downtown was filled with Chinese New Year Celebrations. Marching down the street you could see the traditional dragon dance, red banners, martial artists, drummers, and dancing girls in traditional Chinese costumes. After the parade, dragon dancers performed on pillars to the beat of music and cymbals. But that wasn't the end of the celebrations. After dark, firecrackers lit up the night sky—a tradition that is supposed to scare away evil spirits. This year is the year of the snake, and according to Chinese astrology, it's a time to plan ahead. Often unpredictable, the snake is seen as ever changing, bringing great fortune and great sorrow at the drop of a hat.


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Lenovo will open its first PC production plant in the United States with operations expected to begin in 2013.
The Whitsett, North Carolina, facility will manufacture Think-branded laptop and desktop PCs, tablets and servers aimed at the US market, Lenovo said in a statement this week.
Lenovo, the world's number two PC maker, did not provide any investment figures but said it would create 115 jobs.
Over the past two years, Lenovo has invested in new plants and manufacturing joint ventures in China, Brazil and now the US to produce PCs and mobile Internet devices such as smartphones, it said.
Analysts have said Lenovo is set to overtake Hewlett Packard later this year as the world's largest PC maker.


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This purple dragonfly crystal suncatcher is uniquely designed with pointed and faceted Egyptian crystal on a silver bail, silver dragonfly wings and faceted purple crystal beads.
This purple dragonfly suncatcher comes on your choice of a silver chain with clasp (for ease of hanging on the rearview mirror) or a six inch chain with ring for hanging in a window, porch, sun room or wherever you choose!
Offering many unique and individually handcrafted crystal suncatchers and crystal rearview car charms!
Check out JG Beaded Jewelry on Facebook for new items, special offers and giveaways!


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Then, as now, the media was the propaganda arm of the DNC. The libs did everything they could to destroy him. As they rewrite history he has become their political antichrist and no one challenges the image anymore.
The left also never got over Nixon's nailing of Alger Hiss during the HUAC days. It became a religious tenet to them to despise and punish Nixon for this(perhaps more for that than for Watergate or Vietnam) despite his being relatively liberal for a Republican.
Good point but the real reason the 'media' was so hard on Nixon was his anti-communist actions in the 1950's. They showed their true colors by coming after him using the Watergate 'scandal' in the '70s. Nixon gained his first term in the House by beating a woman named Helen Gahagan Douglas, who Nixon described as the 'pink lady'...not really a red, mind you, just pink, almost a red...the 'media' never forgave him.
This is not to say Watergate wasn't a serious matter, but look at what some of these other tools (Kennedy, Johnson, Clinton, Obama) have gotten away with, with hardly a peep out of the 'media'...just follow the dots.


text: SYDNEY – British Film Institute head of sales Dee Emerson is segueing to the newly created position of European sales and acquisitions executive for Aussie distrib Beyond Films. Emerson takes up the London-based post late January.The appointment is further evidence of Beyond's determination to acquire more non-Australian fare. While Beyond acquired worldwide distribution rights to only three films from 1993-95, this year it nabbed most global rights to Irish-German co-productions "The Sun, the Moon and the Stars" (a family romance) and "Last Bus Home" (a post-punk drama), plus German-French love pic "Obsession," helmed by Peter Sehr, Germany's award-winning director of "Kaspar Hauser, Crimes Against a Soul's."


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I am actress, still trying to make my foothold strong in Bollywood. I had made a debut in Bollywood in 2004 but that went unnoticed and I moved on to south industry.
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Keeping Up with the Steins (2006)Actor
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Contact Now5F-MDMB-22015F-MDMB-2201 is very closely related to the better known 5F-MDMB-PINACA. It is an indazole 3 carboxamide that is beginning to be seen in synthetic CBs products around the world.Read More
Contact NowMMB-CHMICAMMB-CHMICA is an analytical reference material that is structurally categorized as a synthetic CBs. This product is intended for research and forensic applications.Read More
Contact NowSDB-005SDB-005 is an indazole-based synthetic CB that has been sold online as a research chemical. It is the indazole core analogue of PB-22 where the 8-hydroxyquinoline has also been replaced with a naphthalene group.Read More
Contact NowFUB-AMBFUB-AMB is a popular indazole-based compound, it is offered on the web as one of present-day resrarch chemicals. Over the past time the run on such agents is on rise. FUB-AMB is getting more popular due to the fact it combines some basic characteristics of 5-Fluouro AMB and AB-PINACA.Read More
Contact Now5F-AB-FUPPYCA5F-AB-FUPPYCA, also known as AZ-037, is a pyrazole-based synthetic cannabinoid that is presumed to be a potent agonist of the CB1 receptor and has been sold online as a research chemical.Read More
Contact Now5F-MN-245F-MN-24, also called 5F-NNEI and 5F-NNE1 is one of the indole group of synthetic CBs. It is understood to be a CB1 agonist, like most indole-type CBs. Its metabolism liberates amantadine, a compound closely related to APINICA.Read More
Contact NowNM-2201NM-2201 (also known as CBL-2201) is an indole-based synthetic CB. that presumably has similar properties to the closely related 5F-PB-22 and NNE1, which are both full agonists and unselectively bind to CB1 and CB2 receptors with low nanomolar affinity.Read More
Contact Now5F-ADB5F-ADB is an indazole-based synthetic CB. from the indazole-3-carboxamide family, which has been used as an active ingredient in synthetic CBs. Products. It is a potent agonist of the CB1 receptor, though it is unclear whether it is selective for this target.Read More
Contact Now5C-AKB485C-AKB48 is an analytical reference material that is structurally categorized as a synthetic CBs. The physiological properties of this compound are not known. This product is intended for forensic and research applications.Read More
Contact NowADB-FUBINACAADB-FUBINACA online differs from most other designer agents that are now available on the market. It was firstly discovered in Japan. In 2013 it was found in the smoking mixture. Unfortunately, there is little info concerning this chemical compound as it has become popular not so long ago.Read More


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Pip Murray is the Founder of the award winning food brand, Pip & Nut (www.pipandnut.com). Pip came up with the concept for the brand in 2013, while eating lots of peanut butter to support her marathon training. She noticed that most of the products on the supermarket shelves were packed full of palm oil and added sugars and realised that there was a gap in the traditional spreads category for a natural nut butter brand that also appealed to a younger demographic.
Following a successful crowd-funding campaign, Pip & Nut launched on to the shelves of Selfridges in January 2015. Since then, the brand has gone from strength to strength, turning over more than £3m in its first full year of trading and is on track to double this in 2017. Pip & Nut is now stocked in over 3,500 stores in the UK and Ireland, including Sainsbury's, Ocado, Boots, Holland & Barrett and Whole Foods. Pip & Nut was voted in at No.22 in Startups.co.uk's prestigious Startups 100 2017 – the definitive index of Britain's best and brightest start-up companies launched in the last three years.
Pip has won a host of industry awards, most recently including the Artemis Award at the NatWest everywoman Awards, Young Achiever of the Year at The First Women Awards and the Women in Business Award at theStartups.co.uk 2016 Awards. Pip & Nut's mission is to become the nation's favourite health food brand and has some ambitious plans in the pipeline to help make this happen, including exciting new product development and expansion into new territories.
Pip is speaking in our Leader's Lectures room on Friday. Get your tickets here.


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Engineering >> Industrial & Management Systems
Optimization for Producing Multiple Products
by Jose Diaz
Submitted : Spring 2012
This project focuses on optimizing the production of multiple products in order to get the biggest amount of profit available. Faced with fixed space and cost, one can find the amount of units produced of each that will maximize the profit the company will make. In this situation, the highest profit for the company is $44,928.62 by producing 1,385 of product A and 6,150 of product B.


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leave your review
Domino's Anchorage
Address & Contacts
Phone number
(907) 258-3030
(907) 258-3030
1028 E 5th Ave
99501 Anchorage
1028 E 5th Ave
99501 Anchorage
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- Domino's in Anchorage 601 W 36th Ave, Ste 8
- Hard Rock Cafe in Anchorage (1.46 km)
- Denny's in Anchorage (2.57 km)
- Popeyes in Anchorage (2.93 km)
GPS position
- Latitude : 61.2175573
- Longitude : -149.8638905
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Stella And Dot: From jewelry to apparelThe successful jewelry brand is planning a major evolution for this Spring: some items of clothing will be introduced in a few weeks.
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warpio's Log
Log Post #1Log Post #2 Topic List Image Map
Log Post #1 of 2
Log Post #1 | From: warpio | Posted: 8/15/2015 04:12:00 PMUpdated: 4/11/2017 10:04:36 PM
|Wow this backstory in the instruction manual is really good... looks like the enemy variety is very unique and huge compared to the first game...
In this you go to SR388 to destroy all the metroids... You start off with the long beam, the last game's high jump, and morph ball ability already.
- Level 1 -
- Metroid #39 down easily.. now the lava has fallen a bit, and this next area splits into 2 separate side areas.
- Level 2 -
- The first split path is a slightly complex Brinstar-like subsection with the bomb, 1 energy tank, ice beam, spider ball, some missile paks ... and 1 metroid... and a refill way up on the ceiling...
The spider ball is teased if you go to the dead end past the missile pak that you can't reach yet... have to back track here after getting it.
This game is deceptively linear... I'm gonna have to try doing a non-100% blind run while sober later on.
wow yeah... the spider ball makes exploring on your own way more fun... at the end of Level 2 you face 3 alpha metroids in a row with a bit of health refills (unless you grind)
- Level 3 -
omg this fortress submap is SO complex... tuuuuuubes
- died to the first non-metroid boss... didn't know you had to use missles to lure it to jump then use bombs against it
- ... okay you know what.. I was saving that energy tank in the one side-area up to that miniboss, as a free refill in between metroid battles... but now I think I may as well get it sooner
- Also the wave beam and super high jump is here... these areas that looked really tricky before are a piece of cake now.
- went into the water and got... the Varia Suit! That certainly tips the scales a lot more now... that spring ball boss is gonna be easy.
- some gamma metroids and alpha metroids, spider ball ceiling crawl... plenty of refills... killed the spring ball boss easily
- Level 4a -
looks like just a quick straight path to Level 5...
- Level 5 -
whoa this place is huge... had to look at the map closely to determine it's split up into 2 separate self contained areas, each with many dead end paths with important stuff to find...
- tried to take out all the metroids in lower section, but then needed to backtrack and do to upper section first for much needed missile refill.. then got Space Jump..
- the morph ball tunnels are getting more confusing now... got Spazer as upgrade from Wave Beam... and already traded it for Plasma Beam right after another metroid fight.. finally some more metroid fights back at that place where I ran out of ammo...
- Level 6 (4b) -
Levels 4/6 are more of a transition area than a full-blown submap...
- have to backtrack to where Level 4 lava was, and it has now gone down to Level 6... just one small side area with a Metroid...
Now there's platforming over lava.. you can't just rely on spider ball anymore.. but space jump makes it pretty easy
- that lowers the Level 5 lava, which leads to 2 more Metroids... and that lowers the Level 6 lava... finally that leads to the real next level
- Level 7 -
just found a save point and got the hell outta there. pointed a big pink arrow on the map to where I start next time...
⋆AniVG Loremaster⋆


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Berluti is slowly but steadily becoming a real household name that stands for luxury and class. Being a brand with long lasting tradition and distinctive craftsmanship, it's only logical this brand is close to any man who appreciates quality and timeless design. From Berluti history we already learned how this company developed into a fashion empire, what's its signature style and who influenced its iconic designs.
As you can see I give the berluti outlet my highest marks.Berlutishop.com does have a defective shoe policy within the first 6 months; the Customer service department at Berlutishop is excellent, they were very kind and without any problem at all scheduled a replacement for these.


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Holly Catterton Allen's guest editorial introduces 5 articles by experienced authors who continue to research this theme. Congregations are one of the few places where multi-generations meet regularly. Relationship building and faith formation can build bridges to unite generations. A toolkit of ideas for an intentional approach to intergenerational ministry is offered. A compact review of theological and biblical foundations reinforces the idea that interaction among all generations is God's holistic intent. Research on four participating congregations who intentionally moved to being intergenerational provides useful insights into the "how" and "why." The impact of intergenerational experiences in the discipling of adolescents in the broader congregation is illustrated in a model. The most critical factors in establishing intergenerational youth ministry in existing congregations are explored and accompanied by an overview of recommended practices. This special section of the journal concludes with annotations for ten publications since 2001 on intergenerational ministry.
Reviewed by Jan Goodyear


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Event Information
Candidate and Potential CPM Candidates Recruitment and Orientation Road Show
June 26, 2018
Add to Calendar
The Simon Companies Office Bld.
639 Granite Street, Lower Level Conference Center
Braintree, MA 02184
IREM Region 1
Boston Chapter, Connecticut Chapter and Rhode Island Chapter Sponsoring CPM Candidate Orientation Road Show
Sponsored by Boston Chapter, Connecticut Chapter, and Greater Rhode Island Chapter
Learn everything you need to know about why the CPM designation is necessary for your career advancement and the journey to achieving it. Join IREM Headquarters Chief Operating Officer, Lynn Disbrow, for a deep dive into the CPM program, including personal consultation.about the pathway.
Who should attend?
- Current CPM Candidates
- Current ARM, ACoM, and Associate Members who are pursuing or planning to pursue the CPM designation
- Property managers and other real estate professionals interesting in career commitment demonstrated by earning the CPM designation
- Anyone interesting in IREM and the potential of advancing their careers
- Chapter members involved in the recruitment and admissions process of earning an IREM credential
June 26, 2018
Guest Speaker: IREM Headquarters, Lynn M. Disbrow, CAE, Chief Operating Officer
June 26, 2018
Guest Speaker: IREM Headquarters, Lynn M. Disbrow, CAE
Chief Operating Officer
Time: 8:30 a.m. Registration (must register for this event no walkin's)
Breakfast Buffet: 9:00am-10:00am (Included with your registration)
10:00 a.m. to 11:30 a.m. Program
Fee: N/C | Space is limited! Sign up early!
Location: 639 Granite Street, Conference Room Lower Level, Braintree, MA (The Simon Companies Office)
Breakfast Sponsored by TBA
$0.00 Member Price:
$0.00 Non member
$500.00 Breakfast Sponsor, Signage (2) tickets Included
$500.00 Breakfast Sponsor, Signage (2) tickets Included


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Da Radio Show
About This Show
Show Info:
#1 Source for Independent Artist on LA's 1580 AM "Da Radio Show" Monday's at 10pm PST. Affiliated with Global Street Wave Network also heard on The Internationally Syndicated Stations 97.7 The Blaze and Push 97.8 Radio. follow us on social media @DaRadioShow brought to you by PlayItOnAir.com and WorldFamousVipRecords.com.Read more »


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Grade 12s - Dogwood District Awards (Performing Arts: Music)
The Dogwood District Awards recognize achievement in elective areas (music, band, etc.). Applying is easy! However, you must put together a portfolio to showcase your involvement in the area of your choice. Over the years, band students have made scrapbooks, CDs, Powerpoint presentations, videos/DVDs etc.
Make sure you download the application information. Read carefully.
Amount: $1000 ($500 to your post-secondary institution / $500 to you for books, tuition, supplies etc.)
Download the detailed information on the right.
Good luck!


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London, UK
At Pucker Clothing we pride ourselves in sourcing very rare one-off vintage new and used designer clothing...
Mens Vintage Adidas Jacket Cardigan Small Festival Sport
Date 1 Jun 2018
Buyer jakef326
Mens Vintage Ralph Lauren Jumper XL MERINO WOOL Sweatshirt
Date 28 May 2018
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one of the sweetest ralph jumpers i have ever owned, very nice
Mens Paul Smith Jeans W34 L36 STRAIGHT Button Fly MOD Denim
Date 16 May 2018
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Vintage Ralph Lauren Mens Polo Shirt Large Casual Sport
Date 11 May 2018
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Mens Vintage Levis 501 Jeans W34 L32 UK MADE Rare Straight
Date 20 Apr 2018
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Quick delivery, good quality
Mens Vintage Nike Hoodie Medium Jumper ATHLETIC Sport Loose
Date 31 Mar 2018
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Very good Hoodie!
Mens Vintage Versace Denim Jacket Large SPORT Slim 90's
Date 19 Mar 2018
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Mens Vintage Sheepskin Jacket Coat URBAN FESTIVAL Small
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Mens Dolce & Gabbana Shirt Striped SLIM Medium 15.5 Collar
Date 21 Feb 2018
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Mens Vintage Adidas Sweatshirt Jumper XL URBAN Festival 90's
Date 6 Feb 2018
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Mens Vintage Harrods Jumper ARAN Knit Medium Old School 80's
Date 6 Feb 2018
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Mens Adidas Originals Vintage Hoodie Small Retro Festival
Date 3 Jan 2018
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Date 13 Dec 2017
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Mens Tommy Hilfiger Hoodie Jumper Medium CASUAL Sport Zipper
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Mens Vintage Gucci Jacket Coat Medium Denim ITALIAN 90's
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Thesis defence M. Latifi: composites
31 May 2017 10:00 - Location: Aula, TU Delft - By: Webredactie TU Delft
Computational Modeling of Failure in Composites under Fatigue Loading Conditions. Promotor: Prof.dr.ir. L.J. Sluys (CiTG).
More information?
For access to theses by the PhD students you can have a look in TU Delft Repository, the digital storage of publications of TU Delft. Theses will be available within a few weeks after the actual thesis defence.


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Legal Status
Document Details
Published Document
U.S. Census Bureau.
The Department of Commerce, as part of its continuing effort to reduce paperwork and respondent burden, invites the general public and other Federal agencies to take this opportunity to comment on proposed and/or continuing information collections, as required by the Paperwork Reduction Act of 1995, Public Law 104-13 (44 U.S.C. 3506(c)(2)(A)).
To ensure consideration, written comments must be submitted on or before March 21, 2011.
Direct all written comments to Diana Hynek, Departmental Paperwork Clearance Officer, Department of Commerce, Room 6616, 14th and Constitution Avenue, NW., Washington, DC 20230 (or via the Internet at email@example.com).Start Further Info
Requests for additional information or copies of the information collection instrument(s) and instructions should be directed to Fay Dorsett, U.S. Census Bureau, Service Sector Statistics Division, HQ-8K071, 4600 Silver Hill Road, Washington, DC 20233-0001 (301-763-2687 or via the Internet at email@example.com).End Further Info End Preamble Start Supplemental Information
I. Abstract
The economic census, conducted under authority of Title 13, United States Code (USC), is the primary source of facts about the structure and functioning of the Nation's economy. Economic statistics serve as part of the framework for the national accounts and provide essential information for government, business, and the general public. Economic data are the Census Bureau's primary program commitment during nondecennial census years. The 2012 Economic Census covering the Retail Trade and Accommodation and Food Services sectors (as defined by the North American Industry Classification System (NAICS)) will measure the economic activity of more than 1.7 million establishments. The information collected will produce basic statistics by kind of business on the number of establishments, sales, payroll, and employment. It will also yield a variety of subject statistics, including sales by product line, sales by class of customer, and other industry-specific measures. Primary strategies for reducing burden in Census Bureau economic data collections are to increase reporting through standardized questionnaires and broader electronic data collection methods.
II. Method of Collection
Mail Selection Procedures
Establishments in the Retail Trade and Accommodation and Food Services sectors of the economic census will be selected from the Census Bureau's Business Register for a mail canvass. To be eligible for selection, an establishment will be required to satisfy Start Printed Page 3082the following conditions: (i) It must be classified in the Retail Trade or Accommodation and Food Services sector; (ii) it must be an active operating establishment of a multi-establishment firm (i.e., a firm that operates at more than one physical location), or it must be a single-establishment firm with payroll (i.e., a firm operating at only one physical location); and (iii) it must be located in one of the 50 States or the District of Columbia. Mail selection procedures will distinguish the following groups of establishments:
1. Establishments of Multi-Establishment Firms
All active operating establishments of multi-establishment firms will be included in the mail component of the potential respondent universe. We estimate that the 2012 Economic Census mail canvasses for the Retail Trade and Accommodation and Food Services sectors will include approximately 710,000 establishments of multi-establishment firms.
2. Single-Establishment Firms With Payroll
As an initial step in the selection process, we will conduct a study of the potential respondent universe. This study will produce a set of industry-specific payroll cutoffs that we will use to distinguish large versus small single-establishment firms within each industry or kind of business. This payroll size distinction will affect selection as follows:
a. Large Single-Establishment Firms
All single-establishment firms having annualized payroll (from Federal administrative records) that equals or exceeds the cutoff for their industry will be included in the mail component of the potential respondent universe. We estimate that the 2012 Economic Census mail canvasses for the Retail Trade and Accommodation and Food Services sectors will include approximately 274,000 large single-establishment firms.
b. Small Single-Establishment Firms
A sample of single-establishment firms having annualized payroll below the cutoff for their industry will be included in the mail component of the potential respondent universe. Sampling strata and corresponding probabilities of selection will be determined by a study of the potential respondent universe conducted shortly before the mail selection operations begin. We estimate that the 2012 Economic Census mail canvasses for the Retail Trade and Accommodation and Food Services sectors will include approximately 217,000 small single-establishment firms selected in this sample.
All remaining single-establishment firms with payroll will be represented in the census by data from Federal administrative records. Generally, we will not include these small employers in the census mail canvasses. However, administrative records sometimes have fundamental industry classification deficiencies that make them unsuitable for use in producing detailed industry statistics by geographic area. When we find such a deficiency, we will mail the firm a census classification form. We estimate that the 2012 Economic Census mail canvasses for the Retail Trade and Accommodation and Food Services sectors will include approximately 133,000 small single-establishment firms that receive these forms.
III. Data
OMB Control Number: 0607-0927.
Form Number: The 33 standard forms, seven classification forms, and two ownership or control fliers used to collect information from businesses in these sectors of the Economic Census are tailored to specific business practices and are too numerous to list separately in this notice.
Type of Review: Regular submission.
Affected Public: State or local governments, businesses, or other for profit or non-profit institutions or organizations.
Estimated Number of Respondents: 1,334,000.
Estimated Time per Response: .921 hours.
Estimated Total Annual Burden Hours: 1,228,600.
Estimated Total Annual Cost: $35,641,686.
Respondent's Obligation: Mandatory.
IV. Request for Comments
Comments are invited on: (a) Whether the proposed collection of information is necessary for the proper performance of the functions of the agency, including whether the information shall have practical utility; (b) the accuracy of the agency's estimate of the burden (including hours and cost) of the proposed collection of information; (c) ways to enhance the quality, utility, and clarity of the information to be collected; and (d) ways to minimize the burden of the collection of information on respondents, including through the use of automated collection techniques or other forms of information technology.
Comments submitted in response to this notice will be summarized and/or included in the request for OMB approval of this information collection; they also will become a matter of public record.Start Signature
Dated: January 12, 2011.
Glenna Mickelson,
Management Analyst, Office of the Chief Information Officer.
[FR Doc. 2011-945 Filed 1-18-11; 8:45 am]


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Looped in payments app turns charitable for Boston Food Bank
Mobile payments application looped in is hosting a fundraiser to raise awareness of the app and encourage users to purchase in-app meals for donation to the Greater Boston Food Bank, suggesting that smaller payments apps could stand to leverage live events and fundraisers to reach new audiences.
On March 31, consumers are encouraged to visit Boston's SA PA Modern Vietnamese Restaurant and purchase a meal via looped in to receive 15 percent off and fuel the app to donate $5 per meal bought. The event, titled "Loop In to End Hunger," is taking place from 10 am to 11 pm.
"We hope that the awareness we raise for looped in's participation in all charitable events and campaigns is that we are a company that cares about community and being an involved corporate citizen," said Rivka Tadjer, chief marketing officer and strategic business development at looped in, Boston, MA. "We hope other organizations reach out to us for our help.
"We do believe live events are critical to raise awareness for causes, and perhaps equally important, create the energy and momentum needed to get people involved. These events are about the causes, not about us, except to the extent that we can help more people the more members of the looped in community we have," she said.
"Our company truly believes in tithing as a key responsibility."
Corporate social responsibility
Looped in is engaging in corporate social responsibility by assisting the Boston-based food bank in helping residents in need. Consumers are encouraged to download the app, which is powered by PXT Payments and is billed as a payment app for college life, to offer help to their community in an easy and effective way.
Users are offered the incentive of 15 percent off their meals at the event, a tactic that will likely resonate with those wanting to combat hunger in Massachusetts.
Looped in believes this turns the simple process of purchasing a meal into a charitable act, and also ramps up awareness for mobile payment apps and rewards, which looped in has a strong commitment to.
To participate, customers should download the looped in app from the iTunes App store or Google Play and arrive at the Beacon Street location of SA PA Modern Vietnamese Restaurant. They may then pay for their meals directly within the app.
"The Food Bank fundraiser appeals to a small, but highly engaged segment of consumers who want to do business with firms that they believe share their values," said Ron Shevlin, senior analyst at Aite Group, Atlanta, GA. "So from this perspective, this can be a smart move on looped in's part.
"But to truly gauge the success of its efforts, looped in should really start with a benchmark of how aware are consumers today of their app, to re-measure that awareness at some point after the event."
Tapping live events
Although looped in's current primary audience is college students, the fundraiser could potentially help the app reach other Boston citizens interested in streamlining their payment processes.
"I work with a lot of financial institutions who sponsor live events," Mr. Shevlin said. "The lesson from their experience is that sponsoring live events can pay off, but that the payoff really comes down the road, after sponsoring an event year after year for a number of years.
"In this particular instance, looped in may not see immediate results. But if continues to sponsor the event year after year, it may very prove to be beneficial."
Looped in will also likely reach more consumers due to the growing trend of mobile payment platforms, thanks to the popularity of Apple Pay and Softcard.
"I do see mobile payments apps taking off even more in 2015, as the natural evolution of apps themselves and increasing smartphone use lead us there, both domestically and globally," looped in's Ms. Tadjer said.
Final Take
Alex Samuely is an editorial assistant on Mobile Commerce Daily, New York


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Bruce Chernof
Connecting the dots in healthcareAugust 31, 2015
A small set of community-based organizations are seeking to deliver coordinated care to people coping with multiple chronic conditions and functional limitations who wish to live well and safely in the community.
Long-Term Care Commission members shed light on financing deliberations, urge continued political pressureSeptember 11, 2014
Long-term services and supports should be a major focus of next year's White House Conference on Aging, and advocates should work to keep financing reform in the spotlight during the upcoming mid-term Congressional elections, according to members of the federal Commission on Long-Term Care.
Lack of information prevents long-term care planning even for those with high incomes, SCAN report findsAugust 16, 2013
Americans who are earning high incomes often do not plan sufficiently for their long-term care needs, according to a new report from the SCAN Foundation and Langer Research Associates.
Tight timeline forces LTC commission to narrow its ambitions, member saysJune 18, 2013
With its report due by the end of September, the Congressional Long-Term Care Commission is setting its sights on what can be accomplished in an "extraordinarily short time-frame," according to member Judith Stein, executive director of the Center for Medicare Advocacy.
60 seconds with ... Bruce Chernof, M.D.April 01, 2013
Q: What are the top issues the Long-Term Care Commission needs to address? A: We need to address the knowledge deficits that exist in the general public about long-term care needs. And we need a new set of tools that helps people better prepare as they age.
The long-term care jackal: Not just a bad dreamMarch 26, 2013
We must change the conversation around long-term care, dispelling myths and encouraging people to speak frankly and plan realistically for the needs of people as they age.


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The Wellbeing tapware range brings Enware's years of experience in producing lever tapware to modern tapware design, addressing the timeless requirements for ease of use, purpose, longevity and up-to-date aesthetic appeal. Oversize tubular spout has been designed to ensure a minimum of splashing with laminar flow outlets and flows regulated to ensure water efficiency. Optimised spout lengths to avoid water flowing directly into waste to prevent aeration of bacteria.* All spouts are supplied available with 5 or 6 Star WELS rating.
|Order code
|Enware Wellbeing 220mm Wall Spout Straight Bath Type
|Working Pressure Range
|50 - 800 kPa
|Recommended Maximum Pressure
|500 kPa **
|Working Temperature Range
|5 - 85 deg C **
|Document type
|File type
|BIM and 3D Files


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Continuing Legal Education
Continuing Legal Education credits are awarded for attending most live FDLI programs.
FDLI applies directly to Ohio, Pennsylvania, and Virginia for CLE approvals. New York recognizes Pennsylvania approvals. These states are generally recognized as approved jurisdictions by many other states, however, each state bar has its own requirements, and it is the responsibility of the attorney to know and fulfill the requirements.
FDLI applies for CLE credits prior to each meeting but sometimes the approval is not granted until after the meeting. As approvals are received, updated CLE information will be posted online, and you can request to be notified.
Up to five days prior to the meeting, registrations may be cancelled for a full refund (less a $75 fee) by notifying FDLI in writing. All refunds will be applied against the original form of payment. If FDLI cancels a meeting, FDLI is not responsible for any airfare, hotel, or other costs incurred by registrants. Some program topics and speakers may be subject to change without notice.


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How to speak lolcat
From LOLCat Bible Translation Project
ai can has pronowns?
Pronouns are almost destroyed in lolcat. Here are some examples:
- I -> ai (Sometimes I works better.)
- I am -> Iz
- me -> meh
- you -> yu Plural-> yuz
- he -> him
- his -> him
- she -> her
- hers -> her
- them -> dem
- they -> dem
- their -> dem
Him and her are abused.
- He went to the store and came back with nothing. He is very bad!
- Him goed to teh stowr an caem bak wif nofin! Him is vewee wet!
- I am trying to sleep. Could you please be quiet?
- Iz tryin to slepe. Yu be kwyet, k?
- She likes his taste in clothes a lot. I bet she dates him for that!
- Her liek him tayst in clofes lotz. Ai fink her dait him for dat!
- They keep looking over here. Maybe there is a stain on my shirt?
- Dey kep lukin ovah heer. oh noes! Iz has stane on mah shurt?
Abundant use of the word "srsly" is necessary.
-An thenn tehy wuz al ded. Srsly. (Exodus 1)
Want to see how well you've learned LOLcat? here's the test! What does this say:
Test 1: an teh ppl wen 2 teh pien tre and seds "o hai. we luvs ar pien tre!!!1!" srsly.
The people went to the pine tree and said, "Oh hi. We love our pine tree!" Seriously.
Test 2: Hai Iz likes pai
Hi, I like pie
Test 3: I can has peec uv pai?
Can I have a piece of pie?
How well did you do? Good luck reading!