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Exam Code: HPE2-T30 Practice test 2022 by Killexams.com team HPE2-T30 HPE OneView Exam ID : HPE2-T30
Exam Title : HPE OneView
Exam type : Web based
Exam duration : 1 hour
Exam length : 40 questions
Passing score : 70%
Delivery languages : Korean, Japanese, English
This test tests candidates' knowledge and skills on the HPE OneView
product and solutions. Topics covered in this test include positioning
the HPE OneView product in data center environments and its
architecture. Additional Topics include managing enclosures, servers,
and server profiles, resource health monitoring,
Environmental Resource Manager, appliance security, and REST API.
This test is intended forconsultants, sales engineers, and presales
engineers who will recommend, design, and demonstrate HPE server
solutions, particularly HPE OneView.
Advice To Help You Take This Exam
Complete the training and review all course materials and documents before you take the exam.
Exam items are based on expected knowledge acquired from job experience, an expected level of industry standard knowledge, or other prerequisites (events, supplemental materials, etc.).
Successful completion of the course alone does not ensure you will pass the exam.
Read this HPE test Preparation Guide and follow its recommendations.
Visit HPE Press for additional reference materials, study guides, practice tests, and HPE books.
Exam Objectives | Syllabus
10% HPE OneView - Transformation Areas
- Describe HPE Transformation Areas and position HPE OneView within the Transformation Areas.
15% Software Defined Data Center and OneView Value Proposition
- Describe positioning of HPE OneView product in data center environments.
15% Product Architecture
- Explain the architecture, product features, and implementation model.
7% Adding and Managing Enclosures and Servers
- Describe the functions performed by the HPE OneView Resource Managers; physical server, connectivity, storage, health monitoring, and environmental.
10% Creating and Managing Server Profiles
- Describe the purpose and configuration of key constructs, including Enclosure Groups, Logical Interconnect Groups, Logical Interconnects, uplink sets, network sets, networks, storage systems SAN Managers, volumes, and server profiles.
10% Resource Health Monitoring
- Describe Resource Health Monitoring concepts and configuration tasks.
10% Environmental Resource Manager
- Describe Environmental Resource Manager, including intelligent power devices, data collection, and topology configuration.
8% HPE OneView Appliance Security
- Describe the HPE OneView appliance security features.
15% REST API
- Describe the REST API capabilities and how it is used with HPE OneView HPE OneView HP mission Killexams : HP mission - BingNews
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https://killexams.com/exam_list/HPKillexams : I Don’t Donate to Politicians, but I Will to Liz Cheney
I am a minor-league philanthropist. I provide modest sums to animal shelters, the preservation of wildlife, children’s hospitals, my local public library, the Simon Wiesenthal Foundation and several other organizations and institutions. I don’t provide to universities, lest they think I encourage their wanderings from their true mission—although I have considered giving $5,000 to Northwestern University, where I taught for 30 years, and earmarking the money to be spent exclusively on a Jewish tight end for the football team.
I have never given money to politicians or political parties. Yet I am about to send a $200 check to Liz Cheney for her Wyoming congressional campaign. Ms. Cheney, who is trailing more than 20 points in the polls against Trump-backed candidate Harriet Hageman, appears all but guaranteed to lose her congressional seat in the Aug. 16 primary. She says she has been unable to campaign openly because of credible death threats posed, one assumes, by ardent Trump supporters. The Republican Party in her home state has abandoned her. It not only endorsed Ms. Hageman but flatly refuses to recognize Ms. Cheney as a Republican.
Fri, 05 Aug 2022 09:15:00 -0500en-UStext/htmlhttps://www.wsj.com/articles/i-dont-donate-to-politicians-but-i-will-to-liz-cheney-wyoming-congressional-campaign-trump-jan-6-attack-gop-republicans-11659707392?mod=hp_trending_now_opn_pos5Killexams : Family Still Matters: CEOs Who Support America's Most Important Institution
Last year when we first set out to honor the family as an integral part of capitalism and those who practice it the way it was intended -- by helping people to be the best they can be -- we knew we were onto something.
But something happened that we didn't necessarily expect.
It turned out to be one of our most-read articles of the year. Wow! We truly believed in the potential of the article when we wrote it, but we were happily surprised that it ranked so high.
Maybe we shouldn't have been. Because it's no secret that capitalism done right and respect for the family are inseparable. And a free economic system that is not completely dependent upon government support works only when the family support system is alive and well. So, companies that support family are crucial to the survival of capitalism. And apparently our business-savvy readers totally understand that.
But as we said last year, don't just take our word for it. One of the basic tenets of Marxism is that in a communist society, the family must be abolished because it is one of the biggest proponents of capitalism -- the system that communism aims to rid the world of.
Most people are aware of the communistic aim to rid the world of private property, but few are aware of its disdain for this other institution: family. Marxists believe the nuclear family acts as a unit of consumption and teaches us to accept hierarchy -- another totally human trait they don't like. And it also promotes passing down private property to children, something they believe produced class inequality.
Writes Karl Marx in his famous manifesto, "On what foundation is the present family, the bourgeois family, based? On capital, on private gain. In its completely developed form, this family exists only among the bourgeoisie. The bourgeois family will vanish as a matter of course when its complement vanishes, and both will vanish with the vanishing of capital."
Of course, we at IBT's Social Capital are fighting the good fight to make sure this never happens. We need capitalism to continue to help the world grow and prosper in order to create the greatest good for the greatest number, and we need families in order to have capitalism.
Any companies that do not get that -- really do not get capitalism.
We need capitalists who respect people, and you cannot do that without respecting the most important human institution the world has ever known: family.
So, this month once again we honor those CEOs and companies that are doing their part to not just endorse and support the family, but to actively engage and strengthen those families and the institution itself.
Jasmine Jirele, Allianz Life Insurance Company
Allianz Life Insurance Company of North America promotes itself to customers as providing peace of mind through the financial security of annuities and life insurance products. But what recommended the company to us for this Social Capital section is its commitment to providing peace of mind to its employees in their family life – and extending that from the individual employee to the employee's family. Part of respecting their families is helping employees with their worries and concerns for their families, and Allianz Life bends over backward to make that happen.
"Our values-based culture empowers employees to do the right thing to support our customers, our business partners, and our community," says Walter White, whom we honored last year as Allianz Life CEO. "Our focus is helping our customers secure their future, and this recognition is validation of our strong ethical foundation that enables us to fulfill this mission."
Although the company's top leadership undergoes the periodic changes that may be expected in large organizations, the CEO always brings a clear understanding of Allianz Life's corporate culture. White, who retired as CEO at the end of last year and is staying with the company as a director, served as Allianz Life's chief administrative officer, leading Operations, IT, Compliance, Suitability and the Central Project Office before assuming his position as CEO. And Jasmine Jirele, who's been at the helm since January, previously served as Allianz Life's chief growth officer since 2018, where she was responsible for defining the company's growth strategy, including its expansion into new markets, and leading product innovation, marketing, communications, Allianz Ventures and enterprise agile.
A true Social Capital CEO, Jasmine says, "Work is only one part of life for our employees, and we know that. What we have found is that when we provide employees space, flexibility and resources to manage their whole lives, it translates to happier, more engaged employees. But we also know it's more than just implementing the policies. It only truly works when it is represented in the actions and behaviors of all of us – particularly leaders – in respecting time, priorities and boundaries. Employees are their best when they have balance in their lives and care for themselves and their families first."
A hybrid work and flexible schedules as well as onsite daycare, health clinic, and health club facilities are employee favorites among a comprehensive list of Allianz's benefits. Parental and adoption leave is also an important policy, and feedback highlights how much it is appreciated. And Allianz's financial and employee assistance programs allow its employees and their families access to several additional programs and services that help them in many aspects of life.
"We know the past few years have been challenging for our employees and we have paid particular attention to the mental health of both employees and their families," Jasmine tells us. In furtherance of that, Allianz this year launched its "Learn to Live" resource for mental health, providing employees and their family members (age 13 and older) access to self-paced online programs and resources for stress, anxiety, depression, insomnia, substance abuse and more at no cost to employees or family member.
"Additionally, as part of our Employee Assistance Program, we announced that all employees are able to access eight free counseling sessions to help with work/life balance, legal guidance, or financial management."
Recognizing the importance of family and committed to Allianz Life's family-friendly culture as part of a successful business, Jasmine is leading in what we feel is the spirit of Social Capital.
Joe Ucuzoglu, Deloitte US
This huge company has a giant heart for families, and a whole lot of other human concerns, and its altruistic-minded CEO has a whole lot to do with it.
Deloitte US is a member of one of the world's largest professional services organizations, which provides audit, advisory, tax and consulting services. In other words, it is pretty big! And so often, we identify these giant corporations with having a less-than-caring approach to their employee's personal lives.
Yet year after year, Deloitte has been honored by family-focused publications like Working Mother and Parenting as a top company to work at. That's because it offers an incredibly vast and generous family-friendly culture that runs that reaches into so many levels of the work environment, from alternative schedules and remote jobs to an incredible maternity leave program that provides 16 weeks off to bond with a birthed or adopted child, as well as a similar benefit to care for a seriously ill child. Generous adoption and surrogacy programs offer employees up to $50,000 reimbursement of expenses.
Deloitte also provides an emergency back-up dependent care program if regular childcare is unavailable that covers infants through teenage children for up to 30 days per year.
Add to that an accepting attitude of personal family issues and concerns that makes it abundantly clear that your family is the most important part of your life, and they want to do everything they can to support that.
Why do business this way? Well, if there is one big reason for it, it's the deeply devoted beliefs of its CEO who believes wholeheartedly in our Social Capital approach to doing business.
"If we embrace the obligation to serve a broad cross-section of constituents, we do right by our employees, we do right by the communities where we live and work. By virtue of doing right by those constituents, profits will be an outcome, not the initial or primary objective," declares CEO Joe Ucuzoglu, "They're a natural long-term outcome."
All in all, it comes back to his belief, and ours, that people are the point of profits and not the other way around. And he believes wholeheartedly, like we do, that this philosophy is authentic, effective and will win out over archaic bottom-line thinking.
"On one end, there's some skepticism as to whether this is virtue signaling," explains Joe. "On the other end, there's some lingering debate about whether this broader focus on stakeholders detracts from shareholder returns. If you cut through all the noise, what we're seeing is actually a huge convergence of interests. This is core to sustaining a vibrant capitalist system. If you take a long-term view, the only way that you're going to deliver sustainable shareholder returns is to take really good care of all of those constituents."
We couldn't agree more Joe. And welcome to the movement.
Antonio Neri, Hewlett Packard Enterprise Company
Hewlett Packard Enterprise provides technology solutions that help customers rebuild and reshape their business and operational models in order to increase performance. But it's for how it helps families with its operational model and performance that we are honoring it.
With the company's whopping 26-week paid parental leave program and up to 36 months to transition back to full-time after a child is born, it's no wonder employees are big fans. HPE's incredibly family-friendly policy pays 100% of an employees' salary and is available to both mothers and fathers. The company even allows new parents to work part time for up to three years afterward as they transition back to work. That's how much the company values its employees and their dedication to their families.
It's the kind of thing that dreams are made of for new parents, but it's an everyday reality for the more than 60,000 HPE employees that is just one part of their "Work That Fits Your Life" program initiative designed to enrich the personal wellbeing and work-life balance of their employees through workplace flexibility, family leave and very helpful return to work options.
Any employee who has been at HPE for a year is eligible for the leave, which can be taken at any time within the first 12 months after the birth or adoption of a child.
Then, when the parent is ready to return, HPE's "Parental Transition Support" offers a flexible work arrangement policy that allows new parents the opportunity -- as mentioned above -- to work part time for up to 36 months after their child's arrival. That's three years of family flexibility!
Another big family favorite is "Wellness Fridays," which allows employees to leave work three hours early one Friday a month, plus something called "Career Reboot," which offers job opportunities and training for employees who may have been forced to put their careers on hold for a while to raise a child.
And for HPE's CEO Antonio Neri, all of it is part of an overall respect and push for inclusivity for all employees.
"At Hewlett Packard Enterprise, we are only as successful as our people," says Neri. "That's why we put them first and care so deeply about fostering a workplace that is unconditionally inclusive, extending all team members an equal opportunity to succeed with a sense of belonging."
Chris Todd, UKG
"If work is your No. 1 priority, you've got your priorities mixed up. Your No. 1 priority should always be family." This is the belief – long held and oft reiterated -- of Aron Ain, whom we honored last year as CEO and chairman of Ultimate Kronos Group. Now, the company continues that culture under the leadership of new CEO, Chris Todd.
"Everyone has a different purpose. My No. 1 job as CEO is to help create opportunities for U Krewers (our employees) so they can fulfill that purpose, whether that's inside or outside of work," Chris says. He believes that employees who are happy and inspired create a positive butterfly effect that starts with the customers and reverberates beyond work to help those employees Improve the lives of their families, friends, and those in need. "The thought of this butterfly effect originating from our 15,000 employees is what gets me out of bed each morning."
Many businesses proudly proclaim the "family atmosphere" they strive to create in their workplaces. But often, that refers to a congenial atmosphere at work. Ultimate Software, whose tagline was "People first," brought to its merger with Kronos an exemplary record of proving its regard for its employees' "whole life" with perks for their families. The merged entity, Ultimate Kronos Group, has a similar tagline: "Our Purpose is People," and earned recognition from Great Places to Work for committing to no layoffs during the pandemic, adding more employees, investing more into its employee benefits and continuing its philanthropic efforts.
But as the old adage says, "Charity begins at home." UKG lives this, extending its caring into the homes and families of its employees.
The extensive list of benefits UKG offers its employees includes many items that are found at other companies as well. But, under Ain's leadership, the sheer volume of benefits takes it to a rarefied level. UKG purposely strives to be one of the world's greatest people companies, and we honor it as a leader in Social Capital.
Proudly referring to the company's tagline mentioned above, Chris says that tagline works so well because of the duality of it. "If we do a really great job servicing our customers' people, we can do great things for our own people -- and that naturally extends to their families and communities around the world where we live and work." That's a Social Capital attitude, and we couldn't have said it better ourselves.
Chris notes that UKG's benefits program aligns with the company's purpose, culture values and business strategy, and credits the HR team for doing an excellent job of identifying and implementing programs that impact people across various stages of life.
"Our family-friendly benefits align with this stage-of-life focus," Chris says. These include fertility-treatment coverage and adoption financial benefits for those looking to start a family, a UKG Kids stipend to help cover the cost of extracurricular activities, free Tutor.com access for children of employees, and virtual exercise and wellness classes, including family yoga.
"One of my favorite family-focused benefits is our global UKG Scholarship Program, which awards 30 different scholarships for dependents of employees attending college or university." UKG extended this program in 2022, adding 10 new scholarships directly tied to its employee resource groups to recognize and reward students who demonstrate a drive to support belonging, diversity, equity, and inclusion.
Chris also points to the PeopleInspired Giving Foundation, a 501(c)(3) dedicated to providing financial assistance to UKG employees and their families who are physically, economically, emotionally, or otherwise adversely impacted by tragedy. "Many U Krewers around the world have thankfully used this foundation to receive financial support during trying times."
Edward Jones has been known for tempering long work hours with rewards that help employees relax and have fun – with family.
"Family is so tied to an individual's well-being," Penny told us in an exclusive interview last year, sharing her personal experience. "I'm happy when my family is happy. And when they're healthy and their well-being is in place and they're thriving, I'm able to do two things: I'm able to come to work better [and] … I'm not panic about them. My emotions can go to being the best that I can be at work."
The positive reviews we cited last year from job site Glassdoor by Edward Jones employees supports that reputation: "They very much value their employees. Maternity leave and time off is amazing." "Flexible working schedule, manage your own time." "Edward Jones is a fantastic place to work. The value associates and listen and respond to feedback to improve. As a LP they don't have to make decisions with shareholders in mind and can lead the business in a way that best fits the client AND associate."
Putting this philosophy into practice has earned Edward Jones a designation as a "Best Place to Work" and recognition here – last year and again this year -- for contributing to the Social Capital movement.
"I've found in my own personal and professional life that when I'm at my best in my purpose-driven work that I do at Edward Jones, that when I go home to my family, I'm teaching them values that are really, really important to the rest of their lives," Penny shares. "I have two adult daughters and my children both say, 'It was so important for me to see you doing something that you loved, that was making a difference for other people, and that showed us that that's the sort of thing that we should want to do.' And that makes for a healthy life."
That attitude continues to underscore Penny's leadership. "We recognize that the foundation of our success is our people. That includes the people we serve, the people we serve alongside, and the people who support us at home," she says. "Having the love and encouragement that our families provide is important to everything we do – our associates' families are, by extension, a part of the Edward Jones family. The pandemic served as an opportunity for many people to re-evaluate what's most important to them, and for a lot of people, family is more important than it's ever been."
Among the benefits Penny cites is a parental leave program she calls out as outstanding – it includes 16 weeks of full salary for primary caregivers and two weeks for secondary caregivers, and particularly noteworthy is the fact that using this leave doesn't impact the employee's vacation time at all.
Edward Jones also has a generous sick leave policy that allows associates to use it to care for sick family members, not just for an illness of their own. The newly instituted flexible work model in the company's home office locations preserves choice for most associates around where and when they work, allowing people the flexibility to integrate work with family time. And the enhanced wellness program offerings now include increased wellness seminars and enhanced mental health resources, to help associates be their best and live their lives to the fullest.
"Those are just a few of our most family-friendly benefits," Penny says, emphasizing the importance she and the company place on that area. And she eagerly brings up a notable, decades-long company tradition and event for Edward Jones's financial advisors: a multi-day summer regional meeting for each of the company's 313 regions across North America.
Admittedly not a benefit in the usual sense of the term, "The experience is part pep rally, part business meeting, and part family reunion," Penny says, "because families are included in everything we do. The multi-generational opportunity to bond with and learn alongside one another is a hallmark of our culture."
And that's a Social Capital value of the first order.
Jim Goodnight, SAS
As we revealed last year when we honored SAS for its family values the first time, the culture of SAS honors the importance of family, work/life balance and enjoyment of the workplace, and its amazingly extensive and varied menu of perks for employees serves as constant affirmation of how much they are valued at this software analytics company.
And they return that favor to the company with their loyalty. SAS's turnover rate is one-tenth of the industry average of above 20%. With the cost of turnover a tremendous financial loss to businesses, those statistics alone are concrete proof of the value of Social Capital. SAS is committed to helping employees, their families and retirees achieve balance in their lives by providing problem-solving, coaching, resources and referrals, and educational programs.
So, it is no wonder why ultra-practical CEO Jim Goodnight says the policies make estimable business sense as well. "My chief assets drive out the gate every day," says Goodnight. "My job is to make sure they come back."
And they do. The SAS employee sticks around for 10 years, and about 300 employees have worked 25 or more.
A few of their most-loved perks include generous vacation and volunteer time off. SAS starts you out with three weeks of vacation, plus an extra week off for winter break at the end of each year so you have plenty of time to celebrate with your family. Unlimited sick days, paid maternity and paternity leave plus adoption assistance and tuition assistance add to the overall appeal.
But that's not all -- not by a long shot. College-bound kids of employees at this analytics software company can take advantage of a scholarship program. The campus is home to a healthcare center and a recreation and fitness facility -- including family swim days and virtual interactive kid-friendly events. It even has a summer camp for school-age children. A work/life center offers resources and counseling on Topics like parenting teens. Subsidized childcare and elder care round out the family-friendly perks.
SAS provides innovative software and service to empower its customers to transform data into intelligence, and its founder, Jim Goodnight, was one of the first business leaders to practice what we are now spotlighting as Social Capital, since co-founding the company back in 1976. Goodnight believes that "what makes my organization work are the new ideas that come out of my employees' brains," and, operating from that conviction, he both respects his employees and cares about their happiness.
He consistently nurtures SAS's corporate culture of trust, believing that workers who consistently respect the organization's management will put forth their greatest commitment and contribution. And it is not a top-down approach to running the company, as feedback is solicited from employees to ensure SAS maintains that high level of trust -- and also on how they are being treated as human beings.
Building into the corporate leadership this regard for people as people, only those who demonstrate a natural inclination to support and help people are considered for any management position. In fact, SAS operates from the belief that the primary responsibility of its leaders is to facilitate the career success of other employees, not their own.
That is about as Social Capital-esque as you can get.
PricewaterhouseCoopers demonstrates its care for family in its comprehensive, flexible and competitive employee benefits program. It provides access to programs that can be tailored to meet the personal health and financial well-being needs of its partners, staff and, notably, their families. It also provides resources and programs to help staff pursue their professional goals and support their personal and family needs.
U.S. Chair and Senior Partner Tim Ryan is responsible for the setting the strategy and the tone on quality as well as leading the culture for the firm's 55,000 employees and partners.
In that spirit, he shares, "I am so proud to announce that PwC is launching a reimagined people experience, called My+, that is centered around choice and flexibility, and tailor-made to further support development, well-being, purpose and personal ambitions. It's our biggest and boldest reimagination of our people experience, and over the next three years, we'll invest $2.4B to bring this personalized experience to life. My+ will provide our people the power to build personalized careers, from choosing the types of assignments they work on, to the hours they work, to where they work and the benefits they need. Our commitment, the largest in professional services to date, lays the foundation for a future where our people can make customer-like choices, supported by consumer-grade technology, to build a personalized career experience at every stage of their life."
It's a first-of-its-kind people strategy that recognizes a fundamental workforce shift that extends beyond the conversations about whether people work in-office, remote or in a hybrid arrangement. "People are seeking opportunities that allow them to live their lives how they want to, including meeting the needs of their families" among other needs, Tim says.
Many of the employee benefits PwC has introduced in exact years aim specifically to support the family of the employee, and in the first year of the My+ transformation, the company is expanding parental leave for all parents from eight to 12 weeks, giving them additional time to bond with their newborn, newly adopted or foster care child. PwC also offers a two-week pre-birth benefit and a six-week post-birth disability benefit, which, when combined with the company's paid parental leave, allows birthing parents 20 weeks of paid leave.
Additional family-focused support includes access to emergency childcare backup centers, care reimbursements up to $2,000 annually and discounts on nanny and tutoring services; and in the very hot area of mental health, PwC continues to offer mental health resources and sessions to its people and their families at no cost, including access to free mental health coaching, therapy sessions, meditation resources and more.
Certainly, PwC's care for employees is evidenced in a veritable cornucopia of benefits and corporate culture enhancements, but for the scope of its support for family -- which extends to infertility, donor, freezing and surrogacy services – we are shining this month's Social Capital "family friendly" spotlight on PwC and Tim Ryan.
Chuck Robbins, Cisco
As the pandemic began easing, Cisco CEO Chuck Robbins expressed his belief that a new era was upon us in which business leaders would need to be more understanding of individual employees' needs, and that could not simply be a momentary trend.
"If we've learned anything over the last 18 months, it's that you have to be empathetic to the person's individual circumstances, and I don't think that's going to change," Robbins says.
And he has put his policies where his mouth is.
"We champion every family," the company proudly declares. "Every family has a unique story -- and we have benefits to support them all."
Let's start with paid time off to bond with a new child that is not dependent on gender but on the employee's care-giving role. Even grandparents are eligible if they are the primary caretaker for the child.
It's what Cisco calls "Our People Deal," and rather than a cookie-cutter approach, the amount of time off depends on whether the employee functions in a main or supporting caregiver role. The company provides a minimum of 13 weeks of paid time off for the main caregiver, although it may be longer. For a supporting caregiver, the company provides four paid weeks, to be taken within the first six months of the child's birth or adoption. Even Cisco grandparents can take up to three paid days off within one year of the arrival of a new grandchild.
Then there is $20,000 in financial assistance for adoption and surrogacy per child, and up to US$50,000 for family-planning expenses.
Support for parents of children with developmental disabilities comes through Rethink, a program to support Cisco parents of children with learning, social or behavioral challenges, or a developmental disability such as autism, Down syndrome or ADHD.
But the company's support of families doesn't stop there but continues throughout the life process with on-site children's learning centers. And back-up caregiver support available at affordable rates for children and adults.
Cisco also offers support for employees caring for a loved one who has suffered an accident or health issue, and for employees who are assisting aging relatives.
You say it's your birthday? All employees can take a paid day off within 10 days of their birthday to celebrate with their loved one.
Finally, Cisco's Critical Time Off (CTO) programs allow employees dealing with a death, illness or a natural disaster in their family to take care of the business of their families, allowing them to take time off at full pay -- without using their regular paid time off. And this benefit is extended to help "family," which is defined as anyone that employee "might rely on or who rely on them -- so they can be there for the people closest to them."
Sounds like a pretty good understanding of the value of family, but let's leave it to them to say it succinctly. Which they did: "We understand that our employees are also parents, colleagues and community members," proudly declares the company on its website. "We make it easier for our people to support and help the people they love."
Subscribe to Social Capital Newsletter
Do you believe in Social Capital? Do you want to learn how some of the most successful Social Capital CEOs in America are changing the world? Then please join this important discussion and movement by signing up for the Social Capital Newsletter. You will be the first to read, see and hear the incredible insights of some of the most dynamic business leaders in America. Plus you can enjoy VIP invitation only opportunities.
Fri, 05 Aug 2022 00:03:00 -0500entext/htmlhttps://www.ibtimes.com/family-still-matters-ceos-who-support-americas-most-important-institution-3597240Killexams : UN fact-finding mission will probe Ukraine prison killings
UNITED NATIONS (AP) — The United Nations chief said Wednesday he is appointing a fact-finding mission in response to requests from Russia and Ukraine to investigate the killings at a prison in a separatist region of eastern Ukraine that the warring nations accuse each other of carrying out.
Secretary-General Antonio Guterres told reporters he doesn’t have authority to conduct criminal investigations but does have authority to conduct fact-finding missions, and the terms of reference for a mission to Ukraine are currently being prepared and will be sent to the governments of Ukraine and Russia for approval.
Wed, 03 Aug 2022 10:07:00 -0500en-UStext/htmlhttps://www.timesunion.com/news/article/UN-fact-finding-mission-will-probe-Ukraine-prison-17349602.php?IPID=Times-Union-HP-nation-world-packageKillexams : Jill Biden carries out new mission in 2nd year as first lady
WASHINGTON (AP) — Jill Biden barnstormed the country during her debut year as first lady as if on a one-woman mission to help her husband's administration tackle the problem of the moment: getting people vaccinated and boosted against the deadly COVID-19 pandemic.
New headwinds blowing in year two — President Joe Biden's low standing with the public and November elections that could put Republicans back in control of Congress — have set her on a fresh mission: working to help elect Democrats who can help her husband.
Wed, 03 Aug 2022 16:28:00 -0500en-UStext/htmlhttps://www.timesunion.com/news/article/Jill-Biden-carries-out-new-mission-in-2nd-year-as-17350262.php?IPID=Times-Union-HP-nation-world-packageKillexams : Fruit production scenario gloomy in Himachal PradeshNo result found, try new keyword!The Mission envisages the production and productivity improvement of horticulture crops including fruits through various interventions.Thu, 04 Aug 2022 03:19:46 -0500en-intext/htmlhttps://www.msn.com/en-in/news/other/fruit-production-scenario-gloomy-in-himachal-pradesh/ar-AA10j8kQKillexams : Honda Civic Visual History: The Compact Leader, Generation by Generation
Before the Civic, compact cars with satisfying driving dynamics, reliability, and generally not sucking just didn't exist. It helped cement Honda's reputation for affordable, quality vehicles here in America, and the Civic has changed just as much as the sort of people who buy, drive, and modify them have. Now in its eleventh generation and with more than 22 million of them built, the Civic is a mainstay of the auto industry, a top seller in its class, and even carries performance cred thanks to its generations of sporty Si models and—available elsewhere for years but only recently here—hardcore Type R variants.
So, let's take a deeper look at one of the longest-running nameplates in automotive history as it turns 50 years old in 2022:
Mon, 01 Aug 2022 06:30:00 -0500entext/htmlhttps://www.motortrend.com/features/honda-civic-history-generations/Killexams : The odd barricades saga outside San Francisco Police Department's Mission StationNo result found, try new keyword!Two years ago, during the George Floyd protests, the San Francisco Police Department put up barricades on the sidewalk outside its Mission Station on Valencia and 17th streets. The purpose of the ...Wed, 27 Jul 2022 16:35:00 -0500en-ustext/htmlhttps://www.msn.com/en-us/news/us/the-odd-barricades-saga-outside-san-francisco-police-departments-mission-station/ar-AA102rWyKillexams : ‘Being driven by a purpose or a mission that feeds your needs and expectations helps create a safe environment,’ SHP meets Bertrand Gibert
Ahead of EHS Congress, taking place in Berlin in September, SHP catches up with speaker Bertrand Gibert, Vice President Environment Health & Sustainability atBioMérieux, to discuss the changing role of the safety professional and why a motivated workforce makes a safe workforce.
How did you get into safety and what do you enjoy most about your job?
Bertrand Gibert (BG): “I am a manufacturing engineer by training, with an emphasis on environment; one of my first projects was to build an environmental management system and quickly we discovered it was relevant to step back and embark safety in the process.
“It was about 20 years ago and my faith in taking care of the planet and the people upon it is still very noble and gives a lot of sense to make an impact.”
How do you think the role of a safety professional has changed throughout your career and what does the future hold?
(BG): “It used to be a very technical job only, very specialised, and somehow a stand-alone occupation mainly driven by regulations. Today it is a job that requires soft skills; technical skills are far from being enough in succeeding.
“Whatever is the safety role level of seniority, it requires dialogue with stakeholders, consultation, feedback, and co-building initiatives. The job is also more complex with new, developing, or emerging risks such as psychosocial risks, working from home and musculoskeletal disorders.”
You state that you are driven by building and nurturing organisations that motivate people, structure community of practices. Why do you think a motivated workforce makes for a safe workforce?
(BG): “Being driven by a purpose or a mission that feeds your needs and expectations helps create a safe environment in which people dare to execute, take actions for good. Then, you belong to something which is bigger than your own role and responsibilities and you evolve in an environment that you belong to; this includes interacting with your people, environment and acting in a safe way, where people think ‘being safe,’ before doing good.”
In your opinion, what makes a good safety ambassador within an organisation and what should you be looking for when appointing someone for that position?
(BG): “A good safety ambassador is someone who walks the talk, whatever their job or seniority, and focuses more on the safety performance (day-to-day efforts) than the results (numbers).
“Safety is a domain about people and so results are the consequence of what you have built or not built. I like to say, ‘inaction is action”. Many leaders minimise their micro-messages. They may send in few words or one attitude; they may have a huge impact on the safety mindset. I remember a leader who once told me, ‘I do not want to be best-in-class in safety, because today we are doing enough (i.e., my injury frequency rates have decreased) and I need to Improve other areas, such as non-quality cost and efficiency’.
“The safety culture he built was perceived to be minimal by his teams and he achieved the injury rates fitted with a number; he was the same person who later could not explain some injury peaks and safety degradation in his scope, except by formulating people take shortcuts and should think before acting. I like to appoint safety ambassadors who speak the truth, even if the circumstances are painful; leaders who are sensitive about details, like employees’ suggestions and complains; they often succeed in creating safety and overperform generally in their scope of work.”
You will be speaking about BioMérieux’s route to best-in-class safety performance at EHS Congress in September. What can you tell me about that journey and what will delegates learn from your session at the event?
(BG): “EHS Congress is the place to hear from others about their EHS anecdotes and practices. Overall, we all have the same challenge to create a safe workplace; I will humbly share how an organisation with a strong purpose to help save lives, driven by a long-term vision and an entrepreneurial mindset evolved from a safety compliance only approach to people empowerment dynamics, in order to make everyone accountable for safety.”
Hear more from Bertrand Gibert at the 2022 EHS Congress, taking place in Berlin from 13-14 September. Her session, ‘BioMérieux en-route to best-in-class safety performance,’ takes place on Day two of the conference.
The Safety & Health Podcast brings you the full recording of Louis Theroux’s keynote session at Safety & Health Expo.
Louis sat down with SHP Editor Ian Hart, in front of a packed Keynote Theatre audience, to discuss all things, from communicating effectively and working in hostile to health and health and wellbeing.
‘Being driven by a purpose or a mission that feeds your needs and expectations helps create a safe environment,’ SHP meets Bertrand GibertSHP catches up with Bertrand Gibert, Vice President Environment Health & Sustainability at BioMérieux, to discuss the changing role of the safety professional and why a motivated workforce makes a safe workforce.
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Sun, 31 Jul 2022 09:48:00 -0500text/htmlhttps://www.shponline.co.uk/culture-and-behaviours/being-driven-by-a-purpose-or-a-mission-that-feeds-your-needs-and-expectations-helps-create-a-safe-environment-shp-meets-bertrand-gibert/Killexams : Himachal Pradesh Cabinet decides to fill 500 posts of medical officers in health department
Cabinet also decided to fill up 880 posts of Community Health Officers on contract basis under National Health Mission in various Health and Wellness Centres of the State.
SHIMLA: Himachal Pradesh has decided to fill up 500 posts of Medical Officers in Health Department to ensure better health services to people nearer to their homes. Out of these, 300 posts of Medical Officers will be filled up through Walk In Interview within a month and 200 posts would be filled through the Himachal Pradesh Public Service Commission. Cabinet also decided to fill up 880 posts of Community Health Officers on contract basis under National Health Mission in various Health and Wellness Centres of the State. Chief Minister Jai Ram Thakur chaired the Cabinet meeting in Shimla on Thursday in which decision was also taken to fill up 19 posts of Medical Officers (Dental) in Department of Dental Health Services on contract basis that is 50 percent through Himachal Pradesh Public Service Commission and 50 percent on batchwise basis. It also decided to open Block Medical Office at Kafota in Sirmaur district alongwith creation and filling up of 18 posts of different categories. Cabinet gave its nod to extend Market Intervention Scheme for Procurement of Apple, Mango and citrus fruits namely Kinnow, Malta, Orange and Galgal for the year 2022 with an enhancement of Rs 1 per kg from last year. Under the Scheme, 144936 MT apple would be procured under MIS at the rate of Rs 10.50 per kg with handling charges of Rs 2.75 per kg. Under this scheme, 305 procurement centres would be opened as per the demand of the fruit growers out of which 169 collection centres would be opened and operated by HPMC and 136 by HIMFED. Approximately 250 MT seedling, 500 MT grafted and 500 MT Achari mango would be procured at the rate of Rs 10.50 for all varieties of mango. These would be procured through HPMC and HIMFED with handling charges at the rate Rs 1.30 per kg. Similarly, 500 MT Kinnow, Malta and Orange would be procured at the rate of Rs 9.50 (B grade) and Rs 9 (C grade) per kg whereas 100 MT galgal would be procured at the rate of Rs. 8 per kg with handling charge of Rs 2.65 per kg for citrus fruits and Rs 1 per kg for galgal. State Cabinet decided to lift the ban on transfers for ten days from July 18th to 27th. It also decided to recommend the Governor to convene the Monsoon Session of HP Vidhan Sabha in four sittings from August 10th to 13th. The Cabinet gave its approval for going ahead with signing of loan agreement through Department of Economic Affairs, Government of India with Asian Development Bank for Rs 1098.89 crore externally aided ‘Himachal Pradesh Rural Water Improvement and Livelihood Project’ for providing clean drinking water to every household of the State. This project would be financed through a loan of Rs 760.77 crore by Asian Development Bank and a counter fund of Rs 338.12 crore by State Government in the ratio 69.2 percent of ADB share and 30.8 percent of State share.
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Thu, 14 Jul 2022 04:53:00 -0500entext/htmlhttps://timesofindia.indiatimes.com/city/shimla/himachal-pradesh-cabinet-decides-to-fill-500-posts-of-medical-officers-in-health-department/articleshow/92876605.cmsKillexams : Czinger’s Bonkers New 3-D-Printed Hypercar Could Spark an Automaking Revolution
Helmeted and harnessed directly behind my pilot, I prepare for takeoff as the cockpit canopy shuts over us. It could be a scene from Top Gun: Maverick save for the fact that we’re not launching from an aircraft carrier but pulling out of pit lane at the Thermal Club’s track in a final prototype of the Czinger 21Chypercar.
The $2 million, carbon-fiber-bodied, tandem-seat Czinger 21C astounds with specs—1,250 hp, zero to 62 mph in 1.9 seconds, a claimed top speed of 253 mph—and recently blew away the McLaren P1’s production-car track record at Circuit of the Americas by six seconds. But more impressive—seriously—is the hybrid’s build process: The main structural components are designed by Czinger’s proprietary AI software and then 3-D-printed. “These structures cannot be made more perfect for the requirements inputted,” says Kevin Czinger, who, along with his son Lukas, cofounded Los Angeles–based Czinger Vehicles. “You could have 1,000 engineers and they would never get to this solution.”
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Figuring out how to put these “perfect Lego blocks” together was tasked to Lukas, with a degree in electrical engineering from Yale, who invented a fixture-less assembly system. In other words, there’s no part-specific fixture or tooling required to hold pieces in place during the robotic build. Meanwhile, his polymer team created an adhesive that bonded in under two seconds. The result is a 22-robot cell that doesn’t have to be retooled from one application to another, meaning the same hardware can transition from creating a rear frame to a full chassis with only a software change—a potentially revolutionary new approach to manufacturing.
Revolutionary, too, is the Czingers’ share-the-wealth philosophy. “The mission is to democratize the pinnacle of technology and engineering so that anyone can use it,” says Lukas. “We ultimately want to change the way anyone thinks about making anything.”