Corn, Soybean, Wheat Stocks All Lower in USDA’s Quarterly Grain Stocks…

first_imgHome Indiana Agriculture News Corn, Soybean, Wheat Stocks All Lower in USDA’s Quarterly Grain Stocks Report Facebook Twitter SHARE Corn, Soybean, Wheat Stocks All Lower in USDA’s Quarterly Grain Stocks Report Facebook Twitter Previous articleSoybean, Wheat Acres Estimated 5 Percent Higher, Corn Acres Up Less Than 1 PercentNext articleHAT Market Analysis for 3/31/21 with Tom Fritz of EFG Group USDA Communications Corn stocks in all positions on March 1, 2021 totaled 7.70 billion bushels, down 3 percent from March 1, 2020. Of the total stocks, 4.04 billion bushels were stored on farms, down 9 percent from a year earlier. Off-farm stocks, at 3.66 billion bushels, are up 5 percent from a year ago. The December 2020 – February 2021 indicated disappearance is 3.59 billion bushels, compared with 3.38 billion bushels during the same period last year.Soybeans stored in all positions on March 1, 2021 totaled 1.56 billion bushels, down 31 percent from March 1, 2020. Soybean stocks stored on farms are estimated at 594 million bushels, down 41 percent from a year ago. Off-farm stocks, at 970 million bushels, are down 22 percent from last March. Indicated disappearance for the December 2020 – February 2021 quarter totaled 1.38 billion bushels, up 39 percent from the same period a year earlier.All wheat stored in all positions on March 1, 2021 totaled 1.31 billion bushels, down 7 percent from a year ago. On-farm stocks are estimated at 284 million bushels, down 16 percent from last March. Off-farm stocks, at 1.03 billion bushels, are down 4 percent from a year ago. The December 2020 – February 2021 indicated disappearance is 388 million bushels, 9 percent below the same period a year earlier.Durum wheat stocks in all positions on March 1, 2021 totaled 42.7 million bushels, down 17 percent from a year ago. On-farm stocks, at 22.6 million bushels, are down 4 percent from March 1, 2020. Off-farm stocks totaled 20.1 million bushels, down 28 percent from a year ago. The December 2020 – February 2021 indicated disappearance of 18.9 million bushels is 46 percent above the same period a year earlier.To read the full Quarterly Grain Stocks Report, click here. SHARE By USDA Communications – Mar 31, 2021 last_img read more

163 patients waiting for beds in Irish hospitals

first_imgLimerickNews163 patients waiting for beds in Irish hospitalsBy Staff Reporter – September 7, 2020 106 Billy Lee names strong Limerick side to take on Wicklow in crucial Division 3 clash TAGSKeeping Limerick PostedlimerickLimerick Postuniversity hospital limerick Print Previous articleWATCH: Munster fall in Pro 14 final four to Leinster once againNext articleCall for tolls to be removed at Limerick Tunnel Staff Reporter University Hospital Limerick Email Limerick Ladies National Football League opener to be streamed live RELATED ARTICLESMORE FROM AUTHOR Twitter Advertisement 163 admitted patients are waiting for beds this morning, according to today’s INMO Trolley Watch.144 patients are waiting in the emergency department, while 19 are in wards elsewhere in the hospital. Facebook Limerick’s National Camogie League double header to be streamed live WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads Predictions on the future of learning discussed at Limerick Lifelong Learning Festival WhatsApp Linkedin Donal Ryan names Limerick Ladies Football team for League openerlast_img read more

PSNI in Strabane concerned for safety of missing woman

first_img Google+ News Twitter Facebook Three factors driving Donegal housing market – Robinson WhatsApp Twitter Pinterest Police in Strabane are appearing for information about the whereabouts of a Strabane woman in her thirties who has been missing since Sunday.33 year old Claire Roulston from the St Johns Place area was last seen at her home around 7pm on Sunday evening 17 April.She is described as 5’6″ tall, slight build, and long brown hair. When last seen she was wearing blue jeans and a blue Adiddas top with stripes on sleeves.Police are asking Claire to contact them or her family to let them know she is safe and well. Anyone who knows of her whereabouts is asked to contact police at Strabane on 0845 600 8000. Facebook WhatsApp Google+center_img Pinterest Previous articleAGSI say Donegal gardai are under resourced while ex-AIB boss gets millionsNext articleIrish woman drowns in Australia News Highland Guidelines for reopening of hospitality sector published By News Highland – April 19, 2011 Calls for maternity restrictions to be lifted at LUH PSNI in Strabane concerned for safety of missing woman Almost 10,000 appointments cancelled in Saolta Hospital Group this week LUH system challenged by however, work to reduce risk to patients ongoing – Dr Hamilton RELATED ARTICLESMORE FROM AUTHOR Business Matters Ep 45 – Boyd Robinson, Annette Houston & Michael Margeylast_img read more

Missing hikers found in California after being lost for five days

first_imgKABC-TV(SAN BERNARDINO, Calif.) — Two hikers missing for five days on California’s Mount Baldy have been found alive after rescuers tracked their footprints to their camp, according to authorities.Eric Desplinter and Gabrielle Wallace had gone hiking in the San Gabriel Mountains in San Bernardino County, California, on Saturday and were expected to return that night. But when the two hadn’t returned by 8 p.m., friends reported the two missing. The San Bernardino County Sheriff said late Wednesday the two had been rescued after days of desperate searching.Authorities said rescuers found two sets of footprints in Cucamonga Canyon Wednesday at which point they alerted a search-and-rescue helicopter to fly over the area. The helicopter spotted Desplinter, 33, and Wallace, 31, at a campfire and lifted them to safety late Wednesday.“We’re very grateful to be found tonight. I’m ready to get to bed and get some rest,” Desplinter told Los Angeles ABC station KABC-TV.The pair apparently lost the trail and when they tried to descend through a valley, it “was more treacherous than we thought,” Desplinter said. “Best possible outcome we’ve been hoping for!” San Bernardino County Sgt. Jeff Allison tweeted. “Thank you to all of the Search and Rescue volunteers, aviation units, and our assisting agency partners. Training, hard work, and perseverance paid [off].”Desplinter was an experienced hiker, but authorities previously said the two had limited supplies of food and water.The two rationed food and drank water through a LifeStraw, which can filter dirty water.Search teams had previously found their car at the bottom of the mountain.“Eric and Gabrielle will be flown to the Mt. Baldy Fire Station where they will be reunited with their families and loved ones, then evaluated by paramedics to determine if they need further treatment at a local hospital,” the sheriff’s office said in a statement.The Los Angeles County Sheriff’s Office also assisted in the search, which covered 30 square miles over parts of five days.San Bernardino Sheriff John McMahon also thanked volunteers for their help in locating the missing pair.Copyright © 2019, ABC Radio. All rights reserved.last_img read more

Smooth operation

first_img Comments are closed. Mergersare a fact of business life, yet it’s still not easy to encourage employees toembrace new methods and cultures claims Elisabeth MarxWiththe number of cross-cultural mergers at a record high last year, we are nowconfronted with the negative consequences and potential failures of thesedeals. Many do not achieve the promised result of increased shareholder value –the debacle of DaimlerChrysler is a well-documented case in point.Thefailure rate may be high because these mergers are characterised by a clash oforganisational and national cultures, and one could assume that the greater thedifference between the merged cultures, the greater the clash. Thereare various definitions of corporate culture – including “the way we dothings around here” attitude. Culture is a shared system of values andmeanings and produces the glue of an organisation as the basis forcommunication and understanding. If this glue or internal integration isjeopardised, organisational performance will be greatly reduced.Inorder to be successful, organisations have to deal with the clash or shock ofintegrating the unfamiliar or “alien” in international mergers. Toindividuals who work abroad, cross-cultural mergers seem to go through similarphases of adaptation, starting with the honeymoon phase at the announcement ofthe merger, which is particularly present at top management level. This isfollowed by a period of “culture shock”, where general helplessnessand disorientation prevail and the fear of job losses produces stress andnegative emotions. Lowerdown the hierarchy, employees ask themselves:–Is my job safe, or will I be replaced by someone from another organisation?–Will I have to change my working style dramatically in order to survive?–Can I actually work closely with the people from organisation X?Eventually– and this entirely depends on how the integration process is handled –employees will start developing a more realistic attitude in the “recoveryphase”, where they will hopefully be able to take a different perspectiveand integrate the new values into their own value system. This process iscompleted in the adaptation phase, which is characterised by a consolidation ofthe new culture.Thetable above summarises the culture shock in mergers. The clash of values,behaviour and expectations is evident in all mergers, but is more obvious ininternational mergers.Oneof the first publicly noted differences between Daimler-Benz and Chryslerconcerned their respective attitudes towards pay and benefits. As the WallStreet Journal observed (26 May 1998), there were huge differences in executivepackages between German and American CEOs. Germans,it suggested, are more concerned with equality in pay and focus on salarydifferentials, whereas US companies are not really concerned with this issue,being more individualist in focus. Looking at cultural dimensions, this mayreflect the higher individualism in the US versus the more collectivisticapproach in Germany. The table gives some idea as to how different thesebusiness cultures are.Whatare the solutions and how can some of the major problems in internationalmergers be overcome? The following steps represent an ideal-case scenario:Step1: Cultural auditsPre-mergerpreparation should not focus solely on the economic/financial analysis and thebusiness case, but also on the cultural compatibility of the two organisations.Cultural audits, focusing on values, performance parameters and attitudes,allow you to predict how successful the integration and ultimate businessperformance of the new, merged organisation will be. They also give clearsignposts for faster integration.Step2: Integration Teamsworking on the so-called “softer” issues of the merger may enable youto buffer some of the performance problems that are the by-product of everymerger, due to anxiety over jobs, disorientation, paranoid speculation (who’sgoing to win) and the typical “us and them” attitude. Integrationteams have to target the psychological effects of mergers on most employees.Step3: Management audits Theseprovide an impartial recommendation and solve the problem of senior executivepositions with objective assessment and advice by external consultants.Step4: Individual work (self-management)Employeesin any company should start early with proactive career planning, and shouldanticipate and prepare themselves for mergers to happen in the first place.FurtherReadingWehave five copies of Elisabeth Marx’s Breaking Through Culture Shock: how tosucceed in international business, published by Nicholas Brealey Publishing, togive away to the first five readers to send an e-mail to [email protected], updated, paperback edition of the book, priced at £12.99, is now availablefrom all good bookshops or can be ordered direct from the publisher (tel: +44(0) 207 430 0224 or e-mail: [email protected]) Previous Article Next Article Smooth operationOn 1 Jun 2001 in Personnel Today Related posts:No related photos.last_img read more

BMA launches guide to ageism in NHS

first_imgBMA launches guide to ageism in NHSOn 1 Jul 2003 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. An online guide for health professionals and the public on how the body ageshas been launched by the British Medical Association (BMA). The guide is intended to address concerns about ageism in the NHS byproviding clear information on health and ageing. It will look at a range of areas, such as advice on counteracting thephysical changes that come with ageing, mental health, degenerative braindiseases, cardiovascular health, stroke, cancer and diabetes. Other areas covered include joint, ligament and bone disorders, hearing andsight impairments, sexual health, nutrition, respiratory conditions, care ofthe elderly, health services for the elderly and long-term care. BMA Council chairman, Dr Ian Bogle, said: “I think it is sometimes thecase that older people get poorer care and do not get considered for treatmentthat could help them. This is partly a result of ageism and partly as a resultof the huge pressure in the system.” last_img read more

Comment on If your boss does not know THIS… change your job! by Robert Parkinson

first_imgRelated posts:No related photos. Comment on If your boss does not know THIS… change your job! by Robert ParkinsonShared from missc on 3 Dec 2015 in Personnel Today great article greg, we ran a training session based on this the very same say I read it!Read full article Comments are closed. Previous Article Next Articlelast_img

CPD: supporting transgender people in work

first_img Paul Milnes 2 Apr 2021 at 6:55 am # CPD: supporting transgender people in workOn 1 Apr 2021 in Sexual harassment, Gender, Continuing professional development, Gender reassignment discrimination, LGBT, Sexual orientation discrimination, OH service delivery, Research, Occupational Health, Personnel Today, Sexual orientation, Human rights Previous Article Next Article Reply Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Can you highlight what you have changed in the article, please, so readers can better understand what was wrong? I am curious why the word ‘transsexual’ started to be used in this section – ‘Pointers when supporting transgender individuals at work’. It would have been useful to explain whether the words mean the same , explain why a different word was used and the meaning of the two words if they are different. Thank you for the comments regarding this article. Editors are currently reviewing the issues raised and hope to amend it soon. There are many errors in this article. The protected characteristics in the Equality Act 2010 are misquoted early on: gender identity is not a PC. The term ‘assigned at birth’ is a nonsense; birth sex is observed and recorded. Reply Rob Moss 8 Apr 2021 at 10:03 am # CPD: Transition period – supporting employees through gender transitioningThe process of gender transitioning is complex and not undertaken lightly. As Dawn Wyvern explains in the first of a… Reply Alan Henness 6 Apr 2021 at 2:58 pm # Diversity & Inclusion: Sign up to our free e-newsletter nowPersonnel Today’s fastest growing email newsletter focuses on all aspects of diversity and inclusion.Subscribe below to receive the latest… You said:“Transgender people are protected by two key pieces of UK legislation:The Equality Act 2010 which outlaws discrimination in both the workplace and in the wider environment on the grounds of gender identity (Gov UK, 2010).”This is incorrect. There is no protected characteristic of ‘gender identity’: the protected characteristic is ‘gender reassignment’ and that has a specific meaning given in the Act.It is also entirely separate from any provisions under the Gender Recognition Act 2004.You said:“The process of gender changeTransitioning commences with an initial appointment with the person’s general practitioner, followed by referral to a gender identity clinic (GIC). The next step is surgery and recovery before emerging into the preferred gender.”This is incorrect. No treatment, medication or surgery is required by anyone seeking a Gender Recognition Certificate (GRC) never mind just for any ‘social transition’. An individual may make whatever changes or adjustments she or he likes, whether that is stereotypical presentation, name change, etc and that can take as long or as short a time as that person wishes. Or they may make no changes whatsoever.Overall, the article would have benefited from a clear understanding and delineation between the two distinct categories: those who have not obtained a GRC and those who have. The former could be covered by the Equality Act protected characteristic of gender reassignment and the latter have some protection under the protected characteristic of sex. Those with a GRC can be considered for limited – but not all – purposes to be of the other sex.Employers need to be aware of, and properly understand, these different categories so they can apply the appropriate laws correctly and so that all employees are properly protected from unlawful discrimination. As ever, care must be taken to ensure that policy created to cover one situation does not inadvertently impinge on the rights of others with different protected characteristics and possibly unlawfully discriminate against them. Alan Henness 2 Apr 2021 at 1:58 am # CPD: Team effort: the multidisciplinary management of referrals within occupational healthThe benefits of multidisciplinary working within occupational health are increasingly well-recognised. Janet O’Neill argues that the better your understanding of… In the second article in her two-part series, Dawn Wyvern looks at practical ways employers, with the help of occupational health, can support transgender people in the workplace.This is the second of two articles (with the first one published in January) considering issues relating to transgender issues in the workplace.The transgender community face a range of challenges relating to both their private and work life. The first article covered issues relating to the process of transition. This article explores legal requirements and considers how an organisation can best support an employee during and after their transition to their preferred gender.About the authorDawn Wyvern is an occupational health nurse advisor and offshore medicOccupational health advisers (OHAs) may be involved in supporting transgender staff, particularly during the period that they are receiving psychological, medical and surgical treatment. If the OHA is to give the appropriate advice to both the employer and managers a knowledge of the legal requirements associated with transgender issues is essential.Legal requirementsTransgender people are protected by two key pieces of UK legislation:The Equality Act 2010 which outlaws discrimination in both the workplace and in the wider environment on the grounds of gender reassignment (even though gender identity is not in itself a protected characteristic) (Gov UK, 2010).The Gender Recognition Act 2004 allows transgender people to obtain a Gender Recognition Certificate to legally change their gender (Gov UK, 2004).Employers must support transgender employees and they should not discriminate against them because of their transgender identity.The work undertaken to bring this legislation into place was driven by the transgender activist group ‘Press For Change’, with input and drive from Professor Stephen Whittle, a professor of law, and Christine Burns, a political activist and health adviser.Press for Change lobbied and advised the British and European governments on key diversity issues relating to transgender and human rights, with the development of the Gender Recognition Act 2004, and the Sex Discrimination Act 1975, which has been superseded by the Equality Act 2010 (Press for Change, 2012).There are clear requirements under this legislation to maintain confidentiality and ensure data protection with regards to employees’ trans status. This, and their transition history must not be disclosed without their express permission. Their transgender status should only be disclosed with their permission and provided there is good reason to do so.“Outing” a person as transgender is classed as direct discrimination under the Equality Act 2010 and could result in criminal charges under the Gender Recognition Act 2004.Disclosure of the fact that an employee has obtained a gender recognition certificate is also a criminal offence subject to legal prosecution (HM Courts and Tribunals Service, 2019; Gov UK, 2004).Legal casesThere have been numerous instances where legal action in respect of discrimination has been brought by transgender workers and the court has found in their favour (Press for Change, 2012).For example, the 1992 case of ‘P’ versus ‘S’ and Cornwall County Council, is described as a landmark case in the support of transgender people in the workplace.‘P’ was a head teacher who considered herself to be female but who had been recorded as male at birth. P informed her manager of her wish to transition, and arranged to take sick leave to have the required surgical treatment.Following this surgery, her employer would not permit her to return to work in her female role and three months later she was dismissed. The case was considered by the European Court of Justice who found this to be discriminatory and unlawful (European Court of Justice, 1994).In another case, ‘A’ versus the West Yorkshire Police, ‘A’ was refused employment as they were transgender. The court, and then the court of appeal, found in ‘A’s favour paving the way for further cases for other transgender individuals, including, ‘M’ verses West Midlands Police (House of Lords, 2004; Press for Change, 2012).The process of gender changeTransitioning, for many people, commences with an initial appointment with the person’s general practitioner, followed by referral to a gender identity clinic (GIC). The next step is surgery and recovery before emerging into the preferred gender.This process takes a minimum of two-and-a-half years, but frequently exceeds four.Several steps must be negotiated throughout the process of transition including administrative processes then surgical and medical interventions.Administrative processes include legal processes to change their name by deed poll followed by other administrative changes to personal documents, such as bank accounts and passport.Health interventions include referral for psychological support. Males who are transitioning to female may require electrolysis, facial surgery speech therapy to change their voice pitch, and may undergo vocal surgery to further facilitate this. Females who are transitioning to male may often require “top surgery” to develop a more masculine profile.Furthermore, the person must also deal with family issues undertaking a “real life test” of living in the chosen gender and eventually moving to a “normal” life. It is very important to be cognisant that each transition is personal and unique (Anon 2020).Support in the workplaceManaging the support in the workplace for transgender employees should begin at recruitment and consider flexibility in terms of any requirements for the inclusion of pronouns, titles and genders on application forms.Asking for previous names should be done sensitively and only if there is a specific need to do so such as recruiting to a security sensitive role. Company policies should be robust and ensure that transgender employees are treated fairly and sensitively.Employers should make provision for high-quality diversity and inclusion training to staff at all levels. Access to an Employee Assistance Programme may prove beneficial for all employees, and transgender employees may particularly appreciate the support that such programmes provide.Every transgender person will have a different experience and it is important to address each situation individually and be as flexible as possible in providing support.One way of providing this support is to have a robust equal opportunities and specific gender identity policies, differentiated from sexuality/sexual orientation. These policies should emphasise a supportive, flexible and tailored approach.When supporting a person who is transitioning, it is important to discuss with them whether they would like any temporary changes to working arrangements, such as a period away from client-facing roles. These discussions should be led by the employee and subject to confidentiality requirements under the Equalities act 2010 (Gov UK, 2010).Data should be managed carefully and a plan made with the employee as to how their information will be updated. Non-consensual disclosure should be avoided and only previous identity documents should be retained that are strictly necessary for purposes such as pensions. Any disclosure of the individual’s history should be controlled by them and they should be reassured about how information about them is managed and confidentiality assured.There may be a need for them to take time away from work, and these absences should be treated like any other authorised absence.An important element of supporting the worker through the transition process is to assess any barriers and take steps to minimise any feelings of isolation. Some examples could be offering gender-neutral uniforms and flexibility with regards to name badges and staff photos in the early stages of the transition process.It would be prudent regularly to review policies to ensure they are fit for purpose. Of particular importance are those relating to employee dignity and inclusivity and equal opportunities. Organisational policies should make it clear that any form of bullying will not be tolerated (HR 24, 2020; Gilroy-Scott, 2018) A positive approach to transgender employees can be shown by ensuring that everyone is respectful and inclusive.Education of both co-workers and the management team is important. Transgender employees need to know they will be treated with respect and that company policies will be upheld.Reference to gender reassignment support should be incorporated within any company equality and diversity policies (TUC, 2016; Morton, 2015; Royal College of Nursing, 2020).Understanding a ‘Memorandum of understanding’When an employee is going through the process of transitioning, the organisation should be cognisant that, prior to visible transition, there are non-visible elements which take place over a period of a few months. It may be of benefit to draw up a memorandum of understanding (MU) that provides an outline of the transitioning process relating to the individual and the company.This should be a collaborative initiative drafted by the manager and the individual together, highlighting key milestones in the transition process and include a proposed time frame for actions to be undertaken, providing a guide to help management and the individual cover all the required steps (NHS England, 2019; NHS 2020).Elements incorporated within the MU are of particular importance once the visible stage of the transition has been reached. It should determine what will be communicated, by whom and when and how this will occur.There will be absences in order to attend medical, surgical and other appointments including attendance at medical and GIC clinic appointments. The requirement of attendance at such clinics should be established and included within the MU. It is essential that policies and procedures are robust and in place to support transitioning.Of particular importance are those policies covering bullying and harassment and dignity at work. Triggers for sickness absence may need to be adjusted.It is important that the manager should listen empathetically then plan, and support the member of staff as they transition. This may include asking “out of the box” questions, brain-storming, and “playing devil’s advocate” in order to find solutions to the challenges which they may face. In some situations, the individual may need a short period away from work prior to them commencing in their new gender.The MU should incorporate elements which will arise as visible elements of the transitioning process are reached. Communications with other work colleagues as the transition process progresses can be in the form of a “heads up” message with clear organisational support including management, peers, team members and other departments.A proposed timescale and timeline for visible transition should be established; this will assist as the employee attends work in the preferred gender. It should highlight the timeline for the necessary time off from work prior to transition, indicating the dates when various changes will take effect.These changes will include the person’s chosen name and pronoun, the date that uniform, and administrative changes will commence. It is important to note the timing when the use of preferred welfare facilities will commence.There should be some flexibility with regards to this likely timescale in line with changes to personal situations and circumstances and they must be aligned to the individual’s private life and various medical requirements.It is crucial to be aware that this is their transition and can be a very stressful time. Support from their employer can reduce some of the associated challenges.Pointers when supporting transgender individuals at workThe process of transitioning will be stressful for the employee and they will face a number of challenging and the OHA must be cognisant of this and remain sensitive to the feelings of the person they are supporting. It is also valuable here to be clear about the distinctions between the words ‘transgender’ and ‘transsexual’. Transgender is an umbrella term for people who identify differently from their biological sex. Someone who is transsexual has physically transitioned. These guidelines may be of assistance.Don’t ask about personal or intimate questions. This is unless this is relevant to your medical role, or if you are invited to ask, but remember to keep the information confidential.Don’t assume where someone is on their personal trans-spectrum. This is a fluid process and may change in any direction.Don’t assume anyone’s sexual orientation.Don’t speculate about anyone’s gender or physical sex.Don’t use pronouns without asking their preference.Don’t negatively comment on their appearance or how “convincing” they are.Don’t allow discrimination in any form. Discrimination is outlined within the Gender Recognition Act 2004 and includes protection for both direct and indirect discrimination. It is important to have an understanding of some terms which relate to discrimination.Direct discrimination occurs as a result of unnecessarily requiring someone not to be transsexual. Indirect discrimination occurs if transsexual people are particularly disadvantaged by an organisational policy, provision or criteria.Discrimination can occur by perception or by association. Discrimination by perception is defined as where an assumption is made that someone is transsexual, and they are discriminated against because of it, but they are not transsexual.Discrimination by association has occurred if a person is discriminated against because although they are not themselves transsexual they mix with, or have an association with, transsexual people.Harassment has occurred if a person(s) act in ways that violate the dignity of another person. This might occur if there is an environment which is intimidating, hostile, degrading, humiliating or offensive environment for that person as a result of them being transsexual.It is unlawful to discriminate against someone because they have used the provisions of the legislation or have helped someone else to do so, the legal term for this is victimisation (Gov UK, 2014; HM Courts and Tribunals Service, 2019). These pointers help treat transgender people with respect although, in fact, can be applied as best practice for how you treat any employee.Do include transgender people in work-based activities.Do offer support when they need it.Do educate any co-workers or others who ridicule or use derogatory terms.Be available to listen when required.Do remember that transgender people are people with feelings and opinions.Do remember that transgender people have families.Do remember that transitioning is a dynamic process.Do remember that transgender people, just like anybody else, may have illnesses at times and not all illnesses are related to transitioning; not everything health-wise is related to transgender. (Powers, 2019; McNeil et al, 2012; Mermaids, 2020; HR-24, 2020).Toilets and changing roomsThis is an area that often arises in many workplaces and can be quite an emotional subject for all concerned. Managers must ensure that transgender employees are able to use facilities appropriate to their expressed gender identity without fear of harassment.It may be appropriate to set a date when this will happen, such as the social transition date, and ensure it is communicated to ensure colleagues are not surprised.People should not be made to use unisex disabled toilets, unless they choose to do so. This may be their preference as a temporary measure during the early stages of their transition period (House of Commons Women and Equalities Committee, 2015).ConclusionThere are both moral and legal reasons for employers to ensure that every member of their workforce is treated with respect, irrespective of their race, religion, gender or sexuality.Not only must the employer comply with legislation related to employment and diversity such as the Equality Act 2010, they also have a duty of care encompassed within the Health and Safety at Work Act (1974).In order to discharge their duties, managers or the trans person may ask for OH advice and support in relation to the process of transitioning and it is important that the OH professional remains cognisant of the impact of this process on the individual and how the manager can ensure a supportive workplace and best assist their team member through the process.References“CPD: Transition period – supporting employees through gender transitioning”, Occupational Health & Wellbeing, January 2021 (print), volume 73, no 1, available online at: CPD: Transition period – supporting employees through gender transitioning Anon (2013). “Sexual orientation, homosexuality and bisexuality”. American Psychological Association.Anon. (2020). Female to Male Transsexuals: Gender Reassignment and FTM Surgery Guide. Available online at: https://www.femaletomale.orgEuropean Court of Justice (1994). P vs S and Cornwall County Council , S.l.: European Court of Justice.Gilroy-Scott C at al (2018). “How to manage gender identity in the workplace. Available online at: Recognition Act 2004. GOV UK, (2004). London: HMSO .The Equality Act 2010. GOV UK, (2010). London: HMSO.“T455 The General Guide for all Users Gender Recognition Act 2004”. HM Courts and Tribunals Service, (2019), London: HMSO.Transgender Equality First Report of Session 2015-16. House of Commons Women and Equalities Commitee (2015). London UK: House of Commons.“Judgments – A (Respondent) v. Chief Constable of West Yorkshire Police (Appellant) and another”. House of Lords, (2004). London : House of Lords .“Transgender Employees Experiences and a Guide for Employers”. HR24 (2020). Available online at: J et al (2012). “Trans Mental Helath Study”. Available online at: Transgender Support. Mermaids (2020). Available online at: J (2015). “Gender identity, An introductory guide for trade union reps supporting trans members”. Available online at:“NHS England Gender Dysporial Clinincal Programme”. NHS England (2019). Available online at:“Gender Identity Clinic”. NHS (2020). Available online at: W (2019), for Change (2012). Available online at:“Fair Care for Trans Patients”. Royal College of Nursing (2020). Available online at: (2016). Transforming the work place – A TUC guide for trade union activists on supporting trans members. Available online at: Heather Finlay 3 Apr 2021 at 9:38 pm # Reply Related posts: Reply Reply Indeed, Paul. Those are fundamental errors that undermine the rest of the article. I hope PT will issue a correction and perhaps publish a more accurate and informative article. 6 Responses to CPD: supporting transgender people in work Alan Henness 17 Apr 2021 at 7:55 pm #last_img read more

Press release: Projects set to help women back to work

first_imgSeven projects land funding to help support women and those with caring responsibilities back into employment Initiatives to help veterans, victims of domestic abuse and homeless women Funding part of the government’s £5m commitment to help people with care responsibilities back into work The funding is the latest to be awarded as part of the government’s drive to support disadvantaged women in the UK, and comes ahead of the launch of a new strategy which will set out how women of all ages should be supported to achieve their potential.Working with more than 100 employers, the seven projects have been allocated nearly £500,000, which will go towards providing refresher courses, training and qualifications to women from all backgrounds who have taken time away from work for caring responsibilities.Minister for Women & Equalities, Penny Mordaunt, said:“It is completely unacceptable that the careers of talented women are held back because they take time out of their jobs to care for a loved one.“Businesses cannot afford to overlook the potential of these talented women. That’s why we are investing in returners to work – giving them the opportunity to refresh and grow their skills. By acting on this issue we can grow the economy and achieve true equality in our workplaces.”The successful bids include a project that will give women the tools to progress in the security industry, another that will seek to help victims of domestic abuse and an initiative to help female partners of the Armed Forces and veterans return to work.Pioneering research by Eige found that reducing gender gaps in labour market participation, STEM qualifications and wages, could increase the size of the UK economy by around £55 billion by 2030.This funding is part of the government’s £5 million commitment to boost projects supporting women with caring responsibilities across the country back into the job market.Notes to Editor:Winning organisations:Mpower People CIC: £96,505MPower People CIC have a track record of supporting disadvantaged people into work, specifically those with mental or physical health issues, victims of domestic abuse, ex-offenders and people in challenging economic circumstances. Their programme will support women from various disadvantaged backgrounds, back into employment across the Liverpool City Region.Liverpool City Council: £87,500Liverpool City Council will develop a specialised women’s returner programme supporting victims of domestic violence, ex-offenders and those with limited English language skills.Partnering with existing refugee programmes, women’s probation and local domestic abuse services, the programme offers accredited (ESOL) training, soft-skilled training and personal development that leads to paid employment.Shpresa Programme: £78,000Shpresa will develop a BAME women returners’ programme, based in two locations. Their target group are migrant women with significant employment history, but due to cultural reasons are the main carers. These barriers, along with limited English skills create further issues for returning to employment.Adviza: £71,042Adviza Partnership will launch a sector-focused returner programme (security industry), designed to support BAME women into a male dominated sector. Participating returners will receive accredited qualifications and direct entry into security work that reduces cultural barriers often associated with this sector.Westminster City Council: £60,000Westminster City Council will develop a returner programme to support BAME women into the hospitality sector, focusing on some of the most deprived communities in Greater London.Beam: £50,000Beam will empower women who are homeless or at risk of homelessness to secure employment by providing award-winning support and training through online fundraising. This is an innovative approach that is unique in the market.RFEA – The Forces Employment Charity: £48,000The RFEA programme will support the female partners of serving Armed Forces, and women veterans back into employment. The pressures of service life cause isolation for many Armed Forces’ partners, which create complexities around building a career for themselves, as they by default, become the main caregiver of children and relatives.The programme aims to reduce the disadvantages of this returner group and for the veterans of the future by enabling spouses of serving personnel to return to the workforce and build a career for themselves.last_img read more

ROTC holds Pass in Review on South Quad

first_imgIn the middle of the 20th century, Notre Dame’s South Quad was a military rallying point. University archive photos from the WWII era and the 1950s show Notre Dame’s ROTC units and other military organizations marching up and down the quad in front of Rockne Memorial and a partially-constructed O’Shaughnessy Hall.Wednesday evening showcased that era, as the Notre Dame Trimilitary Organization – the Navy, Army and Air Force ROTC units ¬– presented themselves on South Quad for their reviewing by Naval Commanding Officer Mike Ryan, University President Fr. John Jenkins and the general public at the Annual Pass in Review, a symbolic display of skill and precision. The ceremony included a benediction by Fr. Peter Rocca, the presentation of student awards and a speech from Jenkins.Emily McConville “It’s a ceremonial thing, where in the field or in other military environments, they’ll do this as kind of a big show,” said senior, midshipman David Murphy, who received an award at the Pass in Review. “There’s usually something attached to it, where we’ll do the Pass in Review, and it’s symbolic when [troops] come home from deployment or something that shows discipline, that the uniforms are properly worn and things like that.”Junior public affairs officer and midshipman Cassie Gettinger said the ceremony in its current form, in which the troops perform exercises for the University president, dates back to the presidency of University President Emeritus Fr. Theodore Hesburgh.In recent years, the ceremony has taken place in Arlotta Stadium or the Stepan Center. Junior, event organizer and midshipman Lizzie Terino said the students wanted the Pass in Review to be a visible reminder of the military’s relationship with Notre Dame.“It’s kind of always been off to the side, not in a public area, but ROTC’s always been a big program on campus,” Terrino said. “The military has a long tradition with Notre Dame, with the Navy using Notre Dame and keeping it open, so we wanted to make it public and for people to come out and see the ceremony.Midshipman Murphy Lester, a senior and key organizer of the ceremony, said moving the event to South Quad was difficult logistically but ultimately rewarding.“Historically, you see all these pictures, the old WWII pictures of the whole formation out on South Quad,” Lester said. “South Quad was built as a parade ground for events exactly like this.“I’m not sure why we got away from it for awhile, but as a senior, I knew for our class it would really mean a lot to parade back and forth in front of the Golden Dome.”In his remarks, Jenkins pointed to the University’s long relationship with the military, in particular the United States Naval Academy, connecting it to Notre Dame’s identity as a Catholic university and speaking of the importance of each to the other.“You can point to the past,” Jenkins said. “During WWII, the school was really kept in business by the presence of the Naval community. You can point to the service of generations of Notre Dame graduates in the military … even those who made the ultimate sacrifice for their nation.”Jenkins said the Notre Dame ROTC program strives to train its cadets and midshipmen to show the highest level of moral integrity according to St. Augustine’s concept of a just war.“It is a just peace that you cadets and midshipmen will serve. That is a noble cause. A clear and consistent understanding of that high moral calling is what distinguishes everybody in the Notre Dame ROTC program.”Tags: Air Force, Army, Navy, Pass in Review, ROTClast_img read more