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Chase Bank Limits Cash Withdrawals, Bans International... Before you read this report, remember to sign up to for 100% free stock alerts Chase Bank has moved to limit cash withdrawals while banning business customers from sending...

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Richemont chairman Johann Rupert to take 'grey gap... Billionaire 62-year-old to take 12 months off from Cartier and Montblanc luxury goods groupRichemont's chairman and founder Johann Rupert is to take a year off from September, leaving management of the...

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Cambodia: aftermath of fatal shoe factory collapse... Workers clear rubble following the collapse of a shoe factory in Kampong Speu, Cambodia, on Thursday

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Spate of recent shock departures by 50-something CEOs While the rising financial rewards of running a modern multinational have been well publicised, executive recruiters say the pressures of the job have also been ratcheted upOn approaching his 60th birthday...

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UK Uncut loses legal challenge over Goldman Sachs tax... While judge agreed the deal was 'not a glorious episode in the history of the Revenue', he ruled it was not unlawfulCampaign group UK Uncut Legal Action has lost its high court challenge over the legality...

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Singapore to host WTA Championships

Category : World News

The Women’s Tennis Association names Singapore as the host for its annual end-of-season tour championships for five years from 2014.

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PepsiCo removes ‘racist’ commercial

Category : World News

US soft drinks giant PepsiCo withdraws a Mountain Dew ad over criticism that it depicts racial stereotypes and makes light of violence against women.

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From welfare to wages, women fight back against the uncaring market | Selma James

Category : Business

The welfare state is the latest victim of the market’s corruption of all it touches. Fighting like hell is the only option

It’s almost unbearable to wake up to a world in which the welfare state that has defended us from the worst excesses of the market is being destroyed. The only way to hold on to the last vestiges of entitlement, and even reverse defeats, is to fight like hell.

Bereaved but determined families pursuing those who neglected vulnerable patients in Staffordshire had to do a massive piece of organising before the deaths of hundreds were looked into. (Other suspect hospitals are emerging.)

Parents of children needing heart surgery organised against closure of the Leeds heart unit and won a court judgment. Then they had to struggle to prevent that judgment from being circumvented. But they did it.

Attacks on people with disabilities were unthinkable. Now suicides and premature deaths of sick and disabled people targeted by the work capability assessment and other cuts are described by campaigners as “genocide by the back door”.

Single-mother families and large families were protected. Now children in low-income families have become “extra“, targeted even before birth by adoption targets or, once born, by exclusion from schooling and social housing. Asbos and heavy sentences await the inevitable rebellion and protest, including against rising racism.

How did it get to be so threatening to so many?

When the women’s movement began in the 1970s, women were the carers. Working-class women also did waged jobs, but the wellbeing of children and others remained the primary concern. Women formed the movement not to eliminate caring but the dependence, isolation, servitude, invisibility and almost universal discrimination that a wage-dominated (ie male-dominated) society imposed on the unwaged carer.

The women’s movement faced a choice. It could embrace the market: careers for some and low-paid jobs for most. Or it could find another way to live: demanding that the work of reproducing the human race was recognised as central to all priorities. Getting wages from the state for this work, carers would help reshape all social relationships: reorganising work to incorporate men into caring and women into – everything.

Feminism largely chose the market. This enabled governments to demean rather than recognise caring. “Workless”, according to New Labour, mothers are now urged to “do the right thing” – go out to work irrespective of workload, childcare, the needs of those who depend on us.

Cuts in social services and public-sector jobs attack women – three-quarters of public employees. Government aims to push women into the private sector which pays – especially women – less and demands more. This lowers wages generally, imposing working conditions previously unthinkable. Already more families with adults in jobs are in poverty than families where adults are unemployed. When government says it wants “work to pay”, it means driving claimants below the lowest paid: from poverty to destitution, unable to refuse £1 or £2 an hour (many immigrants face this).

The market, which we are urged to love, honour and obey (Marx said it was a fetish), has corrupted all it touches, including the life of the planet. When recently a scientist warned of imminent destruction from climate change, we were told it would be “impractical” to try to stop it. Incredibly, the media did not gasp at this suicidal greed.

Many people say this is not the society they want to live in. But how can we confront all that needs changing?

First we must acknowledge the thousands already refusing hospital and library closures, cuts in benefits and legal aid, factory farming (concentration camps for animals), a poisonous food industry, toxic pharmaceuticals, media-police corruption, sale of playing fields, tax havens, warmongering, criminalisation of protest … Campaigns share one vital tenet: our entitlement to what we are struggling to reclaim.

Our problem is not only that we have allowed cuts – and perhaps the unkindest cut has been of the universality of child benefit, the money that recognises society’s responsibility for children. Our problem is that it has seemed foolish and impractical to dare to challenge the market when no major party is on our side.

With a three-way coalition against us, this has got to be a DIY job. On 1 May, International Workers’ Day, the Global Women’s Strike will launch the petition “Invest in a Caring Society: A living wage for mothers and other carers” – aiming to “redirect economic and social policies towards people and the planet and away from the uncaring market”. A challenge to the market by women, the carers, can only strengthen all those already fighting like hell.

Almas Jiwani to Deliver Keynote Speech at the Global Connect Women Entrepreneurs Expo & Summit 2013

Category : Stocks, World News

PORTLAND, OREGON–(Marketwired – April 20, 2013) - Almas Jiwani, President and CEO of UN Women National Committee Canada will deliver keynote speaker addressing the Global Connect Women Entrepreneurs Expo & Summit to be held in Portland from April 24th – 27th.

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Miranda Richardson: ‘I hate our sneering attitude to success’

Category : Business

Miranda Richardson is one of Britain’s leading actors, and this year is chair of judges for the Women’s prize for fiction. On one thing she is clear: leave Hilary Mantel alone, she’s brilliant

Miranda Richardson was fully primed for a fight. Ahead of the recent meeting to decide the shortlist for the Women’s prize for fiction – previously the Orange prize – the actor, chair of this year’s judges, had her fists balled tight in defence of Hilary Mantel and her novel Bring Up the Bodies. Over the past six months, as Mantel racked up her second win in the Booker prize and her first in the Costa, before adding the David Cohen award – sometimes known as the “British Nobel” – to her haul last month, Richardson noticed a growing disdain for the writer’s success, a swirling bitterness. “I so despised the backchat that I heard in relation to Bring Up the Bodies,” she says, wrinkling her nose. “I picked up a very negative vibe, and it was very distasteful to me.”

There have been increasing murmurs that Mantel doesn’t need another prize, that less well-known writers could use the veneration instead. This undercurrent bubbled up ferociously in February, when an excellent, perceptive speech Mantel had given on society’s treatment of royalty was selectively quoted in the tabloids, her comments about the Duchess of Cambridge described as vicious and venomous. (These articles conveniently ignored the essay’s conclusion, which called for everyone “to back off and not be brutes” to Kate.) The hullabaloo was used by some as an excuse to kick Mantel in the most personal terms, to bring up her weight and infertility; an attempt, said the author later, to

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Creating an inclusive workplace – starting with white men

Category : Business

When one male-dominated company tackled gender diversity head on, they saw some interesting results and began to let go of the ‘myth’ of meritocracy

Taking advantage of workplace diversity is one of the critical challenges of leadership. Organisations with a track record of developing leaders from a particular background are likely to be suffering from diversity, inclusion and leadership problems at the same time.

Because of this, women continue to be under-represented at senior levels of most global corporations. Even when women do “all the right things” to advance their careers, Catalyst research shows they’re offered fewer of the “hot jobs” and sponsorship opportunities that can lead to promotion. Old-fashioned sexism and gender biases unintentionally embedded in talent management systems are largely to blame.

This isn’t a problem women can or should solve alone. It’s up to today’s business leaders – mostly men – to devise and implement effective strategies for tapping a labour pool comprising 50% women. With trends such as board diversity quotas and women outperforming men in the classroom, the cost of doing nothing will only increase.

The secret is the ability to create a sense of belonging and cohesion among all people in a business or organisation, without glossing over the differences in their experiences, values and skills. Finding commonalities while also understanding and leveraging our differences can yield big rewards.

Rockwell Automation, a global engineering company, is finding this out first-hand. The company wanted to increase the gender and ethnic diversity of its North American sales division, which was historically dominated by white men. But rather than embarking on a diversity recruitment initiative, it focused on changing its culture first.

Working with White Men as Full Diversity Partners, a leadership development organisation based in Oregon, Rockwell began from the premise that, like it or not, group identities matter.

Central to effectively leading people “like us” and people “different from us” is first understanding how our own group affiliations affect us and the ways in which others react to us. For the mostly white male leaders of Rockwell’s North American sales division, this meant grappling with something most white men don’t think of: what it means to be a white man.

Programme participants examined white male culture and experiences, and also practised skills such as critical thinking about how colleagues’ group memberships affect their work experiences, addressing rather than avoiding difficult points of difference among colleagues and actively seeking out perspectives of colleagues from different backgrounds.

A follow-up study by Catalyst on the impact of this program found early evidence of a cultural shift, including an increase in workplace civility and a decline in negative gossip. In addition, participants began letting go of the myth of meritocracy – that the best talent naturally rises to the top of organisations – and started to accept that group-based inequities exist. Importantly, managers also began to understand how they play an integral role in creating an inclusive work environment where all talent can be tapped and valued equally.

For Rockwell managers, recognising that staff were affected by and responsive to their identities as white males was a breakthrough that made them more inclusive and effective leaders. This is a critical lesson for other organisations: rather than feeling responsible for group-based inequities that they did not create, white male managers should feel empowered and equipped to lead the creation of an inclusive workplace.

The results at Rockwell are a testament to the power of turning old ideas about leadership upside-down and the importance of understanding and managing group identities through honest dialogue. Empowerment and skill-building, not shaming and blaming, are key to engaging men as advocates for change.

Jeanine Prime is vice president for research at Catalyst

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Stephanie McGovern: Why quotas are dangerous and undermine women’s credibility

Category : Business

The BBC’s business correspondent recalls being told: ‘I didn’t realise people like you were clever’ and explains why blagging it is a good idea

I am a young woman, with a regional accent, from a working class family, who has had a pretty standard education. So far, so ordinary. But in the places I’ve worked, one or more of these things would put me in the minority.

When I was 18 I joined Black & Decker as part of a pre-university ‘year in industry’ scheme. At that time it was a business full of men who had been there for years. When I turned up with my youthful enthusiasm and stilettos I was a novelty. Some tried to chat me up; most ignored me. I’d gone from being top dog in school to underdog in the workplace, so I made it my mission to show them that I was useful.

That, along with some cheeky banter, eventually won them over. The team accepted me as one of their own and the success of my work there lead to me winning the ‘Young Engineer for Britain’ award. After that I got interviewed a lot by the media. I was a journalist’s dream case study; a gobby girl with an accent who was good at engineering.

Through my media appearances, I managed to wangle a part-time job in the BBC current affairs department, which I did whilst studying for my science degree. Being a woman wasn’t a novelty to my BBC bosses — lots of women work in the media – this time I stood out because I had a northern accent.

I remember once at the end of a BBC job interview the manager said to me: “I didn’t realise people like you were clever.” I don’t think he was being intentionally nasty. At that time in the BBC he was surrounded by clones of himself, give or take some facial hair and glasses. He had never worked with anyone ‘like me’ before and so thought he was taking a risk by employing me. Later I found out that he’d also told the rest of my team that ‘someone very different was joining who would stir things up a bit’. Fundamentally though, I’m not any different, I just talk differently.

The problem in business isn’t that women are overlooked because they are women, it’s that most people subconsciously look to employ a mini-me. It’s not a gender issue, it’s about diversification full stop. It’s hard to change that mindset and it hits women particularly hard because men historically have always been the recruiters.

Recently I was involved in a debate at Macquarie Bank looking at how businesses can make their employee pool more diverse. One of the panellists was Noreen Doyle, a senior executive with over 40 years experience as a business leader. She suggested that for women to do well they need to take on a more male mindset and ‘blag it’. She added: “There’s a 80:20 rule. A job opens and women who feels she meets 80% of the criteria, applies. A man will say, ‘I have 20% of the criteria – I’ll learn the rest on the job.’ “

When I joined BBC Breakfast I was surprised by the number of viewers who felt that the BBC was doing something radical by putting me on national news to talk about business. I wasn’t what they deemed a typical BBC reporter. There was a misconception that I was there to fill some type of BBC northern quota. Yet I had been working for the national news for 10 years and been involved in making lots of our most high profile programmes. If I were a stick of rock I’d have ‘BBC’ written right through me.

This is why quotas for women in business can be dangerous, because they can undermine the credibility of the women who get top jobs. It’s a view that I’ve found is shared with other women at the top of their game. Eithne Wallis told me that in her role as the founding director general of the National Probation Service, she didn’t support quotas but said that without diversity targets the status quo would prevail: “The achievement of diversity in the workplace is critical to its effectiveness as well as being an ethical issue.” But, she added: “Positive discrimination was absolutely not allowed. It was instead, about creating the culture, end to end systems, and level playing fields to ensure that appropriate access and advancement was made available to all.”

There is an assumption that if you’re in the minority in the workplace then you’ll have a harder life than most. Personally I have had a wonderful career so far, but what has been vital is having champions; people in the business who mentor you, but also sing your praises to others. Mine have fought battles for me in work and taught me that if you know what you’re talking about and you work hard then you don’t need to fit a preconceived mould. Your genetic makeup and upbringing is irrelevant, it’s how you use your ability that counts.

Stephanie McGovern is business correspondent for BBC Breakfast

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VIDEO: A childcare crisis in urban India?

Category : Business

In urban India just one in every four women goes out to work, with social attitudes and a lack of opportunities partly to blame.

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Every woman in the boardroom must pull others up behind her | Karren Brady

Category : Business

A report shows that female appointments to FTSE boards have slowed. It is up to those at the top to bridge the gender gap

Margaret Thatcher used to say, “If you want anything done, ask a woman“, but when it comes to applying this at the most senior level of UK business, momentum is lagging. Cranfield School of Management revealed yesterday that in the first half of the 2012 financial year, 44% of board-level appointments at FTSE 100 firms went to women. This slowed to 26% in the second half, and there remains a 33% gap between the current rate of recruitment of women to the boardroom and the recommended level needed to achieve equality. British business continues to fail to tackle the barriers that deter women from fulfilling their potential, with a knock-on impact on our economy and society.

However, the Cranfield research does show that the picture isn’t uniformly bad. Women are dominating in the middle levels of certain careers, such as law and marketing, yet this does not translate into boardroom representation. Now is the time for more women in business to recognise their own potential and have the confidence to aim high. We cannot wait for our male colleagues to champion our cause. Nor should we be held back by any guilt that being ambitious and successful at work is somehow not acceptable for women. Too many women don’t see themselves in senior leadership and so don’t push themselves to advance their careers as their male peer group do.

It’s depressing that ambition and feminism have become almost dirty words for working women. But, there is no reason that they should be and, increasingly, I am struck by how the next generation is challenging conceptions of what it means to be successful at work. I regularly meet young women who, just as I did when I was 23 and took on Birmingham Football Club, are starting their careers with a determination to achieve all they can.

My view is that the key to their success is confidence, and possessing the self-belief to challenge stereotypes. In 20 or 30 years’ time, it is these women who will be fundamentally transforming British boards. But this also begs the question of what happens in the meantime. The Cranfield research shows that, while there are too few women in senior business roles, those who are successful could do more to help other women up after them. When I attend events for Women in Business, I often see the same faces. If every woman who got to the top brought just two up behind her, the number of women in the boardroom would triple. When I joined West Ham FC, there were no women in the boardroom and now 50% of the board are female. Rather than pulling up the ladder behind me, I created an environment where women could balance both work and family while aiming for the top.

Any board executive can forget just how many people helped them get where they are. Those women who have got to the top need actively to ensure there is a pipeline of younger women, whether by networking or mentoring, who in turn are encouraging those below them. Women in the boardroom must not forget how many challenges and difficulties we have overcome, and we should share our coping strategies.

It is critical to create opportunities to identify talented women in business, then support them to develop their confidence to aim for the boardroom. We need to look outside the corporate mainstream, at female entrepreneurs and self-employed businesswomen, who can inject different insights and diversity to any board.

We also need to look further down the pipeline at the young women who haven’t yet started their careers. When it comes to the route to the boardroom, the barriers start early. Those of us who have achieved success must reach out and inspire young people to aim high, through programmes such as LifeSkills, for which I am an ambassador.

While the peak of female boardroom recruitment has been encouraging, more is needed to bridge the gender gap successfully and sustainably. We need to address the whole journey to the boardroom. Business leaders can and should do more to help instil women in business with the confidence and aspiration to aim for the boardroom and inspire the next generation before they leave school.

Ashburn Plastic Surgeon Highlights Benefits of Breast Reduction Surgery

Category : World News

Dr. Behzad Parva Performs Breast Reduction Surgery at His Private Practice for Women Suffering From Neck and Shoulder Pain, Breathing Difficulties, and Backaches

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