GREENVILLE, N.C.–(BUSINESS WIRE)–Employers aiming to win the war on talent have a new “A” team to tap into: college and professional athletes. Today, Game Plan, the leader in total athlete development, announced the upcoming fall launch of its most extensive career development program to date: Game Plan Academies (GPA). Through alliances with world-class employers, like New York Life and Staffmark, Game Plan will deliver crucial eLearning content, virtual events, and networking opportunities to current athletes and alumni at Game Plan partner athletic organizations. This program aims to prepare athletes for their transition into life after sports and will be formally introduced to schools across the nation this fall.
“Working with nearly 900 athletics organizations has taught us that true growth comes down to education, career preparation, and analytics,” said Vin McCaffrey, Game Plan CEO and former athlete. “Game Plan Academies hits all three for the 200,000 former athletes entering the job market each year, solving a critical challenge employers face with emerging professionals.”
Hiring of new college grads is expected to grow 26% this year, but only 13% of U.S. adults say college grads are prepared for the workplace. This carries short- and long-term consequences for employers. Two-thirds of college graduates stay at their first career jobs for one year or less, costing employers time and money. It takes 8-12 weeks to replace a knowledge worker at a cost of more than $6,000 per hire.
GPA’s first-of-its-kind athlete upskilling program consists of a two-phase curriculum focusing on management training and business to business (B2B) sales, lasting two to four weeks. Phase One introduces key concepts related to a particular career path through Game Plan’s innovative eLearning platform. Phase Two introduces select industry employer partners to provide insight into the industry, day to day responsibilities, career paths, work expectations and cultures – all while networking directly with GPA participants. Upon completion, participants receive a digital certification that will be available via Game Plan as well as other career networking sites.
“I am very excited about the partnership with Game Plan,” said Stacey Lane, CEO of Staffmark Group. “We are a people-centered business, and our mission is to help people. Our partnership with Game Plan will help us add student athletes to our team as we grow and scale for the future. Student-athletes have characteristics such as drive, initiative, and perseverance that will provide a foundation of growth, success, and belonging at Staffmark Group.”
GPA fills a critical gap for schools eager to put together more holistic development programs for their athletes. Since each GPA partnership is category-exclusive, they also gain a competitive advantage in their industries among a highly desirable employee pipeline.
“We’ve been waiting for something like this for a long time,” said Tommy Powell, Assistant Provost at Syracuse University. “Finally, we can match athletes’ winning character traits with the tangible skills they need to be effective contributors from day one. We look forward to engaging this group more deeply than we ever have.”
Game Plan’s industry partners include leading employers from athletics, business services, consumer products, financial services, healthcare, retail, staffing, and technology. GPA provides interested employers with measurable, one-on-one connections with athletes through this innovative new “pipeline as a service” offering at scale.
GPA is the latest offering from Game Plan’s rapidly growing portfolio of development tools. Its mix of free and subscription-based resources cover practical areas such as financial literacy, investment education, responsible gaming, NIL, mental health, brand building, and social justice. In the past 12 months, athletes have completed over 240,000 eLearning courses on the topics outlined above, as well as additional tailored content.
Next year, Game Plan will expand its reach into every NCAA athletics department through unique content collaborations with subject-matter thought leaders at no cost to the schools. Game Plan’s elite platform currently reaches hundreds of thousands of athletes from high school all the way to every major US professional league.
“Our alumni have utilized Game Plan as a way of kick-starting their post-sports careers and exploring their options as they transition away from sports,” said Glenn Healy, President and Executive Director of the NHL Alumni Association. “They’ve spent their lives competing at the highest level of hockey, which is why they recognize how much of an advantage this gives them in a highly-competitive job marketplace.”
Information about Game Plan’s full lineup of offerings for athletes, athletics organizations, and employers can be found at https://wearegameplan.com/.
About Game Plan
Game Plan is a pioneer in the intersection of education, sports, and technology. Since 2008, it has been dedicated to guiding 100% of athletes through 100% of their journey. For more information, visit https://wearegameplan.com/.
“NO ES SUFICIENTE” — It’s not enough. That was the message protest leaders in Ecuador delivered to the country’s president this past week after he said he would lower the price of both regular gas and diesel by 10 cents in response to riotous demonstrations over soaring fuel and food prices.
The fury and fear over energy prices that have exploded in Ecuador are playing out the world over. In the United States, average gasoline prices, which have jumped to $5 per gallon, are burdening consumers and forcing an excruciating political calculus on President Biden ahead of the midterm congressional elections this fall.
But in many places, the leap in fuel costs has been much more dramatic, and the ensuing misery much more acute.
Britain, it costs $125 to fill the tank of an average family-size car. Hungary is prohibiting motorists from buying more than 50 liters of gas a day at most service stations. Last Tuesday, police in Ghana fired tear gas and rubber bullets at demonstrators protesting against the economic hardship caused by gas price increases, inflation and a new tax on electronic payments.
largest exporter of oil and gas to global markets, and the retaliatory sanctions that followed have caused gas and oil prices to gallop with an astounding ferocity. The unfolding calamity comes on top of two years of upheaval caused by the Covid-19 pandemic, off-and-on shutdowns and supply chain snarls.
World Bank revised its economic forecast last month, estimating that global growth will slow even more than expected, to 2.9 percent this year, roughly half of what it was in 2021. The bank’s president, David Malpass, warned that “for many countries, recession will be hard to avoid.”
ratcheting down gas deliveries to several European countries.
Across the continent, countries are preparing blueprints for emergency rationing that involve caps on sales, reduced speed limits and lowered thermostats.
As is usually the case with crises, the poorest and most vulnerable will feel the harshest effects. The International Energy Agency warned last month that higher energy prices have meant an additional 90 million people in Asia and Africa do not have access to electricity.
Expensive energy radiates pain, contributing to high food prices, lowering standards of living and exposing millions to hunger. Steeper transportation costs increase the price of every item that is trucked, shipped or flown — whether it’s a shoe, cellphone, soccer ball or prescription drug.
Understand Inflation and How It Impacts You
“The simultaneous rise in energy and food prices is a double punch in the gut for the poor in practically every country,” said Eswar Prasad, an economist at Cornell University, “and could have devastating consequences in some corners of the world if it persists for an extended period.”
Group of 7 this past week discussed a price cap on exported Russian oil, a move that is intended to ease the burden of painful inflation on consumers and reduce the export revenue that President Vladimir V. Putin is using to wage war.
Price increases are everywhere. In Laos, gas is now more than $7 per gallon, according to GlobalPetrolPrices.com; in New Zealand, it’s more than $8; in Denmark, it’s more than $9; and in Hong Kong, it’s more than $10 for every gallon.
Leaders of three French energy companies have called for an “immediate, collective and massive” effort to reduce the country’s energy consumption, saying that the combination of shortages and spiking prices could threaten “social cohesion” next winter.
increased coal production to avoid power outages during a blistering heat wave in the northern and central parts of the country and a subsequent rise in demand for air conditioning.
Germany, coal plants that were slated for retirement are being refired to divert gas into storage supplies for the winter.
There is little relief in sight. “We will still see high and volatile energy prices in the years to come,” said Fatih Birol, the executive director of the International Energy Agency.
At this point, the only scenario in which fuel prices go down, Mr. Birol said, is a worldwide recession.
Reporting was contributed by José María León Cabrera from Ecuador, Lynsey Chutel from South Africa, Ben Ezeamalu from Nigeria, Jason Gutierrez from the Philippines, Oscar Lopez from Mexico and Ruth Maclean from Senegal.
Assaults at stores have been increasing at a faster pace than the national average. Some workers are tired of fearing for their safety.
There was the customer who stomped on the face of a private security guard. Then the one who lit herself on fire inside a store. The person who drank gasoline and the one who brandished an ax. An intoxicated shopper who pelted a worker with soup cans. A shoplifter who punched a night manager twice in the head and then shot him in the chest.
And there was the shooting that killed 10 people, including three workers, at the King Soopers supermarket in Boulder, Colo., in March 2021. Another shooting left 10 more people dead at a Buffalo grocery store last month.
In her 37 years in the grocery industry, said Kim Cordova, a union president in Colorado, she had never experienced the level of violence that her members face today.
F.B.I. said, more than half the so-called active shooter attacks — in which an individual with a gun is killing or trying to kill people in a busy area — occurred in places of commerce, including stores.
“Violence in and around retail settings is definitely increasing, and it is a concern,” said Jason Straczewski, a vice president of government relations and political affairs at the National Retail Federation.
Tracking retail theft is more difficult because many prosecutors and retailers rarely press charges. Still, some politicians have seized on viral videos of brazen shoplifting to portray left-leaning city leaders as soft on crime. Others have accused the industry of grossly exaggerating losses and warned that the thefts were being used as a pretext to roll back criminal justice reforms.
“These crimes deserve to be taken seriously, but they are also being weaponized ahead of the midterm elections,” said Jonathan Simon, a professor of criminal justice at the University of California, Berkeley, Law School.
While the political debate swirls about the extent of the crime and its causes, many of the people staffing the stores say retailers have been too permissive of crime, particularly theft. Some employees want more armed security guards who can take an active role in stopping theft, and they want more stores to permanently bar rowdy or violent customers, just as airlines have been taking a hard line with unruly passengers.
Kroger, which owns Fred Meyer, did not respond to requests for comment.
Some unions are demanding that retailers make official accommodations for employees who experience anxiety working with the public by finding them store roles where they don’t regularly interact with customers.
it was revealed that the retailers were hounding falsely accused customers.
The industry says it is putting much of its focus on stopping organized rings of thieves who resell stolen items online or on the street. They point to big cases like the recent indictment of dozens of people who are accused of stealing millions of dollars in merchandise from stores like Sephora, Bloomingdale’s and CVS.
But it’s not clear how much of the crime is organized. Matthew Fernandez, 49, who works at a King Soopers in Broomfield, Colo., said he was stunned when he watched a thief walk out with a cart full of makeup, laundry detergent and meat and drive off in a Mercedes-Benz S.U.V.
“The ones you think are going to steal are not the ones doing it,” he said. “From high class to low class, they are all doing it.”
Ms. Barry often gives money to the homeless people who come into her store, so they can buy food. She also knows the financial pressures on people with lower incomes as the cost of living soars.
When people steal, she said, the company can write off the loss. But those losses mean less money for workers.
“That is part of my raise and benefits that is walking out the door,” she said. “That is money we deserve.”
VAUGHAN, Ontario–(BUSINESS WIRE)–Ground has been broken for Vincent Condominums, a 766-unit, two-tower condominium, following an impressive 8-month selling program.
Vincent is among the largest condominium projects currently underway in the GTA. This makes the extremely fast market absorption a notable accomplishment, and a vote of confidence in the building, the developers and its location in the new VMC.
The celebration was officiated by Vaughan’s Mayor Maurizio Bevilacqua, Councillor Sandra Yeung-Racco and representatives of the builder/developer.
Hon. Maurizio Bevilacqua, P.C., Mayor, City of Vaughan said, “I am pleased to welcome Vincent Condominiums to the Vaughan Metropolitan Centre (VMC), the city’s dynamic downtown core. The VMC continues to rise to new and unprecedented heights, growing well beyond projected growth rates at 267 per cent. The heart of Vaughan’s downtown is home to several transformational projects, including the VMC Subway, high-rise towers, and commercial office buildings, which have created thousands of jobs, public art projects and community event spaces. As a result, Vaughan is outpacing national, provincial and regional growth rates with real GDP growth at 7 per cent. Since 2010, the city has issued more than $15 billion in building permits and 70,000 additional jobs have been created. I want to congratulate the development team of Rosehaven Homes, Townwood Homes and Guglietti Brothers Investments and express my sincerest gratitude for their meaningful city-building contributions. By making investments, creating jobs and giving back to the community, you are making a positive difference and demonstrating the spirit of generosity that radiates in Vaughan.”
Created by an impressive development team of Rosehaven Homes, Townwood Homes and Guglietti Brothers investments, each of these companies is owned by members of the extended Guglietti family, a group with a long history of building and development in Vaughan, and across the GTA. With Vincent, the project’s name, and the vision behind it, was more than business. Vincent is an expression of their family history.
Spokesman Silvio Guglietti said, “For the Guglietti family, the Official Groundbreaking of Vincent has a very personal importance to us. The Guglietti family came to Canada from a little town in Italy called Sora, just outside Rome in Lazio. It’s actually the twin-city of Vaughan. In our town, the small church that our family belonged to was San Vincenzo Ferreri, or Saint Vincent Ferrer. And our grandfather, the man we are all descended from was named Vincent, or Vincenzo, after this saint.”
To create this new landmark condominium community, the Guglietti family were committed to choosing a world-class team of consultants to complement their own extensive internal resources.
“Kirkor Architects brought us a striking, extraordinary architectural design,” says Guglietti. “Figur3 has taken the designs to a whole new level with their stylish and elegant interiors. And In2ition Realty, our sales brokerage and McOuat Partnership, our marketing firm, have delivered us a sold-out condominium project.”
Located near Jane St. and Hwy 7, the Vaughan Metropolitan Centre is a new financial, innovation and cultural centre. Major corporations, retailers, small businesses and other industries are located in the VMC, as it is a major transit hub with direct subway connections to York University and downtown Toronto as well as VIVANEXT and local bus routes across Vaughan and Richmond Hill.
For more information on The Vincent, visit TheVincent.ca
About Rosehaven Homes
Since 1992, Rosehaven Homes has created many exciting communities, built over 9,000 exceptional homes and condos and received numerous prestigious accolades and awards. From detached homes, semis and townhomes to mid-rise and high-rise condos, we have designed and built homes of all types for all kinds of people, in all walks of life. Our architecture ranges in style from the traditional to the contemporary, yet every Rosehaven home stands out distinctively in every community.
Our most recent successes in condos such as the Randall Residences, Mount Pleasant Urban Towndominiums, Affinity, Odyssey and KiWi clearly signify our strengths in contemporary urban design, our keen eye for cosmopolitan culture and our ability to deliver exceptional residences tailored to today’s vibrant, modern, sophisticated tastes and aspirations.
About Townwood Homes
Established in 1974 with over 45 years of experience in the home-building industry, building more than 15,000 homes throughout southern Ontario, Townwood communities have stood the test of time. Our homes are built with integrity and longevity, featuring distinct architectural styles, spacious open concepts and formal designs while consistently maintaining the combination of luxury and ease throughout. Every Townwood community be it low rise or condo sets the standard for quality and innovation throughout neighbourhoods in the GTA.
About Guglietti Brothers Investments
Guglietti Brothers Investments Limited is a real estate investment company which was established in 1972. Principals Giovanni, Carmine, Tony and their families have maintained primary investments in industrial/commercial, land development, low-rise new home and now high-rise condominium development. The company has the highest community and professional reputation, always practising important values of professionalism, good work ethics and integrity. The company has and continues to support numerous hospitals, charities, public retirement centres and churches since its inception.
MELBOURNE–(BUSINESS WIRE)–Blackstone (NYSE: BX) today announced that real estate funds and private equity funds managed by Blackstone (“Blackstone”) have completed the acquisition of Crown Resorts Limited (“Crown”) in the largest transaction to date for the firm in Asia Pacific. The transaction comprises three premium resort and casino properties in Melbourne, Perth and Sydney. Blackstone will work with the management team at Crown and its thousands of dedicated employees, as well as their representatives from the United Workers Union and other partner unions, to transform these properties into world-class entertainment destinations and continue Crown’s transformation to operate at the highest standards of compliance, governance, and integrity.
As one of Australia’s largest entertainment groups, Crown makes a major contribution to the Australian economy. Crown’s core businesses include two of Australia’s leading integrated resorts, Crown Melbourne and Crown Perth, as well as Sydney’s latest premium hotel resort and dining precinct at Crown Sydney.
Alan Miyasaki, Head of Real Estate Acquisitions Asia, Blackstone, said: “We are thrilled to become the new owner of Crown, bringing our expertise in hospitality to help the company achieve its full potential as a leading travel and leisure company. We first invested in Crown two years ago, seeing the tremendous underlying potential of the company and its people. We look forward to working with the teams at Crown and applying our experience in owning and operating marquee hospitality brands around the globe with the highest levels of ethics and integrity to create something unique for employees, local communities, and visitors.”
Chris Tynan, Head of Real Estate Australia, Blackstone, said: “This is a great opportunity that plays to Blackstone’s strengths – investing significant capital and resources to rebuild Crown into an iconic destination for travel and leisure that everyone can be proud of. Blackstone has built a strong Australian presence over the last 12 years. We look forward to supporting the local economy, creating jobs, and attracting visitors to Crown’s exceptional properties.”
Steve McCann, Crown Resort’s Chief Executive Officer, said: “Today, Crown emerges as part of the Blackstone family, which is the start of a new era for this great company and its 20,000 team members. Over recent times, Crown has undergone immense transformation, and we know under Blackstone’s ownership, we will realize our vision to deliver world-class entertainment experiences and a safe and responsible gaming environment.
“Australian tourism has entered a recovery phase, and we believe this trend will continue. Crown’s suite of outstanding assets has built a loyal customer base over the past 28 years, and we are excited about the opportunities ahead of us as we revitalize Melbourne and Perth and celebrate the addition of Sydney. With Blackstone’s investment and expertise, we’re confident Crown will cement its place on the global stage as one of the world’s leading owners and operators of integrated resorts,” he said.
Blackstone has built a strong track record in the wider hospitality, travel, and leisure sectors. The firm completed the sale of The Cosmopolitan of Las Vegas this year, after transforming the property into one of the most vibrant destinations on the Las Vegas Strip. During its 8-year ownership, Blackstone implemented significant operational changes, developed best-in-class management team, and invested significant capital to renovate 3,000 guest rooms and enhance F&B offerings. In addition, Blackstone owned Hilton Hotels Corporation for 11 years, during which it helped double the size of the company to more than 5,300 properties and 400,000 employees worldwide. Its other recent investments in these sectors include the acquisition of an 8-hotel portfolio across Japan’s top tourist destinations; acquisition of Bourne Leisure, a premier British holiday company; and joint acquisition of Extended Stay Hotels.
About Crown Resorts
Crown Resorts is one of Australia’s largest entertainment companies, owning and operating a suite of world-class integrated resorts. Its property portfolio includes three award-winning resorts in Melbourne, Perth and Sydney, as well as London’s prestigious Crown Aspinalls, a high end, boutique casino in the West End.
For 25 years, Crown Melbourne has been Australia’s leading luxury integrated resort and casino, offering guests a range of exceptional entertainment and event experiences; premium hospitality, dining, spa and retail; and gaming. Crown Perth is Western Australia’s only integrated resort and casino, and features a combined 1188 hotel-room capacity, expansive lagoon and private pools, and 33 bars and restaurants. Crown’s newest property, Crown Sydney, opened in December 2020 setting a new standard in luxury hotel and dining experiences. Crown Sydney is the tallest building in New South Wales, and features 349 hotel rooms and villas, 13 signature restaurants, a VIP, members only casino which is due to open shortly, two pools, a spa, and Crown’s first ever luxury serviced apartment offering.
As one of Australia’s largest hospitality employers, Crown’s properties support the employment of a diverse mix of over 20,000 people.
Blackstone is the world’s largest alternative asset manager. We seek to create positive economic impact and long-term value for our investors, the companies we invest in, and the communities in which we work. We do this by using extraordinary people and flexible capital to help companies solve problems. Our $915 billion in assets under management include investment vehicles focused on private equity, real estate, public debt and equity, infrastructure, life sciences, growth equity, opportunistic, non-investment grade credit, real assets and secondary funds, all on a global basis. Further information is available at www.blackstone.com. Follow @blackstone on LinkedIn, Twitter, and Instagram.
Most weekend mornings, Jaz Brisack gets up around 5, wills her semiconscious body into a Toyota Prius and winds her way through Buffalo, to the Starbucks on Elmwood Avenue. After a supervisor unlocks the door, she clocks in, checks herself for Covid symptoms and helps get the store ready for customers.
“I’m almost always on bar if I open,” said Ms. Brisack, who has a thrift-store aesthetic and long reddish-brown hair that she parts down the middle. “I like steaming milk, pouring lattes.”
The Starbucks door is not the only one that has been opened for her. As a University of Mississippi senior in 2018, Ms. Brisack was one of 32 Americans who won Rhodes scholarships, which fund study in Oxford, England.
in public support for unions, which last year reached its highest point since the mid-1960s, and a growing consensus among center-left experts that rising union membership could move millions of workers into the middle class.
white-collar workers has coincided with a broader enthusiasm for the labor movement.
In talking with Ms. Brisack and her fellow Rhodes scholars, it became clear that the change had even reached that rarefied group. The American Rhodes scholars I encountered from a generation earlier typically said that, while at Oxford, they had been middle-of-the-road types who believed in a modest role for government. They did not spend much time thinking about unions as students, and what they did think was likely to be skeptical.
“I was a child of the 1980s and 1990s, steeped in the centrist politics of the era,” wrote Jake Sullivan, a 1998 Rhodes scholar who is President Biden’s national security adviser and was a top aide to Hillary Clinton.
By contrast, many of Ms. Brisack’s Rhodes classmates express reservations about the market-oriented policies of the ’80s and ’90s and strong support for unions. Several told me that they were enthusiastic about Senators Bernie Sanders and Elizabeth Warren, who made reviving the labor movement a priority of their 2020 presidential campaigns.
Read More on Organized Labor in the U.S.
Even more so than other indicators, such a shift could foretell a comeback for unions, whose membership in the United States stands at its lowest percentage in roughly a century. That’s because the kinds of people who win prestigious scholarships are the kinds who later hold positions of power — who make decisions about whether to fight unions or negotiate with them, about whether the law should make it easier or harder for workers to organize.
As the recent union campaigns at companies like Starbucks, Amazon and Apple show, the terms of the fight are still largely set by corporate leaders. If these people are increasingly sympathetic to labor, then some of the key obstacles to unions may be dissolving.
suggested in April. The company has identified Ms. Brisack as one of these interlopers, noting that she draws a salary from Workers United. (Mr. Bonadonna said she was the only Starbucks employee on the union’s payroll.)
point out flaws — understaffing, insufficient training, low seniority pay, all of which they want to improve — they embrace Starbucks and its distinctive culture.
They talk up their sense of camaraderie and community — many count regular customers among their friends — and delight in their coffee expertise. On mornings when Ms. Brisack’s store isn’t busy, employees often hold tastings.
A Starbucks spokesman said that Mr. Schultz believes employees don’t need a union if they have faith in him and his motives, and the company has said that seniority-based pay increases will take effect this summer.
onetime auto plant. The National Labor Relations Board was counting ballots for an election at a Starbucks in Mesa, Ariz. — the first real test of whether the campaign was taking root nationally, and not just in a union stronghold like New York. The room was tense as the first results trickled in.
“Can you feel my heart beating?” Ms. Moore asked her colleagues.
win in a rout — the final count was 25 to 3. Everyone turned slightly punchy, as if they had all suddenly entered a dream world where unions were far more popular than they had ever imagined. One of the lawyers let out an expletive before musing, “Whoever organized down there …”
union campaign he was involved with at a nearby Nissan plant. It did not go well. The union accused the company of running a racially divisive campaign, and Ms. Brisack was disillusioned by the loss.
“Nissan never paid a consequence for what it did,” she said.(In response to charges of “scare tactics,” the company said at the time that it had sought to provide information to workers and clear up misperceptions.)
Mr. Dolan noticed that she was becoming jaded about mainstream politics. “There were times between her sophomore and junior year when I’d steer her toward something and she’d say, ‘Oh, they’re way too conservative.’ I’d send her a New York Times article and she’d say, ‘Neoliberalism is dead.’”
In England, where she arrived during the fall of 2019 at age 22, Ms. Brisack was a regular at a “solidarity” film club that screened movies about labor struggles worldwide, and wore a sweatshirt that featured a head shot of Karl Marx. She liberally reinterpreted the term “black tie” at an annual Rhodes dinner, wearing a black dress-coat over a black antifa T-shirt.
climate technology start-up, lamented that workers had too little leverage. “Labor unions may be the most effective way of implementing change going forward for a lot of people, including myself,” he told me. “I might find myself in labor organizing work.”
This is not what talking to Rhodes scholars used to sound like. At least not in my experience.
I was a Rhodes scholar in 1998, when centrist politicians like Bill Clinton and Tony Blair were ascendant, and before “neoliberalism” became such a dirty word. Though we were dimly aware of a time, decades earlier, when radicalism and pro-labor views were more common among American elites — and when, not coincidentally, the U.S. labor movement was much more powerful — those views were far less in evidence by the time I got to Oxford.
Some of my classmates were interested in issues like race and poverty, as they reminded me in interviews for this article. A few had nuanced views of labor — they had worked a blue-collar job, or had parents who belonged to a union, or had studied their Marx. Still, most of my classmates would have regarded people who talked at length about unions and class the way they would have regarded religious fundamentalists: probably earnest but slightly preachy, and clearly stuck in the past.
Kris Abrams, one of the few U.S. Rhodes Scholars in our cohort who thought a lot about the working class and labor organizing, told me recently that she felt isolated at Oxford, at least among other Americans. “Honestly, I didn’t feel like there was much room for discussion,” Ms. Abrams said.
typically minor and long in coming.
has issued complaints finding merit in such accusations. Yet the union continues to win elections — over 80 percent of the more than 175 votes in which the board has declared a winner. (Starbucks denies that it has broken the law, and a federal judge recently rejected a request to reinstate pro-union workers whom the labor board said Starbucks had forced out illegally.)
Twitter was: “We appreciate TIME magazine’s coverage of our union campaign. TIME should make sure they’re giving the same union rights and protections that we’re fighting for to the amazing journalists, photographers, and staff who make this coverage possible!”
The tweet reminded me of a story that Mr. Dolan, her scholarship adviser, had told about a reception that the University of Mississippi held in her honor in 2018. Ms. Brisack had just won a Truman scholarship, another prestigious award. She took the opportunity to urge the university’s chancellor to remove a Confederate monument from campus. The chancellor looked pained, according to several attendees.
“My boss was like, ‘Wow, you couldn’t have talked her out of doing that?’” Mr. Dolan said. “I was like, ‘That’s what made her win. If she wasn’t that person, you all wouldn’t have a Truman now.’”
(Mr. Dolan’s boss at the time did not recall this conversation, and the former chancellor did not recall any drama at the event.)
The challenge for Ms. Brisack and her colleagues is that while younger people, even younger elites, are increasingly pro-union, the shift has not yet reached many of the country’s most powerful leaders. Or, more to the point, the shift has not yet reached Mr. Schultz, the 68-year-old now in his third tour as Starbucks’s chief executive.
She recently spoke at an Aspen Institute panel on workers’ rights. She has even mused about using her Rhodes connections to make a personal appeal to Mr. Schultz, something that Mr. Bensinger has pooh-poohed but that other organizers believe she just may pull off.
“Richard has been making fun of me for thinking of asking one of the Rhodes people to broker a meeting with Howard Schultz,” Ms. Brisack said in February.
“I’m sure if you met Howard Schultz, he’d be like, ‘She’s so nice,’” responded Ms. Moore, her co-worker. “He’d be like, ‘I get it. I would want to be in a union with you, too.’”
LUCKNOW, India, June 16 (Reuters) – Police in northern India fired shots in the air on Thursday to push back stone-throwing crowds and authorities shut off mobile internet in at least one district to forestall further chaos, as protests widened against a new military recruitment system.
Prime Minister Narendra Modi’s government this week announced an overhaul of recruitment for India’s 1.38 million-strong armed forces, looking to bring down the average age of personnel and reduce pension expenditure. read more
But potential recruits, military veterans, opposition leaders and even some members of Modi’s ruling Bharatiya Janata Party (BJP) have raised reservations over the revamped process.
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In northern Haryana state’s Palwal district, some 50 km (31 miles) south of the capital New Delhi, crowds hurled stones at a government official’s house and police protecting the building fired shots to keep the mob at bay, according to video footage from Reuters partner ANI.
“Yes, we have fired a few shots to control the crowd,” a local police official said, declining to be named.
There was no immediate information on casualties.
Mobile internet was temporarily suspended in Palwal district for the next 24 hours, Haryana’s information department said.
Protesters in eastern India’s Bihar state set a BJP office on fire in Nawada city, attacked railway infrastructure and blocked roads, as demonstrations spread across several parts of the country, police officials told Reuters.
Demonstrators perform push-ups as they protest against “Agnipath scheme” for recruiting personnel for armed forces, in Munger, Bihar, India June 16, 2022 in this still image obtained from a handout video. ANI/Handout via REUTERS
Protesters also attacked railway property across Bihar, settling alight coaches in at least two locations, damaging train tracks and vandalising a station, according to officials and a railways statement.
The new recruitment system, called Agnipath or “path of fire” in Hindi, will bring in men and women between the ages of 17-and-a-half and 21 for a four-year tenure at non-officer ranks, with only a quarter retained for longer periods.
Previously, soldiers have been recruited by the army, navy and air force separately and typically enter service for up to 17 years for the lowest ranks.
The shorter tenure has caused concern among potential recruits.
“Where will we go after working for only four years?” one young man, surrounded by fellow protesters in Bihar’s Jehanabad district, told ANI. “We will be homeless after four years of service. So we have jammed the roads.”
Smoke billowed from burning tyres at a crossroads in Jehanabad where protesters shouted slogans and performed push-ups to emphasise their fitness for service.
Bihar and neighbouring Uttar Pradesh saw protests over the recruitment process for railway jobs in January this year, underlining India’s persistent unemployment problem. read more
Varun Gandhi, a BJP lawmaker from Uttar Pradesh, in a letter to India’s defence minister Rajnath Singh on Thursday said that 75% of those recruited under the scheme would become unemployed after four years of service.
“Every year, this number will increase,” Gandhi said, according to a copy of the letter posted by him on social media.
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Writing by Devjyot Ghoshal;
Editing by Andrew Cawthorne, William Maclean
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OREGON HOUSE, Calif. — In a tiny town in the foothills of the Sierra Nevada, a religious organization called the Fellowship of Friends has established an elaborate, 1,200-acre compound full of art and ornate architecture.
More than 200 miles away from the Fellowship’s base in Oregon House, Calif., the religious sect, which believes a higher consciousness can be achieved by embracing fine arts and culture, has also gained a foothold inside a business unit at Google.
Even in Google’s freewheeling office culture, which encourages employees to speak their own minds and pursue their own projects, the Fellowship’s presence in the business unit was unusual. As many as 12 Fellowship members and close relatives worked for the Google Developer Studio, or GDS, which produces videos showcasing the company’s technologies, according to a lawsuit filed by Kevin Lloyd, a 34-year-old former Google video producer.
critically acclaimed winery; and collected art from across the world, including more than $11 million in Chinese antiques.
Revelations.” Mr. Burton described Apollo as the seed of a new civilization that would emerge after a global apocalypse.
sold its collection of Chinese antiques at auction. In 2015, after its chief winemaker left the organization, its winery ceased production. The Fellowship’s president, Greg Holman, declined to comment for this article.
The Google Developer Studio is run by Peter Lubbers, a longtime member of the Fellowship of Friends. A July 2019 Fellowship directory, obtained by The Times, lists him as a member. Former members confirm that he joined the Fellowship after moving to the United States from the Netherlands.
At Google, he is a director, a role that is usually a rung below vice president in Google management and usually receives annual compensation in the high six figures or low seven figures.
Previously, Mr. Lubbers worked for the staffing company Kelly Services. M. Catherine Jones, Mr. Lloyd’s lawyer, won a similar suit against Kelly Services in 2008 on behalf of Lynn Noyes, who claimed that the company had failed to promote her because she was not a member of the Fellowship. A California court awarded Ms. Noyes $6.5 million in damages.
Ms. Noyes said in an interview that Mr. Lubbers was among a large contingent of Fellowship members from the Netherlands who worked for the company in the late 1990s and early 2000s.
At Kelly Services, Mr. Lubbers worked as a software developer before a stint at Oracle, the Silicon Valley software giant, according to his LinkedIn profile, which was recently deleted. He joined Google in 2012, initially working on a team that promoted Google technology to outside software developers. In 2014, he helped create G.D.S., which produced videos promoting Google developer tools.
Kelly Services declined to comment on the lawsuit.
Under Mr. Lubbers, the group brought in several other members of the Fellowship, including a video producer named Gabe Pannell. A 2015 photo posted to the internet by Mr. Pannell’s father shows Mr. Lubbers and Mr. Pannell with Mr. Burton, who is known as “The Teacher” or “Our Beloved Teacher” within the Fellowship. A caption on the photo, which was also recently deleted, calls Mr. Pannell a “new student.”
Echoing claims made in the lawsuit, Erik Johanson, a senior video producer who has worked for the Google Developer Studio since 2015 through ASG, said the team’s leadership abused the hiring system that brought workers in as contractors.
“They were able to further their own aims very rapidly because they could hire people with far less scrutiny and a far less rigorous on-boarding process than if these people were brought on as full-time employees,” he said. “It meant that no one was looking very closely when all these people were brought on from the foothills of the Sierras.”
Mr. Lloyd said that after applying for his job he had interviewed with Mr. Pannell twice, and that he had reported directly to Mr. Pannell when he joined a 25-person Bay Area video production team inside GDS in 2017. He soon noticed that nearly half this team, including Mr. Lubbers and Mr. Pannell, came from Oregon House.
Google paid to have a state-of-the-art sound system installed in the Oregon House home of one Fellowship member who worked for the team as a sound designer, according to the suit. Mr. Lubbers disputed this claim in a phone interview, saying the equipment was old and would have been thrown out if the team had not sent it to the home.
The sound designer’s daughter also worked for the team as a set designer. Additional Fellowship members and their relatives were hired to staff Google events, including a photographer, a masseuse, Mr. Lubbers’s wife and his son, who worked as a DJ at company parties.
The company frequently served wine from Grant Marie, a winery in Oregon House run by a Fellowship member who previously managed the Fellowship’s winery, according to the suit and a person familiar with the matter, who declined to be identified for fear of reprisal.
“My personal religious beliefs are a deeply held private matter,” Mr. Lubbers said. “In all my years in tech, they have never played a role in hiring. I have always performed my role by bringing in the right talent for the situation — bringing in the right vendors for the jobs.”
He said ASG, not Google, hired contractors for the GDS team, adding that it was fine for him to “encourage people to apply for those roles.”And he said that in recent years, the team has grown to more than 250 people, including part-time employees.
Mr. Pannell said in a phone interview that the team brought in workers from “a circle of trusted friends and families with extremely qualified backgrounds,” including graduates of the University of California, Berkeley.
In 2017 and 2018, according to the suit, Mr. Pannell attended video shoots intoxicated and occasionally threw things at the presenter when he was unhappy with a performance. Mr. Pannell said that he did not remember the incidents and that they did not sound like something he would do. He also acknowledged that he’d had problems with alcohol and had sought help.
After seven months at Google, Mr. Pannell was made a full-time employee, according to the suit. He was later promoted to senior producer and then executive producer, according to his LinkedIn profile, which has also been deleted.
Mr. Lloyd brought much of this to the attention of a manager inside the team, he said. But he was repeatedly told not to pursue the matter because Mr. Lubbers was a powerful figure at Google and because Mr. Lloyd could lose his job, according to his lawsuit. He said he was fired in February 2021 and was not given a reason. Google, Mr. Lubbers and Mr. Pannell said he had been fired for performance issues.
Ms. Jones, Mr. Lloyd’s lawyer, argued that Google’s relationship with ASG allowed members of the Fellowship to join the company without being properly vetted. “This is one of the methods the Fellowship used in the Kelly case,” she said. “They can get through the door without the normal scrutiny.”
Mr. Lloyd is seeking damages for wrongful termination, retaliation, failure to prevent discrimination and the intentional infliction of emotion distress. But he said he worries that, by doing so much business with its members, Google fed money into the Fellowship of Friends.
“Once you become aware of this, you become responsible,” Mr. Lloyd said. “You can’t look away.”
The S&P 500 on Monday dropped into its second bear market of the pandemic, crossing a symbolic and worrisome threshold as stocks plunge following a meteoric rise over the last two years.
Bear markets — when stocks decline at least 20 percent from their recent peaks — are relatively rare, and they frequently precede a recession. This sell-off, dragging the S&P down from a peak on Jan. 3 (which reflects the new bear market’s starting point), comes as concerns mount over high inflation, the war in Ukraine, Covid and the Federal Reserve’s attempts to rein in the economy.
just above a bear market in May before recovering, but stocks fell sharply again on Friday following the latest release of government data showing that inflation had accelerated again.
The worry among stock traders is that the Fed could be forced to constrict the economy’s growth in order to bring inflation under control, leading to a recession. While recessions have often followed bear markets, one does not necessarily cause the other.
The State of the Stock Market
The stock market’s decline this year has been painful. And it remains difficult to predict what is in store for the future.
“It is not that consumer demand is weak yet — spending has held up,” said Paul Ashworth, who is the chief North American economist at Capital Economics. “The fear is that the Fed is going to go very hard, and that leaves us in a recession at some point.”
800,000 of the 22 million jobs lost at the height of coronavirus-related lockdowns. While rising mortgage rates have begun to dampen activity, housing — generally one of the biggest sources of wealth for Americans — remains strong.
target-date funds, which automatically move 401(k) money into bonds and other safer investments as their retirement age approaches. But 401(k) plans can still take a significant hit in market downturns. In 2008, for instance, as the S&P 500 dropped 37 percent, the average 401(k) account balance for those who were in their 50s fell 24 percent.
People with retirement accounts are keeping more of their assets in stocks now, as opposed to bonds or a mix of other investments. “There has been a growing complacency of people keeping most of their nest eggs in stocks,” said Monique Morrissey, who specializes in retirement at the left-leaning think tank Economic Policy Institute. “There has been a fundamental misunderstanding — returns do not always average out.”
The bigger issue, according to Ms. Morrissey, is that many people have gotten used to the stock market going up. That’s not a guarantee — especially in the near term.
“It’s not just the loss from January; it’s what happens going forward,” she said. “If you were counting on the amount that you have in your 401(k) to continually grow, well, then you may never get to what you had planned for.”
China’s entrepreneur class is grappling with the worst economic slump in decades as the government’s zero Covid policy has shut down cities and kept would-be customers at home. Yet they can’t seem to agree on how loudly they should complain — or even whether they should at all.
A tech entrepreneur wrote in a big group chat in May that many members were too critical. “What people here do every day is criticizing the government and the system,” she wrote. “I can’t see any entrepreneurship in this.”
A top venture capitalist told his nearly nine million social media followers that as much as everyone had suffered from the pandemic, they should try to stay away from negative news and information.
zero Covid policy, which has put hundreds of millions of people under some kind of lockdowns in the past few months, costing jobs and revenues. He’s saying what many others are whispering in private but fear to say in public.
“The questions we should ask ourselves are,” he wrote in an article that was censored within an hour of posting but shared widely in other formats, “what caused such widespread negative sentiment across the society? Who should be responsible for this? And how can we change it?”
He said the lockdowns in Shanghai and other cities made it clear that wealth and social status meant little to a government determined to pursue its zero Covid policy. “We’re all nobodies who could be sent to the quarantine camps, and our homes could be broken into,” he wrote. “If we still choose to adapt to and put up with this, all of us will face the same destiny: trapped.”
staying out of politics is no longer an option for China’s business leaders. But some of his peers are reluctant, given the potential penalties.
steered away from the market economy and cracked down on some industries. It demonized entrepreneurs and went after some of the most prominent of them. Then when the mild, albeit contagious, Omicron variant of the coronavirus emerged in China this year, the government meddled with free enterprise as it hadn’t in decades.
The lockdowns and restrictions have done so much damage to the economy that Premier Li Keqiang summoned about 100,000 cadres to an emergency meeting in late May. He called the situation “severe” and “urgent,” citing sharp drops in employment, industrial production, electricity consumption and freight traffic.
Many business leaders believe that it will be hard to reverse the damage if the government doesn’t stop the zero Covid policy. Yet they feel that there’s nothing they can do to make Beijing change course.
The chairman of a big internet company told me that with all the pandemic restrictions, he and others were operating as if dancing with shackles on while expecting the sword of a lockdown to strike at any moment. With a big public company to run, he said, it would be too risky to be vocal. He hoped the economists could be more outspoken.
The chairman of a publicly listed conglomerate with many consumer-facing businesses said he had to shut down a few of his companies and let people go as revenues dropped off a cliff. He’s not a Christian, he said, but he has been praying to God every day to help him get through this tough period.
articles that compared the pros and cons of different pandemic policies. Then, in mid-May, his social media Weibo account was suspended.
Jack Ma, the founder of the e-commerce behemoth Alibaba, largely disappeared from public view after he criticized banking regulators in late 2019. The regulators quashed the initial public offering of Ant Group, the tech and financial company controlled by Mr. Ma, and fined Alibaba a record $2.8 billion last year.
Ren Zhiqiang, a retired real estate developer, was sentenced to 18 years in prison on charges of committing graft, taking bribes, misusing public funds and abusing his power. His real crime, his supporters say, was criticizing Mr. Xi’s handling of the coronavirus outbreak in early 2020.
Mr. Zhou, 49, is known as a maverick in Chinese business circles. He founded his first business in stereo systems with his brother in the mid-1990s when he was still in college. In 2010, he started Yongche, one of the first ride-hailing companies.
Unlike most Chinese bosses, he didn’t demand that his employees work overtime, and he didn’t like liquor-filled business meals. He turned down hundreds of millions of dollars in funding and refused to participate in subsidy wars because doing so didn’t make economic sense. He ended up losing out to his more aggressive competitor Didi.
He later wrote a best seller about his failure and became a partner at a venture capital firm in Beijing. In April, he was named chairman of the ride-sharing company Caocao, a subsidiary of auto manufacturing giant Geely Auto Group.
A Chinese citizen with his family in Canada, Mr. Zhou said in an interview that in the past many wealthy Chinese people like him would move their families and some of their assets abroad but work in China because there were more opportunities.
Now, some of the top talent are trying to move their businesses out of the country, too. It doesn’t bode well for China’s future, he said.
“Entrepreneurs have good survivor’s instinct,” he said. “Now they’re forced to look beyond China.” He coined a term — “passive globalization” — based on his discussions with other entrepreneurs. “Many of us are starting to take such actions,” he said.
The prospect depressed him. China used to be the best market in the world: big, vibrant, full of ambitious entrepreneurs and hungry workers, he said, but the senseless and destructive zero Covid policy and the business crackdowns have forced many of them to think twice.
“Even if your company is a so-called giant, we’re all nobodies in front of the bigger force,” he said. “A whiff of wind could crush us.”
All the business leaders I spoke to said they were reluctant to make long-term investment in China and fearful that they and their companies could become the next victim of the government’s iron fist. They’re focusing on their international operations if they have them or seeking opportunities abroad.
Mr. Zhou left for Vancouver, British Columbia, in a hurry in late April when Beijing was locking down many neighborhoods. Then he wrote the article, urging his peers to try to speak up and change their powerless status.
He said he understood the fear and the pressure they faced. “Honestly speaking, I’m scared, too.” But he would probably regret it more if he did nothing. “Our country can’t go on like this,” he said. “We can’t allow it to deteriorate like this.”
In recent years, a few of Mr. Zhou’s articles and social media accounts have been deleted. His outspokenness has caused uneasiness among his friends, he said. Some have told him to shut up because it didn’t change anything and was creating unnecessary risks for himself, his family, his companies and the stakeholders in his businesses.
But Mr. Zhou can’t help himself. He’s worried that China could become more like it was under Mao: impoverished and repressive. His generation of entrepreneurs owes much of their success to China’s reform and opening up policies, he said. They have the responsibilities to initiate change instead of waiting for a free ride.
Maybe they can start by speaking up, even if just a little bit.
“Any change starts with disagreement and disobedience,” he said.