text:
Unfortunately, this restaurant is not on the OpenTable reservation network. To see if they take reservations and have availability, you will need to call the restaurant directly or visit their website. View Details
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About Daimo Chinese Restaurant
Daimo Chinese Restaurant of San Leandro is a gourmet Chinese restaurant and has been open since the mid-1990s. Daimo Chinese Restaurant of San Leandro, sharing the same franchise name as Daimo Chinese Restaurant of Richmond & Daimo Chinese Restaurant of Sacramento, is independently owned. Our main chef, Kwong Soon Lee, has been working at Daimo Chinese Restaurant of San Leandro for over 10 years, & possesses extraordinary culinary skills. Customers are welcome to meet with our chef face to face at the restaurant. Before that, Mr. Lee was the main chef for the New Hong Kong Restaurant in Oakland, for 15 years. Before his immigration to the United States, Mr. Lee began the career at the first-class Chinese restaurant of Hoi Tin (heaven & sea) [Garden] Restaurant, Pelican Bay, Kowloon, since the age of 19. We are proud to have chef Lee serving the San Leandro community, making Daimo the top ace in the Chinese gourmet restaurant industry in the entire San Francisco East Bay area.
Dining Style:
Casual Dining
Hours of Operation:
Monday - Friday: 11:00am - 3:00pm & 4:30pm - 10:00pm, Saturday - Sunday: 11:00am - 10:00pm
Dress Code:
Casual Dress
Price Range:
$30 and under
Payment Options
AMEX, MasterCard, Visa
Phone Number:
(510) 351-8131
Executive Chef:
Kwong Soon Lee
Banquet, Beer, Takeout, Wine
Sisters bday dinner
We had a nice Chinese meal . we reserved our table online, then we went to rest day ahead and we had preordered the dishes which made the food come from the kitchen in the right order. Chinese food meals have a correct order. In our preorder we asked for waters, forks and extra napkins, this was all on the table waiting for us. We will definitely go back. restaurant was full when we left and food kept coming out of the kitchen. I think their cooks know what they are doing. Food was very tasty.
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Taxes and the Nash Equilibrium, and Why the Social State Consequently Blows
This post has 2153 words. Reading it will take approximately 11 minutes.
Most people agree that support of people, who cannot support themselves is a good idea. People just tend to disagree on the degree to which this should happen. In this post, I'll argue that having high taxes makes everybody lose out (the society and all workers) whereas lower taxes will make everybody richer.
High Taxes and the Nash Equilibrium
Assume we are in a high-tax country taxing income at 70%.
Since one of the countries, I know the best is also the country in the world with the highest taxes, let's use Denmark as example (link is to an old document, but aside from the amounts, it is still mostly correct). In Denmark you pay 8% of your gross salary in AMBI (ArbejdesMarkedsBIdrag – basically a tax on actually working). After that you pay for health insurance (8%), for your local government (typically around 25%), for your nation government (5.5%), if you earn more than DKK 350.000 (mellemskat or middle tax at 6%) or if you earn more than DKK 350.000 (topskat or top tax at 15%; the limit for mellemskat has recently been increased to the same level at topskat, it used to lower). In total that is 8% tax followed by 8% + 25% + 5.5% + 6% + 15% = 59.5%, which is generously capped at 59%, so for each 100 CU (currency unit) you earn, you get 100 * 0.92 = 92 after AMBI and 92 * 0.41 = 37.72. So, after tax you get paid 37.72 CU for each 100 CU you earn. The taxation does not stop there, though, as the VAT in Denmark is at 25% of the price of goods, meaning that 20% of the price you pay in stores is really just tax, you only get spending power corresponding to 37.72 * 0.8 = 30.176. That is only if you are not stupid enough to purchase anything on which there is additional taxation (like anything with sugar in it, anything using energy to produce or, Britney forbid it, anything with alcohol in it or something in general that could be bad for you). In total, the 70% taxation is not that far-fetched. As most people who are actually working full time reach the top-taxation, I find it reasonable to use the taxation including top-tax, as this is the taxation you chop off first by working less.
Assume now we have two persons, A and B. A earns 1500 CU for a day's work (before tax) any B earns 1000 CU a day (also before tax). Now A wants to purchase a service from B. It could be building a shed or something like that. The work will take B a day of work, but A can do it himself in 2 days work. Now, in order for A to pay B 1000 CU to do the work, he has to earn 1000 / 0.3 = 3333 or roughly 2 and a quarter day's work. As A can do the work himself in just 2 days, he's better off taking two days off work (sans salary) doing the work himself and cashing in (3333 – 2 * 1500) * 0.3 = 100 CU (after tax himself). Naturally B will miss out on a day's salary. In order to get the job, he'd have to lower his price to 2 * 1500 * 0.3 = 900.
In the first case, the state earns by taxation exactly 0, as A does not make any money by taking 2 days off and B is unemployed – it may in fact be down support to B corresponding to a day's pay, i.e., 1000 – 1000 * 0.7 = 300 (the salary minus taxation of the support). A also earns 0, but this is still better than the -100 CU he'd have by having B perform the task. B earns 0 or 300 (depending on whether we live in a social state or not). If B prices a day's work instead at 900, the state earns 2 * 1500 * 0.7 + 900 * 0.7 = 2730, A earns 0 (same as before) and B earns 900 * 0.3 = 270.
Assuming we do not live in a social state, B increases his pay by 270 CU by lowering the price, but if we do live in a social state, he instead lowers his pay by 30 CU. Of course, he's not gonna do that, so the state is down 300 CU (instead of being up 2730 CU) and B is up 30 CU. For A it does not matter either way.
Now, the idea of the Nash equilibrium is that by altering one's own behavior from maximizing for yourself regardless of the strategy of others, you can get a solution that is better to everyone. Compare this to a soccer match. If both teams play against each other, they have to run around like idiots for 2 * 45 minutes, eventually possibly having one team or the other score more goals. If they don't the other team will score heaps of goals, and the team loses. If they just agree that soccer sucks (it's almost part of the name anyway), and go out for a couple cold ones, they both get a draw, but have instead a nice time for an hour and a half. The classical example is that of two criminals. The police does not have enough evidence to commit them for a long time, but if one of the rats out the other, they can. They therefore propose to both that if they rat out the other, they get off free if the other keeps silent, causing the other criminal to get 5 years of prison. If both cooperate, both get 3 years of prison and if both keep silent, they both get 1 year of prison. If you do not know what the opponent do, you rat him out. The reason is that assuming that the probability for each outcome of the opponent is 50-50, your expected prison time is 3 * 0.5 + 0 * 0.5 = 1.5 years of prison, whereas if you keep quiet, your expected prison time is 1 * 0.5 + 5 * 0.5 = 3 years. By agreeing with your partner to both keep quiet (and assuming that criminals can be trusted), instead your expected prison time is 1 * 1.0 + 5 * 0.0 = 1 year. As this is symmetric, the same holds for the other criminal, and so both win on agreeing on what is otherwise the sub-optimal choice for each.
The same holds for taxation. Assume we live in a social state. Naturally, B will keeps his prices at 1000 CU, earning 300 CU from the state. A will take a couple days off and do the work himself, earning 100 CU (from -100 CU to 0 CU), and the state will be out 300 CU for the support payment to B. If instead the tax was decreased to 65%, A would suddenly only have to earn 2857 CU to pay B 1000 CU, which is less than the amount he could earn in the two days, he'd have to work to do the work himself, so instead he pays B to to the work. Now the calculation is: state: 2 * 1500 * 0.65 + 1000 * 0.65 = 2600, A: 2 * 1500 * 0.35 – 1000 = 50, B: 1000 * 0.65 = 350. This shows that all of the state, A, and B are better off! The state is up 2600 CU instead of being down 300 CU, A is up 50 CU instead of being at 0 CU, and B is up 350 CU instead of 300 CU.
By decreasing the ration of time A needs to perform B's job, we can repeat this calculation for any amount of taxation (in the above example, the sweet spot for the state is to put taxation at x, where 1000 = 2 * 1500 * (1 – x) implying that x = 1 – 1000 / 2 / 1500 = 1 – 1/3 = 66.7%). By making the ration (2 in the example) go towards 1000 / 1500 = 2/3, we make x go towards 0 (for example if A needs to use the same amount of time as B to perform the task, only a taxation below x = 1 – 1000 / 1 / 1500 = 33.3% would make him do it). If the time A has to use to do a job instead of B drops below 2/3, it will never be better for him to make B do it.
Just to overcome one possible complaint: in the above calculation, somehow 2 * 1500 (A's salary) appeared to be added to the system. In a closed system, this should not be possible, right? Wrong. The 2 * 1500 CU comes from the extra production caused by making A do his job instead of having him waste two days of doing B's job (while B is taking a day off).
The Social State, the Salami Method, and the Dictatorship of Democracy
By the above calculations, we can argue that no taxation is best for everybody, but even then, most agree that some common obligations are worth undertaking. Such may include welfare, healthcare, infrastructure and public transportation, or painting all trees blue. Each of these would have some value to people, but the value may differ from person to person.
Suppose we have a society of three persons, A, B, and C. A and B each 1000 CU a day, but C is unemployed. B and C are related. Now, the society decides that welfare is the new pink, and has to vote at which level it should be. A is not really interested (he can see who is going to be the losing part), C is very interested (he only stands to gain money from this), and B is slanted towards yes (as he otherwise has to support his "artist" relative). Now, both B and C votes for welfare, while A votes against. After that, they have to decide on the amount. A has a low probability of getting anything out of this, and so welfare is only worth, say, 10 CU (1% taxation) for him. For B it's worth, say 300 CU or 30% (the amount he pays to support paint and drugs to his relative), and for C it's worth all he has got (which is nothing), i.e., 100%. If they vote, they can arrive at a taxation of 30% (the median) or 43.7% (the average). Now, to make ends meet, A and B are taxed to support C. C in turn pays the same amount of tax of his support, so he does not get the full 30% or 43.7% of the other's salaries, so after taxation and welfare, A and B earn 1000 * 0.7 = 700 or 1000 * 0.563 = 563 CU, and C gets 2 * 300 * 0.7 = 420 or 2 * 437 * 0.563 = 492. After this, the state has money left, which can be distributed according to the amount of taxed you have paid, yielding (2 * 300 * 0.3) * 300 / (2 * 300 + 0.3 * 2 * 300) = 69 or (2 * 437 * 0.437) * 437 / (2 * 437 + 0.437 * 2 * 437) = 133 to A/B and (2 * 300 * 0.3) * (0.3 * 2 * 300)/ (2 * 300 + 0.3 * 2 * 300) = 42 or (2 * 437 * 0.437) * (0.437 * 2 * 437) / (2 * 437 + 0.437 * 2 * 437) = 116 to C, yielding a total of 720 + 69 = 899 or 563 + 133 = 696 to A and B and 420 + 42 = 464 or 492 + 116 = 608 to C.
As we see, in this dystopia, which is built on democracy, in the case where the agreed-upon tax is 30%, B and C have managed to vote themselves to part of A's money. This trend of course only gets worse as the fraction of people leeching off of others increases. In the case where the agreed taxation is 43.7%, C manages to cheat both A and B (though A could decrease the value of welfare to 0 CU, voting 0%, and B could decrease the value to 200 CU, voting 20%, making B in the end get 714 CU, which is still better than the 700 CU he'd have by supporting his leeching family member). The money B pays to C can also be eliminated, making B instead calculate a probability of becoming dependent of welfare himself. As long as the number of people producing value is higher than the number of consuming, the optimal, yet somewhat unsympathetic solution is for 0 taxation and just letting the rest die. Naturally, people are able to assign a value a service even if they do not immediately gain from it themselves. In the society C was the only one who really gained from welfare, but B saw a purpose in supporting this, so he got welfare.
Applying the salami method, i.e., making you swallow something you could not initially by cutting it up in smaller pieces, A and B may agree on a hospital service, A and C may agree on public transportation, and so on. In this way, you collectively decide on adding more expenses, where each expense has a majority, but the combined expenses may not. If, for example, everybody were willing to pay 400 CU in taxes, and welfare, healthcare and public transport each costs 200 CU, the aforementioned scenario makes sense: each only votes for expenses accumulating to 400 CU, but the combined expenses, imposed on everybody, are 600 CU.
This principle can even be exploited even further. In the society from before, B gets a car, and wants roads. A does not have a car and is already dissatisfied with the taxes and is for public transport, so he is against. C is unemployed and does not want to use his (lower than A's or B's) salary on that. Instead C really likes blue trees. He therefore strikes a deal with B: if you support painting all trees blue, I support building roads. Now both have majority for their proposal, even though none of the proposals had majority. As an added bonus, they even get to make A pay one third of the expenses for cars and painting all trees blue. This is the dictatorship of democracy: even though you are a majority, you may impose your ideas on others as long as you can find somebody with an even more ridiculous plan to support you in exchange for support of their idea.Taxes and the Nash Equilibrium, and Why the Social State Consequently Blows,

subset: commoncrawl


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Fix Magento Theme Error
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Our old website crashed and we setup on a new server. We transfered our theme from one of our sites ([url removed, login to view]) to our new website ([url removed, login to view]) but there are some layout issues with our site. We need to get the alignment issue fixed ASAP. Also, on our [url removed, login to view] website, all of our products have colored dropdown menus, as you can see here:
[url removed, login to view] click the "Color" dropdown menu to see. We are unsure of what files was edited to accomplish this, but we want it on our [url removed, login to view] website as well.
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41 years of experience
Accepting new patients
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Pembroke Pines, FL 33027 Phone number & directions
A medical license is required for a doctor to practice medicine in a particular state. Requirements vary by state but most require, at a minimum, post-graduate training in the doctor's specific specialty. An NPI number is a national identifier unique to an individual health care provider and is managed by the Center for Medicare & Medicaid Services (CMS).
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Calcutta's old houses are a perennial source of interest for me. Not merely the grand, mostly fading mansions of the older, northern part of the city, but even the more modestly proportioned townhouses of the newer, southern end. 'New', of course, is a relative term. My favourite house on 'newer' south Calcutta's busy Hazra Road, for instance, has '1829' embossed on its facade.
New?? Well, a family wedding last month took us to north Calcutta's Posta Rajbari, which is over 250 years old. So, 1829 is, well, newer. The real building boom in the south began a century later though, and whole localities sprang up with similar houses, much like the Georgian- and Victorian-terraced homes did in Britain.
The designs, of course, were not identical but the broad plan was. Maybe because of the slower pace of information exchange in those days, architectural and decorative styles arrived late in India and also lingered after the original efflorescence in Britain. So, many of south Calcutta's octogenarian houses look distinctly Art Deco.
Ahouse that has recently come back into our family fold, also came up in the boom era between the 1920s and 1940s. Although it was renovated extensively in the 1960s, this townhouse adheres broadly to the typical early 20th-century Calcutta style. Despite the wear and tear of 30 years of neglect by callous tenants, the house looked good to go for another 80 years, a few sprouting banyan trees on the roof notwithstanding. And it got me wondering once again about India's architectural and decorative legacies.
How did (and do) we assimilate influences? Did we accept wholesale or adapt? Looking at the template designs and interiors of many homes in India today — culled or copied wholesale from foreign or foreign-influenced magazines and webpages — I would not be surprised if Indians did just that back then too. Two decades ago, a walk down the Wellesley area of Calcutta —round the corner from the offices of The Economic Times —took me past many grotty godowns, stocked till the rafters with furniture bearing the typical rounded arm-rests of the Art Deco style.
Apparently, Calcutta's residents of the time invested heavily in the furniture style of the period, much like today's trendies are buying into the 'international' style of straight lines, dull neutral colours and stark art. Whether anyone will want to buy those later as retro is moot. Even though I didn't have an Art Deco house to fill at that time, surly shopkeepers would, however, refuse to sell me any Art Deco furniture. "We only rent: Rs 5 per piece per month," was the usual gruff reply to my earnest entreaties. I gave up eventually.
I shouldn't have, because today, most of those dumps have disappeared. But hopefully, those lovely settees and side tables did not end up as firewood or termite fodder, as there is a market for them now — an international one— as I discovered at Russell Exchange. Lovingly restored wooden furniture used to languish there for years. Now, they are literally flying off the shelves to buyers worldwide, much to the delight of the owners.
And once the website is up and running, sales will speed up further. Which leaves me both happy and sad. Sad, of course, that furnishing our renovated house in the style of its period will be tougher. Yet, happy too as the renewed interest in Art Deco worldwide plus the Internet means Indians have new business opportunities as suppliers of a host of Art Deco essentials. And that is actually good news for me.
Thank goodness Indians were copycats even back then, as a search of the flea markets and junkyards of Calcutta should yield some remaining furniture with chevron motifs, Tiffanyesque lamps and even Bakelite switches… Now, if only Calcutta's permanent residents and authorities would realise the benefits of restoration over demolition of similar properties. They just need to take a look at the incremental benefits that places like Miami and Rio de Janeiro get from their Art Deco areas…


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The AIRB is seeking five part-time Board members. The role of Board members includes:
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Click here for more information and to apply. The closing date is October 19, 2016.


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Thank you for visiting my web site. I have been painting figures for 38 years and my main subjects are the Ancient and Medieval era. I also paint Sci-Fi and Fantasy pieces on request.
I normally work with 54mm, 75mm, 90mm and 120mm scales selecting only the finest castings from the best manufactures to work with. All figures are painted with top quality artists oils or acrylics with some of the finest brushes available. All figures are mounted on a custom made wooden base with detailed ground work which adds to the atmosphere of the completed model.
Please take a look in "Commisssion Guide" section for price guide. There are a few figures and busts still for sale. Click on the "Painted Figure Shop" link in the side menu to view the pieces.
We also provide a resin casting service. We undertake work for small to large figure compainies and cover both historical, Sci-Fi and fantasy pieces in our moulding and manufacturing process. Details of this can be seen in the casting sevices link on the side menu bar.
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Five North Enders named to All-Kitsap baseball squad
The 2009 All-Kitsap County Baseball Team was compiled by the sports writers for the North Kitsap Herald, Port Orchard Independent, Bremerton Patriot and Central Kitsap Reporter. Candidates for the team were nominated by the writers for their respective areas. The nominees were then voted on by the writers, with the top vote-getters making the teams. Honorable mentions were also selected from each school. The team includes the best players from area schools who not only performed well individually, but played a role in the success of their team as well.
The following is the 2009 All-Kitsap County Baseball Team.
P — Casey Bohlmann, senior, Central Kitsap: The left-hander offered Cougars coach Bill Baxter a reliable arm to spell Vettleson. Bohlmann pitched 34 innings during the regular season, going 4-1 with a 3.09 ERA and 43 strikeouts to just eight walks. Bohlmann finished the regular season with a .358 batting average in the No. 6 spot.
P — Eric Eley, senior, Klahowya: The right-handed power pitcher logged a 1.97 ERA in a team-high 53 1/3 innings, striking out 58 batters to finish the season with a 6-3 record. Also one of the Eagles' most consistent hitters, Eley hit .396 with nine RBI and .604 slugging percentage.
P — Colin Feldtman, senior, Bainbridge: The Spartans rode Feldtman's arm to the Class 3A state championship game. Coach Jayson Gore said Feldtman pitched five consecutive complete games to end the season, emerging as the team's undisputed ace. His 1.21 ERA was a team-best. He also hit .421 with 16 RBI.
P — Kurtis Pitcher, senior, Klahowya: Aptly named, the left-handed Pitcher delivered each time the Eagles needed a big performance. He threw a one-hitter with 15 strikeouts against Port Angeles in late April and delivered a gritty performance in the Eagles' season-ending loss to W.F. West in the state tournament. Pitcher, who will play next year at Western Oregon University, finished with a 2.33 ERA, striking out a team-best 63 batters to just 20 walks.
P — Tyler Sullivan, senior, Kingston: Sullivan, who will play at the University of Washington next year, terrorized opposing teams from both the mound and the batter's box this season. As a pitcher, Sullivan threw 53 strikeouts in 33 innings, and gave up an average of 1.7 runs per game. On the offensive side, Sullivan hit .460, including two home runs, in 15 regular season games.
C — Curtis Wildung, sophomore, Kingston: Wildung led the Buccaneers with 22 RBI this season, putting up one of the best batting averages in the Olympic League at .511 in 15 regular season games.
1B — Danny Orr, junior, Kingston: Orr racked up 25 hits in 15 regular season games on his way to a .490 batting average. Along the way, he drove in 13 runs and knocked a pair of homers over the fence.
2B — Nate Roberts, senior, Central Kitsap: Slated to play second base next season at Seattle University, Roberts anchored the CK infield, seeing significant action at shortstop. The right-handed Roberts batted No. 3 in the Cougars' lineup, hitting .383 with four home runs and 20 RBI.
SS — Brady Steiger, senior, South Kitsap: Rated as the 13th-best player in Washington's 2009 class by Baseball Northwest, Steiger wasn't challenged often as the Wolves' No. 3 hitter. He had a team-best 10 walks during the regular season and also had a .435 batting average and had team-bests in home runs (five) and RBI (19). He committed to play at Washington State University in March 2008, where he likely will return to third base, the position he played in 2008 for the Wolves.
3B — Will Martin, senior, Bainbridge: Martin finished the regular season with a .500 batting average in 50 plate appearances, hitting three home runs to go with a team-high 21 RBI.
OF — Drew Vettleson, junior, Central Kitsap: Recently named the 2009 Gatorade Player of the Year, the ambidextrous Vettleson, who has verbally committed to Oregon State University, hit .382 with four home runs and 18 RBI during the regular season from the left side of the plate. On the mound, where he used his right arm, he logged a 1.70 ERA with 40 strikeouts in 25 innings, going 2-0 during the regular season.
OF — Blake Johnson, junior, Olympic: Johnson posted .455 batting average and scored a team-best 29 runs to go with 12 RBI. Primarily a center fielder, he stole 16 bases while putting up a .709 slugging percentage.
OF — Andy Smith, senior, North Kitsap: Smith, who will play outfield for the University of Washington next year, put up huge numbers on offense and defense this season. As a batter, Smith led the Vikings, hitting .483 with 23 RBI and two homers. On the mound, Smith was undefeated in the regular season and hurled 53 strikeouts in 46 innings, allowing an average of 1.51 runs per game.
UTIL — Rickey Johnson, junior, South Kitsap: Johnson filled the role as the Wolves' most versatile athlete this year. He regularly played first and third base when he wasn't serving as one of South Kitsap's top pitchers. Johnson had a .463 batting average during the regular season and also had a team best .635 on-base percentage. He also hit two home runs, tied for a team best with 10 RBI and led the Wolves with nine stolen bases. On the mound, the right-handed Johnson had a 3-1 record with a 2.44 ERA and had 19 strikeouts in the same number of innings.
UTIL — Chris Campbell, sophomore, Olympic: Capable of playing almost any position on the field, Campbell led the Trojans with .475 batting average and 22 RBI. He was second on the team in both runs and total bases with 19 and 35, respectively.
DH — Rueben Smith, senior, Kingston: Smith was an asset for the Bucs all season despite a shoulder injury that kept him from playing the field. In 16 regular season games, Smith averaged .364 at the plate, drove in 13 RBI and blasted three home runs.
Coach of the Year — Jayson Gore, Bainbridge: The 10th-year coach led the Spartans to the Class 3A state championship game at Safeco Field where they lost to O'Dea, 10-3. Along the way, however, Bainbridge upset then-No. 1-ranked Timberline in the semifinals, one of five games the team played against a state-ranked No. 1 team. The Spartans, who graduate 13 seniors, didn't lose a regular season Metro League contest by more than three runs. The team finished 19-8 overall one of the state's most competitive baseball leagues.
Honorable Mentions (alphabetical by last name)
Jeremy Aske, North Kitsap; Paul Bagala, Kingston; Nick Benish, North Kitsap; Daniel Jewett, North Kitsap; Kyle Murray, Kingston; and Alex Smith, North Kitsap.
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Recognized as one of Canada's Top 100 Employers (2016)
By Richard Yerema and Kristina Leung, Mediacorp Canada Inc. staff editors (Nov 8, 2015)
Here are some of the reasons why Rogers Communications Inc. was selected as one of Canada's Top 100 Employers (2016) and Greater Toronto's Top Employers (2016):
- Rogers helps employees plan for life after work with the attractive, and increasingly rare, defined benefit pension plan -- and encourages employees to share more than a paycheque along the way, through a share purchase plan, year-end bonuses for some positions, new employee referral bonuses (to $1,500), and great discounts on a variety of products and services, from cellphone plans to Toronto Blue Jays tickets
- Rogers supports new moms with maternity leave top-up payments (to 100% of salary for the first 4 weeks followed by 70% for 13 weeks) and also extends parental top-up to new dads and adoptive parents (to 70% of salary for 17 weeks) -- and offers a variety of alternative work options when employees are ready to return to work
- Rogers encourages employees to keep fit with subsidized membership to a fully-equipped fitness facility and encourages employees to make healthy lifestyle choices through an in-house wellness initiative called "bWell" -- the program includes a dedicated bilingual website, an annual online fitness challenge, a network of employees designated as "Wellness Ambassadors", and an annual health, safety and wellness fair
Welcome aboard: Rogers onboarding program for new hires
New job stress is always a challenge. But it's amplified when your computer's not running, you have to borrow a colleague's pass card to get to the washroom, and there's no one to explain to you what all those puzzling acronyms mean.
In recognition that first impressions count, Rogers Communications Inc. has just launched an innovative onboarding program to welcome new hires. Onboarding became a priority after the Rogers 2014 CEO Listening Tour, when employees repeatedly said their experience of joining Rogers could be improved.
Change has happened. Instead of beginning their jobs whenever they're hired, employees now start on two designated days per month. Their first assignment is in-person onboarding in Toronto, which for many means boarding a plane to company headquarters.
Once they arrive, they head to a new custom-built learning centre where they meet colleagues, typically 50 to 100 in each session. "There were so many different diverse groups: technicians that drive vans, trainers, people I would not have met otherwise," says Stéfanie Cardinal, a Deskside IT Analyst, who does trouble shooting and flew in from Ottawa.
Cardinal pitched in to help with the technology bootcamp that runs alongside the three-day onboarding event. "I now know exactly what they need and the tools they need to do their jobs," she says.
Another goal of the program is to give new employees an understanding of Rogers many and varied businesses. While it's best known as Canada's largest provider of wireless communications services and as a major cable television and high-speed Internet company, Rogers is also a key player in the media business. It owns radio and television properties, magazines and trade publications, sports entertainment and digital media businesses.
New hires get tours of both Sportsnet and the Chatelaine test kitchen. Cardinal was surprised to learn about her employer's affiliation with the Spotify music streaming service.
She especially enjoyed a workshop where participants were asked to describe something that had made them feel a sense of accomplishment as a child. "It made everyone happy," she says. "You could see the spark in their eyes."
Like many companies, Rogers had gone the online route with its new employee programs, so this is something of a reversal. "We wanted to provide a unified program from frontline to executive that connects people to our legacy, customers and strategy," says Nancy Nazer, Senior Vice President of Organizational Development and Enterprise Learning.
Research shows that well structured onboarding programs have long lasting and surprising effects. New employees who attend are 69 per cent more likely to remain with their company for up to three years. Their organizations have a 54 per cent greater new hire productivity rate and retention is increased by 50 per cent.
As one of Canada's largest employers, Rogers anticipates putting 2,000 new hires through the program annually. While it varies slightly by employee type, the content and foundation is the same.
Contract, part-time and existing employees who want a refresher course can access an online version of the program. For new hires to the Call Centre, content is integrated into the existing curriculum. Regular, full-time "office/corporate" employees all do the in-person program.
Along with a paperless administration process for new employees, they can also choose their own smartphones and other equipment. Future people managers stay on for training about what it means to be a leader at Rogers.
It's been a major investment, but, says Nazer, "The return on our investment is going to be huge. The program really helps set employees up for success so they can hit the ground running in their new roles and start their career at Rogers."
Rogers invests big in staff development
When Rogers Communications made investing in and developing its people a key part of its Rogers 3.0 strategy, the company sprang into action. Its first initiatives included creating a high-tech learning centre, developing original curriculum, and setting - and achieving - a goal of training 800 managers in the first year of the program.
The message sent to employees was that top executives had heard, loud and clear, their requests for more training and coaching, and were responding - fast. The Rogers Learning Centre is a visible example of Rogers' commitment. Located on Bloor Street in Toronto, across the road from the corporate headquarters, the centre takes up an entire sub-level of the building in which it's housed.
It has giant windows which look out on the Rosedale ravine and an outside space for participants to gather when the weather's fine. The interior is designed as "inspiration for all different types of learning," says Nancy Nazer, Senior Vice President of Organizational Development and Enterprise Learning. "It shows employees how invested we are in their ongoing development."
The images and thought-provoking statements on the wall reflect the company's legacy as well as founder Ted Rogers' personal credo that "the best is yet to come." Modular furniture folds up and can be easily moved into multiple configurations depending on what's on the learning agenda.
A cafe space, couches and communal tables allow for informal networking over lunch and breaks, and post-training social events. The latest technology is used for learning and there's even a replica of a Rogers store for training frontline employees attending the Retail Academy, one of five main programs offered at the centre.
Along with retail, other key programs cover training and coaching for managers, directors and executives, organizational effectiveness and on-boarding for new employees. The centre is now more than 95-per-cent booked every day, with full capacity at 104. Several small groups can train there simultaneously or one large group. Recently, some 100 managers all trained together at the centre.
Talent Development and Social Learning Leader Salima Nathoo joined Rogers earlier this year to head up the new manager program at the Learning Centre. A specialist in experiential learning, she worked with other Rogers leaders and external vendors to create the manager leadership development program from scratch. "It's been quite the journey and it's been fast," she says. "We're tweaking and enhancing as we go."
As it stands now, it takes Rogers managers about six to eight months to complete the program, which begins with a two-day session at the Learning Centre, explains Nathoo. The program has four in-person components, which are taken within six to eight weeks of each other, with on-going learning on a social collaboration platform.
Part one is about company culture and knowledge. Two is about leadership and understanding themselves and their leadership brand. Three involves coaching for influence. Four is about collaboration and trust. Everything is tied together with a focus on teams.
Managers take advantage of the Learning Centre facilities and technology to do things like create a collaborative video or participate in "gamified learning" through digital simulations. More traditionally, they also hear from the company's VPs and SVPs.
"They speak a lot about the customer experience and how we make money," says Nathoo, so that managers from different areas of the business can better understand the company as a whole.
Along with the 800 managers trained at the Toronto centre this year, Rogers has also put hundreds of new hires through its recently launched on-boarding program, flying them in from across the country.
Over the next year, it plans to refresh its director and executive programs as it's done with managers, and it wants to expand the Retail Academy. "What we're doing is all designed to attract and retain top talent, to ensure our employees understand our commitment to their engagement," says Nazer.
Recognized as one of Canada's Top Employers for Young People (2016)
By Kristina Leung and Richard Yerema, Mediacorp Canada Inc. staff editors (Jan 10, 2016)
Here are some of the reasons why Rogers Communications Inc. was selected as one of Canada's Top Employers for Young People (2016):
- Rogers established the Rogers Youth Fund to provide financial support for educational programs delivered by community partners to youth between the ages of 12 and 19 -- the Fund recently supported the Boys and Girls Clubs of Canada in launching "Rogers Raising the Grade" programs, which provide after school homework clubs, academic tutoring and alternative schooling in local communities
- In the past year, Rogers launched an internal rotational program for employees who recently graduated -- the program features two 6-month rotations in different business units as well as the assignment of a business challenge -- at the end of their term, participants present solutions to a group of senior leaders
- In partnership with the Government of Ontario, Rogers manages an Apprenticeship Training program to help develop industry-standard skills and provide accreditation for roles such as customer service consultants, sales consultants and technical support consultants
Rogers grad program gets a morale-boosting twist
Being selected as a new graduate at a major corporation is about as good an entry to the working world as a young person can get. New graduate programs are extremely selective and only hire a handful of people, almost always recruited directly from university and college campuses. But Rogers decided to give its new grad program a twist and to include candidates already working for the company so long as they had graduated within the last two years.
"It's important to us that we not only look outside, but inside," says Nancy Nazer, Senior Vice President of Organizational Development and Enterprise Learning. "Frontline employees, like those in call centres or retail stores, see definite opportunities as a result of being part of this program." It's a morale-boosting move that shows Rogers appreciates its many talented young people already employed in different capacities.
Nekese McNabb had been with Rogers for four years when she applied for and was accepted into the new grad program. She had started out in retail sales after she bought a phone at the Rogers store in the mall where she worked part-time selling clothes. She decided it might be more fun to work at Rogers so she switched jobs.
McNabb stayed on at that first Rogers store, all the while continuing her university studies in human resources, until she was promoted to assistant manager in 2014. "My manager encouraged me to push myself and apply for more senior positions," she says. "He gave me the necessary training and support that I needed throughout my application process."
It was not long after graduating in the fall of 2014 that McNabb first heard about the internal new grad program while attending CEO Guy Laurence's annual all-employee kick-off meeting. Laurence talked about the company's reinvigorated commitment to training and employee development including the revamped grad program.
"I wasn't aware of anything like that before. It opened the doors for me to be able to apply," says McNabb, adding that while she had "book knowledge" of HR skills from university, she didn't have any experience working in the actual field. She saw the grad program as a way she could get some real-life training and HR skills. She was "ecstatic" when she was selected as a new grad.
While in the past, different Rogers divisions had run their own grad programs, this was the first time it was offering a company-wide 12-month rotational program. Since internal applicants already start in a customer-facing role, all external applicants begin their program by getting to know the front-line business. "Regardless of where your career at Rogers takes you, we want you to understand our customer and how we're working to overhaul their experience," explains Nazer.
For the internal program, one of the six-month rotations is designed to give the grads a taste of something different while the other six months are spent in a position more tailored to their academic background and future career goals. In McNabb's case, she did her first rotation in a communications role while her final stint will be in human resources as a coordinator.
The grads also go through the onboarding program Rogers launched in 2015, spending two days at its new learning centre, which opened last year as part of the new focus on training and developing all employees.
For Rogers, the ultimate goal of the new grad and its other recently-introduced learning programs is to retain and develop top talent and future leaders. The company wants employees to know that Rogers is investing in them.
"Even though it's a big company, you're not just a number," says McNabb. "I definitely see a future with Rogers. Everything you do is valued."
Recognized as one of Canada's Best Diversity Employers (2016)
By Kristina Leung and Richard Yerema, Mediacorp Canada Inc. staff editors (Feb 23, 2016)
Here are some of the reasons why Rogers Communications Inc. was selected as one of Canada's Best Diversity Employers (2016):
- Rogers' diversity leadership council recently launched a sub-committee to implement target action plans to build the pipeline and increase representation of women in leadership, increase representation of persons with disabilities and better serve clients, strengthen the pipeline and increase representation of visible minorities at leadership levels, and build and implement a targeted action plan to increase representation of Aboriginal peoples
- The company created the Rogers Women's Network to promote the retention and professional development of female employees -- the group organizes various workshops and networking events throughout the year and manages a group mentoring program, available to employees at its Toronto, Brampton and Montreal offices
- Rogers partners with Career Bridge to provide employment opportunities to internationally educated professionals as well as Ability Edge to provide internships for persons with disabilities
Rogers targets six diversity and inclusion areas
When Evguenia Potachenskaia arrived in Canada from Russia in 1996, she was 19 years old, a single parent and a student starting university in Montreal. "I didn't really understand Canadian culture," she says. "I felt excluded."
Potachenskaia, who is now Director of Internal Talent Management and Inclusion and Diversity at Rogers Communications, remembers group project work at McGill being especially
difficult due to her newcomer status. Then, when she started looking for jobs, she was often turned away as a result of her lack of "Canadian experience."
Although Potachenskaia always had the support of her parents through her difficult first years, she became quite discouraged at times. Coming to an understanding of the different dynamics at play shaped her future attitudes towards culture and the workplace.
"Culture needs to be open and honest about what the expectations are," Potachenskaia says, adding that Rogers strives to be transparent about its high performance culture, drive to win and values. "Openness provides space for innovation, quality development and personal growth. That's inclusion."
For Rogers, diversity and inclusion has evolved into programs that are about much more than representation. There's recognition that valuing a diverse workforce allows "people to bring different perspectives to the table," says Nyla Ahmad, Senior Vice-President, Enterprise Marketing, who also co-leads the company's Inclusion & Diversity Council with Nitin Kawale, President, Enterprise Business Unit. "When you're working in the innovation phase, these things are very important."
Ahmad has long seen the fact that she grew up with a Finnish mother and a Pakistani father as an advantage. "I was always the different one in the group but I wasn't inhibited by my differences," she says, adding that it provided her with "a very broad comfort zone meeting people from diverse backgrounds."
Even as a woman in technology, which she describes as very male dominated, Ahmad never felt excluded. "I didn't actually pay attention to issues of culture or gender diversity," she confesses. "I would say that as I got older and progressed in my career, I became much more aware and realized there were different dynamics at play in the room.
"I decided to actually embrace my differentness to harness it and add value. I wouldn't try to be one of the boys."
Now, as a leader, she doesn't feel the need to speak all the time and instead tries hard to introduce other points of view into the conversation. "My biggest insight about different perspectives is really around how you make people comfortable enough to bring their perspectives."
As a company, Rogers has recently prioritized six diversity and inclusion areas: Lesbian, Gay, Bisexual, Trans and Allies; Aboriginals; People with Disabilities; Women in Leadership; Visible Minorities; and Millennials. It is now setting up relevant goals for each area and will launch internally with employees declaring "I'm IN!" When the council sent out word they were looking for people to become involved, they were inundated with hundreds of offers. "There's a lot of passion around it," says Ahmad.
That kind of a reaction comes from Rogers' "embedding" of its values in everything from hiring practices and its new on-boarding program for new employees to managing performance and promoting internal talent, says Potachenskaia. "We all work together and that increases the worth of what we do, but diversity still starts with ourselves, with each individual."
Recognized as one of Canada's Greenest Employers (2016)
By Richard Yerema and Kristina Leung, Mediacorp Canada Inc. staff editors (Apr 21, 2016)
Here are some of the reasons why Rogers Communications Inc. was selected as one of Canada's Greenest Employers (2016):
- Rogers manages an Environmental Steering Committee (and subcommittees) comprised of approximately 40 employees from across the company's many lines of business, who meet quarterly to review ongoing progress of the company's corporate environmental program -- Rogers also invites members of the company's numerous informal green teams to sit on the Environmental Steering Committee to help align the company's strategic program to employees' local efforts
- Rogers introduced the "Get Up & Get Green" recycling program at major facilities to improve its overall waste diversion rate -- the new centralized collection strategy includes the introduction of new easy to use sorting stations in place of personal garbage and recycling bins -- Rogers' head office's waste diversion rate is already over 70 percent with initiatives underway to expand to other locations
- Rogers leverages its technology to reduce the need for business travel, introducing more "TelePresence" suites across the country in keeping with growing demand, complimenting the ongoing informal use of other chat platforms such as Skype, Adobe Connect and Microsoft Lync
Rogers empowers employees to help the environment
In his own way, Alexandre Paquin is helping to save the Earth. And he's happy that his employer is, too. The Marketing Manager for Retention with Rogers Communications cycles every day to Rogers' downtown Montreal office at Place Bonaventure. And last fall, with the company's support, he organized a Rogers Green Team to reduce the office's environmental footprint.
"It's really great to work at a place that encourages green initiatives and empowers employees," says Paquin. "Given the environmental situation happening around the world, I really see this as crucial for a large organization like Rogers to lead by example."
Rogers has a history of environmental leadership going back to the 1990s, says Doug Jeoffroy, Vice-President, Corporate Real Estate. Some of the company's earth-friendly efforts, like its Get Up & Get Green program, were started at the urging of employees.
Under the initiative, recycling and waste bins were removed from individual workstations and replaced with new, central units in locations on each floor. The program has helped Rogers adopt a standardized approach to separating materials. And viewed from across its sizeable real estate holdings - like its vast, 1-million-square-foot head office campus in downtown Toronto - Get Up & Get Green has had a significant impact.
"It has helped get us into the proper mindset to sort and recycle," says Jeoffroy. "Our participation rate continues to grow tremendously, and we've had a 30 to 40 per cent improvement in recycling."
In its food services facilities, Rogers has implemented an eco-dining program, replacing plastic with china and stainless steel, and shifting whenever possible to sustainable ingredients produced locally. It has also helped cut food waste by about 25 per cent.
By switching to LED lighting technology in 15 buildings, Jeoffroy says, the company has cut its energy consumption since 2011 by 4.5 million kilowatts - the equivalent of powering 550 homes for one year or taking 1,500 tonnes of greenhouse gas emissions out of the atmosphere.
Rogers' Environmental Steering Committee gives employee representatives a say in company-wide environmental decisions. And an effort to encourage the formation of Rogers Green Teams at company locations across Canada has spurred grassroots action.
In Montreal, Paquin says, his dedicated group of volunteers has already made some impressive strides. On the three floors Rogers occupies at Place Bonaventure, the Green Team mobilized colleagues to collect three large bins full of used computer equipment, phones, office supplies and other items destined for landfill sites. The material was donated to schools and some charities, where it can be re-used.
That's not all: The Green Team surveyed employees to ascertain their environmental priorities, and persuaded the building's maintenance staff to replace paper towels with electric hand driers in the washrooms. The team also actively works to educate employees about environmental issues and encourage the use of bicycles and public transportation to get to work. "A lot of what we do is around awareness," says Paquin.
Demonstrating strong corporate responsibility plays a key role today in attracting and retaining the next generation of talent, Jeoffroy says. "Our employees hold us accountable to be good environmental stewards," he notes. "Making sure we practise what we preach is very important."
The company is also proud of the measures it has taken to help its customers reduce their own impact on the environment. Through its campaign to promote paperless invoicing, fully 60 per cent of Rogers customers now receive their bills electronically, he says. Its Texture digital magazine subscription service is also helping to reduce paper consumption.
Rogers Smart Home Monitoring service gives homeowners the ability to not only increase their security, but better manage their utility costs. "It's an enhanced home-monitoring system integrated with an energy home-monitoring platform," says Jeoffroy. "It's a great way to manage your energy spend."


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Last Updated: 24/09/11 7:12pm
It's all over here at Vicarage Road and it has finished 1-0 to the visitors. A rather soft goal on 61 minutes from Ishmael Miller was enough for Nottingham Forest to defeat Watford and pick up the much needed three points. I hope that you enjoyed our live commentary here on Skysports.com. From me, it's goodbye for now. Have a nice evening.
Lee Camp makes a fine save off a John Eustace strike from inside the Forest penalty area amidst a cluster of bodies.
Lee Camp makes a fine save off a John Eustace strike from inside the Forest penalty area amidst a cluster of bodies.
Corner for Watford and once again Sordell is involved in the process of earning it. But nothing productive comes from it, as Eustace's smothered effort is way off target.
10 minutes remain in the match. The Hornets do not seem to be able to think of a way to conjure up an equaliser, and Forest are defending their citadel well. 1-0 to Forest, it looks likely to end here...
And now Watford make their first change of the evening. Deeney comes on for Forsyth, who played well in this match I should say.
Nottingham Forest make their first change of the evening. Derbyshire comes on for Findley, who doesn't look very pleased I have to say. I can also hear some boos and whistles, probably from the Watford supporters.
20 minutes remain in this Championship game and Forest are on their way to garnering a much needed three points.
Interestingly, there has been no yellow card in this game yet. When was the last time we had a football match that had no yellow or red card...?
Morgan makes an important clearance for Forest as he intercepts a headed pass from Garner intended for Eustace inside the penalty area.
25 minutes remain in this match and much against the run of play Forest have taken the lead here at Vicarage Road. Watford have yet to show any sign of a real comeback, as McClaren's side have the possession of the ball at the moment.
Watford have to blame themselves for conceding what was a rather soft goal. A Lee Camp goalkick threaded its way to Ishmael Miller, who just slotted it home from close range almost unopposed. The hosts are now on the backfoot here. Will they stage a comeback in the final 30 or so minutes?
GOAL! Nottingham Forest score through Miller just a minute after the hour-mark. 1-0 to the visitors.
Sean Dyche's side are pressing themselves on Forest at the moment and could have gone 1-0 ahead in the last few minutes.
Sordell shoots at the Nottingham Forest goal from an acute angle on the right from inside the penalty area but cannot keep his shot on target.
The hosts go agonisingly close once again, this time Joe Garner failing to find the target with a close-range header from a well-measured John Eustace delivery from the right.
Once again Watford come close to breaking the deadlock and once again it is Craig Forsyth. Lloyd Doyley sends in a brilliant cross from the right that Forsyth heads towards the Forest goal, but it goes on the roof of the net.
Camp makes a sensational save for Forest and keeps them in the game. Forsyth is sent through on goal but his attempt from close range is brilliantly blocked by the visitor's goalkeeper. Close one, that was.
Nottingham Forest go on the attack down the left flank as a cross is carved out, but Watford eventually parry away the danger.
As with the first half, it is Watford who start the second session the brighter of the two teams. Yeates floats in a free-kick from the right but his delivery is cleared away with ease.
We are now about to start the second-half action here at Vicarage Road. There have been no changes to the line-ups for either of the two teams.
So what are your thoughts on the game so far? What do you think will happen in the second half? Send me your views and opinions at email@example.com.
It's half time here at Vicarage Road and it is goalless between Watford and Nottingham Forest. Chances have been few and far between, with Joe Garner going close for the hosts and Ishmael Miller doing the same for the visitors.
Another good ball is whipped in from the right for Watford but it goes abegging. I think it was Yeates who made the delivery.
Exciting action in front of the Forest goal as the initial corner is cleared away, but then a ball in floated in from the left across the face of the goal, but the visitors do eventually scrap it away. The last five minutes of the first half should be exciting.
Hill makes a very good challenge inside the Watford penalty area on Garner and clears the ball away.
Will we get a goal in the final 10 minutes of this half? What do you think? Send them at firstname.lastname@example.com.
Once again Sordell is in the thick of the action as he floats a lovely cross from the right flank. Watford are stepping up their game now. How will Nottingham Forest respond?
Garner goes close with a header from just yards out, but Camp makes an excellent save. It is Sordell who carves out a cross from the right flank with his left foot. Best chance of the game so far - most eventful action surely.
Findley is released down the right flank but his cross is terrible as it is nowhere near the goal. That was a waste really.
15 minutes of normal time remain in the first half here at Vicarage Road and it remains goalless between Watford and Nottingham Forest. What are your thoughts on the game so far? Can Steve McClaren's side conjure up something between now and the half-time whistle? Send them at firstname.lastname@example.com.
Lynch goes close with the resulting corner as he heads the ball towards the Watford goal, but cannot keep it on target.
Nottingham Forest go close as Lynch forces Loach into make a good save and push the ball on to the sidenet.
Watford have been the more active and brighter side in this match but they have been struggling to make some real inroad into the Nottingham Forest penalty area.
Some stats for you now. Watford appear to have 56 per cent of the possession so far, while Nottingham Forest have had 44 per cent.
20 minutes gone in the match and it is still goalless between Watford and Nottingham Forest. Things are quite dull here at Vicarage Road at the moment.
A quarter of an hour gone here at Vicarage Road and it remains goalless. It has not been a very lively game, to be perfectly honest with you, but hopefully the momentum will increase soon.
Nottingham appear to be gaining confidence as the match progress, as they get another free-kick down the right but eventually fail to make it count.
Forest earn a free-kick as Mariappa is adjudged to have pulled back Miller. The free-kick is drilled in but it bounces off the wall and goes for a corner, which yields nothing fruitful in the end.
Ten minutes gone in the first half and it does look like this could be 'one of those games'. There has been no shot on goal and no clear-cut chances. Are we in for a dull 90 minutes? Or will the pace of the game pick up soon? Send me your thoughts at email@example.com.
Forsyth sends in another good ball inside the Nottingham penalty area but nothing concrete comes out of it.
Garner tries his luck at the Nottingham goal from just inside the penalty area but cannot get it past Camp. Mariappa sends a long ball from inside the Watford half to Forsyth on the left wing whose cut-back reaches Garner, but the Watford forward cannot break the deadlock in this instanace.
It's been a relatively quiet start here at Vicarage Road, and understandably so. Both sides are struggling for points in the early stages of the season.
A cross is drilled in from the left wing but there is no Watford player inside the Nottingham penalty area to take advantage of what was an inviting ball.
Watford on the attack right from the start as a delivery is floated in from the right, but I think it was Garner who was flagged offside.
Watford are unbeaten in four matches but have collected just seven points from as many matches. As for Nottingham Forest, they are in the bottom three of the Championship, but just two points behind Watford.
So what do you think of these line-ups? How do you think the game will pan out? Do Nottingham have a chance, or will Watford pick up maximum points in front of their own supporters? Send me your thoughts and prediction at firstname.lastname@example.com.
Kick-off is still around 20 minutes away and I will upload the teamsheet here in a moment. And feel free to send me your thoughts at email@example.com.


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As a Master Instructor Trainer for MERRITHEW™, John is an integral part of the programming team specializing in STOTT PILATES® and CORE™ Athletic Conditioning & Performance Training™, and has starred in over 60 Fitness and Pilates DVDs, mostly for MERRITHEW. John is a Certified Strength and Conditioning Specialist through NSCA, a Personal Trainer from the American Council on Exercise, and earned his MS in Physical Education from New York University. A STOTT PILATES Certified Instructor since 2001, John is an accomplished Pilates and Fitness Presenter currently representing MERRITHEW and has presented workshops and lectures in more than 14 countries internationally and throughout the USA. He has contributed to and appeared in many international publications, including Men's Fitness, Shape, ePregnancy, Pilates Style and the LA Times. John is the President, and Founder of John Garey Fitness & Pilates where he serves as the Executive Program Director.
Jolanda has a passion for movement and for the last 12 years, specifically in the Pilates method. After years of study, she became a physical education teacher at a high school, specializing in a number of different sports and especially in dance. During that time, she developed remedial after-school teaching programs as well as studying massage therapy. She has a great interest in anatomy and is fascinated by fascia and how it can be integrated in a Pilates program. As an Instructor Trainer for MERRITHEW™ specializing in STOTT PILATES®, Jolanda has a passion for sharing her knowledge with students and teachers. She is the owner of K'dans, currently the only Licensed Training Center in The Netherlands where she teaches a variety of fitness modalities, with STOTT PILATES as the base for all movement.
Josefin has been working full time with Pilates and movement for nearly ten years. She was born in Sweden where she actively trained in gymnastics until her mid-teens. While living in London in her early 20's she began suffering from back pain. It was then that she discovered Pilates and its amazing power to heal and strengthen the body. In 2005 she moved to the US and became a certified STOTT PILATES® instructor. Two years later, she became an Instructor Trainer for MERRITHEW™ specializing in STOTT PILATES. In 2009 she opened her own studio in Malmö, Sweden: Movement Studio Malmö. Her studio is flourishing, and she enjoys training clients at all levels as well as running STOTT PILATES instructor Trainer courses.
Joe comes from a sports and fitness background, having worked in the fitness industry since the 1990s. He is qualified in Neuromuscular Physical Therapy, Personal Training, Human Dietics and Nutrition. Joe started his STOTT PILATES® training in 2005 and has been an Instructor Trainer for MERRITHEW™ specializing in STOTT PILATES since 2009. At his studio in Dublin, Ireland, Joe places a focus on incorporating his Pilates Rehabilitation training with physical therapy protocols in order to help his clients return to full health.
Judy began her active lifestyle as a competitive ballroom dancer in Zimbabwe, and also as a member of the Zimbabwe National Aerobics team. She became a STOTT PILATES® Certified Instructor in 2001 and an Instructor Trainer for MERRITHEW™ specializing in STOTT PILATES in 2008. Judy draws on her degree in applied nutrition, as well as her experience with personal training, therapeutic massage and injury rehabilitation when working with her Pilates clients. She particularly enjoys working with students as they prepare for their examinations, and considers Postural Analysis and correction to be her passion.
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|Arabinda Das
|Arabinda Das
Department of Neuroscience
Medical University of South Carolina
Tel: 843-573-9850
Arabinda education was as follows Research Associate, Molecular Biology Duke University Medical Center, Durham, NC, Postdoctoral Fellow, Biochemistry and Molecular Biology Medical University of South Carolina, Charleston, SC, Postdoctoral Fellow, Neurosciences Neurology Medical University of South Carolina, Charleston, SC.
|Research Interest
Arabinda Research interests includes the development of novel therapeutic strategies for Spinal Cord Injury (SCI), Traumatic Brain Injury (TBI), Epilepsy, Glaucoma, and Multiple Sclerosis (MS), Analysis of the roles of calpain, and protein kinases involved in the alteration of vascular endothelial growth factor (VEGF) in SCI, TBI, and Experimental Autoimmune Encephalomyelitis (EAE), a model of MS, The development of new drugs for cancer treatment and the translation of these findings into clinical trials. Focusing mainly on glioblastoma multiforme (the most common and devastating of the human brain tumors) and neuroblastoma.
Global Speakers in the subject
Global Experts in the subject


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realmagick.com The shrine of knowledge.
Tent Modern Tent Types
A selection of articles related to tent modern tent types.
Original articles from our library related to the Tent Modern Tent Types. See Table of Contents for further available material (downloadable resources) on Tent Modern Tent Types.
- Survivalists' Guide for the New Millennium: Chapter 7
- MAKING FRIENDS WITH NATURE AND NATURAL LAW The fall of human society has not occurred overnight. It has taken many centuries, many millennia in fact, for the Divine potentials and inherent genius of the human being to degrade into the modern...
Philosophy >> Survivalists Guide for the New Millennium
- Astral Beings and Wildlife
- The astral dimension contains a wide variety of what could be called non-physical subtle energy life-forms; or as Carlos Castenada so aptly calls them: inorganic beings. Some of these have a positive nature (nice) and some seem have a negative nature (not so...
Parapsychology >> Astral Projection
- Survivalists' Guide for the New Millennium: Chapter 6
- AS THE WORM TURNS Health and well being are part of the natural birthright of the human being. With all of its organs intact, the right diet, exercise and mental focus, a human body can overcome any disease. Even so, the effects of living in this...
Philosophy >> Survivalists Guide for the New Millennium
- Survivalists' Guide for the New Millennium: Chapter 2
- WORKING TO LIVE RATHER THAN LIVING TO WORK Before the dawn of recorded history, a major period of transition occurred. Nomadic hunter-gatherer clans transformed themselves into larger communities who farmed the land. This they did by planting their own...
Philosophy >> Survivalists Guide for the New Millennium
- Herbs of Folklore and Modern Medicine: White Willow, Aloe Vera, and Garlic
- Many of the medicinal herbs we use today have been studied by modern science for application in today's medical field. These studies have shown that our ancestral folk uses of these herbs were very much correct in their applications. Here we will explore...
Earth Mysteries >> Herbalism
- King James Bible: Exodus, Chapter 40
- Chapter 40 40:1 And the LORD spake unto Moses, saying, 40:2 On the first day of the first month shalt thou set up the tabernacle of the tent of the congregation. 40:3 And thou shalt put therein the ark of the testimony, and cover the ark with the veil. 40:4...
Old Testament >> Exodus
- A History Of Dreaming - From Ancient Egypt To Modern Day
- Dreams have been an important part of the human experince since time immemorial. Fragments of the earliest books come from Egypt, where dreams were considered to be the messages sent from the gods. The Egyptians divided their dreams into three categories: 1....
Parapsychology >> Dreams
Tent Modern Tent Types is described in multiple online sources, as addition to our editors' articles, see section below for printable documents, Tent Modern Tent Types books and related discussion.
Suggested News Resources
- 'I want to stare death in the eye'… how Christopher Hitchens, Susan Sontag
- The month before he died, John Updike laid his head on his typewriter, because it was too hard to type up his final poems about dying and he was ready to give up, and then he found the strength to finish them. ...
- 10 Cloverfield Lane Could Change Movie Franchises
- A year later, District 9, another found-footage event-type movie, this time about aliens, also found success, making $210 million on a budget of $30 million and earning itself a Best Picture nomination. ...
- Surf How To Go Surfing On Honeymoon And Stay Married
- With a fresh modern design and facilities like an underwater nightclub, Niyama is sure to be a hit with your partner! ...
- The Exceptional Underwater City of Cuba: A New Theory on its Origins – Part I
- In his Underworld: The Mysterious Origins of Civilization , Graham Hancock examines the numerous structures that have been discovered underwater around the world. Most of the sites that Hancock discusses lie less than 120 meters (395 feet) below sea ...
- Kanye, Beyonce, Rihanna, and the Pop Reformation
- Half a millennium later—in 1969—a researcher at UCLA sent the first message over ARPANET, the network that prefigured the modern Internet; 44 years later, Beyoncé released 14 songs and 18 videos simultaneously to every iTunes store worldwide.
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Thank you for your interest in the Montgomery County Executive's Ball!
A completely volunteer-run event, the Ball brings together several arts and humanities organizations to support, sustain, and promote the cultural assets of Montgomery County, Maryland
This year's Executive's Ball, "Movers. Shakers. Builders. Makers: Arts and Humanities Unify Our Community" will be held on Sunday, December 4, 2016, beginning at 5:30 pm at the Bethesda North Marriott Hotel and Conference Center, 5701 Marinelli Road, North Bethesda, MD 20852.
Funds raised will go to support arts education programs in Montgomery County–a worthwhile cause indeed! Individual tickets are $150. You may buy tickets to the Ball here. For more information or to become a sponsor, please call 301-244-9836 or learn more here.
The 2016 Ball is chaired by Montgomery County First Lady, Catherine Leggett, who is joined by co-chair Dottie Fitzgerald of Fitzgerald Auto Malls.
Photo: Clark W. Day Photo-Graphics


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A video card, is commonly known as a graphics accelerator card or a display adapter. It is a hardware component whose function is to generate and output images to a display. It operated on similar principles as a sound card or other peripheral devices.Some Main Components Of Video CardA Graphical Processing UnitVideo MemoryRAMDAC (random access memory digital-analog converter)Video BIOSThe InterfaceMarket OverviewThe graphics card is one of the most fierce market in the computer hardware industry. The main leading graphics card producers in the market are AMD/ ATI, and NVIDIA which competes edge to edge and pour millions into developing a core to try and top the other.Graphics Cards or Onboard Graphics
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The graphic cards play important role for gamers, graphic designers and 3D animators who tend to require optimum displays for their work as well as faster rendering in order to efficiently tone up their work whereas integrated or on board graphics were capable of handling most day-to-day work and supports basic usage to run windows and it's features.The concept of onboard graphics really came up when Intel integrated graphics with its 810-chipset based motherboards for the PIII processor. Intel didn't leave an option for putting in an additional graphics card, forcing people to use only onboard graphics, which eliminated a lot of graphics cards from the market. Intel later came up with the provision to add graphics cards as well, and this changed the face of the graphics market.People didn't feel the need to buy a separate graphics card, because the onboard card served the purpose well. Intel brought iterations of its onboard graphics, with the latest one being the Extreme Graphics 2 core for the P4 processor. Along the way, two major graphics manufacturers joined the race by introducing their motherboard chipsets with onboard graphics. These were NVIDIA with its Nforce and Nforce 2 chipsets, and ATI with its latest Radeon 9100 IGP (Integrated Graphics Port). So today, with graphics manufacturers in the race, onboard graphics have become quite powerful. You can play games, watch movies, or run high-end graphics applications. That brings us to the million-dollar question of why go for a separate graphics card.
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The video card market is divided into three segments:Firstly, the high end cards, the ones pushing the limits of games and the limits of your pockets.Next, is the mid-range cards, the most profitable and demanding category of video cards. This classification occupies the maximum market share.Lastly, the low end cards, these are used as either integrated cards or cheap cards that will be used in situations where stress on graphic cards is at a minimum.The graphics card market and computer hardware industry is pretty full from top to bottom these days, but that doesn't keep the big players in the video card industry from bringing out newer models for their customers!


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Villa Zolitude Resort & Spa Accommodation & Rooms
- Free WiFi and free parking
Main amenities
- 30 guestrooms
- Restaurant
- Full-service spa
- Outdoor pool
- Breakfast available
- Free area shuttle
- Fitness center
- Airport shuttle
- Childcare
- Terrace
- 24-hour front desk
- Air conditioning
What's around
- In Chalong
- Chalong Temple (1.9 mi / 3.1 km)
- Phunaka Golf Course (0.7 mi / 1.2 km)
- Phuket Zoo (2.9 mi / 4.7 km)
- Big Buddha (6.4 mi / 10.3 km)
- Phuket Butterfly Garden and Insect World (6.5 mi / 10.4 km)
It was our last night, happy that we chose Villa Zolitude, its great to stay here, would…
The hotel in overall is good. Choices of breakfast were few. Activities from the hotel…
- Phuket (HKT-Phuket Intl.) 45-min drive; 23.6 miles/38 km
- Free self parking
- Free area shuttle
- Airport shuttle (surcharge)
- Free shopping center shuttle
- Free beach shuttle
Villa Zolitude Resort & Spa Accommodation & Roomsfrom ZAR 3,098
- Treetop Duplex Pool Villa
- Treetop Panorama Pool Villa
- Treetop Panorama Pool Villa with Free Massage for 2 persons (60 mins)
- Tree Duplex Pool Villa with Free Massage for 2 persons (60 mins)
- Two Bedroom Treetop Pool Villa
- Deluxe Villa, Private Pool
Recommended hotels
At a glance
Key facts
Hotel size
- This hotel has 30 rooms
- This hotel is arranged over 4 floors
- 24-hour check-in
- Check-out time is noon
Required at check in
- Credit card or cash deposit required
- Government-issued photo ID required
- Minimum check-in age is 18
Travelling with others
- Children (12 years old and younger) stay free when occupying the parent or guardian's room, using existing bedding
- Babysitting/childcare *
- No pets or service animals allowed
- Free WiFi and wired Internet access in public areas
- Free WiFi and wired Internet access in rooms
- Airport shuttle *
- Free self parking
- Free area shuttle within 3 km
- Free beach shuttle
- Free shopping center shuttle
Other information
- Resort fee included
In the hotel
- Breakfast (surcharge)
- Restaurant
- Coffee shop/café
- Room service (during limited hours)
- Barbecue grills
- Free beach shuttle
- Outdoor pool
- Pool sun loungers
- Fitness facilities
- Full-service spa
- Spa treatment room(s)
- Ecotours nearby
- Golf lessons available nearby
- Golfing nearby
- Billiards or pool table
- Conference space size (feet) - 25
- Conference space size (meters) - 2
- One meeting room
- 24-hour front desk
- Concierge services
- Tours/ticket assistance
- Dry cleaning/laundry service
- Laundry facilities
- Luggage storage
- Wedding services
- Porter/bellhop
- Year Built 2007
- Terrace
- Library
In the room
- Air conditioning
- Ceiling fan
- Bathrobes
- Slippers
- Iron/ironing board (on request)
- Blackout drapes/curtains
- Turndown service
- Sofa bed
- Private pool
- Balcony or patio
- Fireplace
- Individually furnished
- Separate living room
- Private bathroom
- Separate bathtub and shower
- Free toiletries
- Hair dryer
- 32-inch LED TV
- Premium TV channels
- IPod docking station
- DVD player
- Desk
- Free WiFi
- Free bottled water
- Daily housekeeping
- In-room safe
More great choices
Special features
The onsite spa has 5 treatment rooms including rooms for couples. Services include facials, body scrubs, body treatments, and manicures and pedicures. The spa is equipped with a sauna and a spa tub.
Dining180° Wine & Dine - This restaurant specializes in international cuisine.
Villa Zolitude Resort & Spa Accommodation & Rooms's small print
Also known as
- Villa Zolitude
- Villa Zolitude Resort Chalong
- Villa Zolitude Chalong
- Villa Zolitude Phuket
- Villa Zolitude Resort
- Villa Zolitude Resort Phuket
- Zolitude
- Zolitude Villa
- Villa Zolitude Hotel Chalong
- Villa Zolitude Resort And Spa Phuket/Chalong
- Zolitude Hotel Chalong
Only registered guests are allowed in the guestrooms.
This property does not have elevators.
Reservations are required for massage services and spa treatments and can be made by contacting the property before arrival at the number on the booking confirmation.
Mandatory fees
The charges below are included in the total price displayed:
- Resort fee
Optional extras
Early check-in can be arranged for an extra charge
Rollaway beds are available for THB 2500 per night
Breakfast is offered for an extra charge of THB 500 per person (approximately)
Babysitting/childcare is available for an extra charge
Airport shuttle service is offered for an extra charge of THB 1100 per vehicle (one way)
We have included all charges provided to us by this hotel. However, charges can vary, for example, based on length of stay or the room you book.
Recent reviews
Excellent 4.5 /5 from 135 reviews
What can I say, what a FANTASTIC resort and amazing experience. This was out first stop in our honey-moon and we stayed for 4 nights. Amazing amazing amazing staff and service, such nice a genuine people. We booked the villa with the private pool (room 402) and it has some of the best views from the terrace for morning coffee. The food (room service, breakfast etc) was all very good. Lots of excursions to do in Chalong - zip-lining, elephant trekking, and the phi phi island excursion are a must. Very safe and secure, clean and comfortable. Overall, this was an FANTASTIC experience for our first stop on our honey-moon. Thank you Villa ZOlitude for making it a memorable one and we hope that we can visit in the future again.
Excellent if you want to relax just outside the normal tourist locations yet close to everything. Private pool an extra bonus.
Fantastic villa! We really enjoyed our stay. Staff was very very friendly. Only downside is the food, especially the Thai food, was very average. And there is only 1 restaurant. Otherwise, we thoroughly enjoyed ourselves!
Amazing Grant Villa, so peaceful, staff were so friendly & thoughtful.
The hotel is very far from any facilities and activity place the location is very bad... U pass through very old area while your going to hotel and the hotel location is a forest...we arrived at hotel 10:00 pm and its look like a ghost house.. There is only two people that working in whole hotel.. We select this hotel because of the private pool but the pool was so dirty and the water of the pool was so smelly and there were so many lizards and insects in the bedroom and outside of the villa.. Then they show us another room it's also was same full of lizards and mosquitoes.. Then we decried to check out from the hotel the same time and they charge us for the night.. We just saw the room but they charge us full night and the receptionist was not helpful.. I really don't recommend this hotel... It's has really poor standard and I was cheated by the pictures on the website but the hotel is totally opposite from the picture... It's just a lizards house
Is the description of this hotel not correct? Tell us


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Scion at Holiday Inn Express
I was out taking some pictures of a rental car for Labadie Scion and decided that the new Holiday Inn Express in Bay City would make a great backdrop. They happened to be busy so there were a few cars in the picture that I didn't want. I'll have to go back again some other time.
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Taken on March 20, 2009


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Before heading to Broadway, Come From Away goes to Gander, NL — where it all began.
Save the date! Sheridan's Open House is Saturday, November 19. Come see what our Creative Campus is all about.
Our degrees attract a different type of thinker.
Build your creative future with our Honours Bachelor of Photography program.
Business degrees for the 21st century.
Honours Bachelor of Craft and Design:Studio specializations in ceramics, furniture, glass, industrial design and textiles.
Sheridan Reads returns this fall for a community-wide reading experience based on Thomas King's best-selling book "The Inconvenient Indian: A Curious Account of Native People in North America."Join us at 7 p.m. on Wednesday, November 9 in Macdonald-Heaslip Hall (Trafalgar Road Campus) for an evening of conversation and creativity with the author, including a Q&A and book signing. This event is part of the Creative Campus Series sponsored by TD Bank Group.
At Sheridan you'll learn to apply knowledge creatively and build a successful future. But don't take our word for it – discover the Sheridan experience for yourself.
Eric Angelillo, Bachelor of Animation, 2010"The game industry grows at such an alarming rate that you need to constantly be on your toes."
Read more
Julie Chan, Office Administration – Legal, 2004"I feel like I make a difference in people's lives. It's not just paper pushing."
Larica Perera, Media Arts, 2013"With our Sheridan family, we all have the same goals and want to get to the same place."
October 25, 2016
October 20, 2016
October 18, 2016
Sheridan alumna and Professor Tracy German and a small film crew explored areas of Canada to showcase stories of North America's original peoples in Wild Archeology - a new documentary series on APTN.
View Details
Tweets by @sheridancollege
The best way for you to experience the beauty of our campus, the intellectual intensity in our classrooms and the warmth of our highly social atmosphere is to come see Sheridan for yourself.
In winter 2015, a collaborative project called Food For Thought brought together students from the Bachelor of Craft and Design's five studios (ceramics, furniture, glass, industrial design, and textiles) and challenged them to conceptualize, refine, realize and present a project addressing food issues. The event was supported by lectures addressing contemporary food issues and a series of technical and experimental workshops. Cooking with Glass was one such workshop offering plenty of Food for Thought.
Student Centre Elevator, Trafalgar – Out of Service more