Comments are closed. The Orange wellbeing team shares its experience of how technical advancescan help deliver a contemporary occupational health service, by Sarah Davison Patterns of work have changed dramatically over the past few years and therehas been a massive expansion within the telecommunications industry. Faced withthe enormous rise in this type of employment, coupled with the Government’scommitment to improve the health of the working population and recommendationsset out in the national OH strategy, the occupational health service attelecoms service provider Orange realised it needed to change to meet thesedemands. Therefore the occupational health team was relaunched in June 2001 andrepositioned within the organisation as Orange wellbeing. This new imageencapsulates the company’s vision, mission statements and brand values. The team wanted a clear, distinct vision for occupational health, whichwould enable staff to access occupational health information wherever,whenever, and however they could. In so doing we would deliver an image thatwas simple, honest, friendly and dynamic. The OH team Historically, there has always been an occupational health presence withinthe company, but the past two years has seen the team develop a strong positionwithin the organisation, supported at board level. A manager was appointed lastOctober, reporting to human resources and there is now a team of six qualifiedoccupational health advisers, two OH practitioners with three consultant OHphysicians, a trainee physician and an OH physician. We felt as a team that while the business was supporting our role, we neededto position ourselves in such a way that we would be seen as an integral partof the business. We also aimed to offer the company an insight into the roleand benefits of having a comprehensive in-house occupational health service. Wefelt we needed to develop our own unique identity, which complements the distinctOrange brand. There were a number of influencing factors. Firstly, although we workedwith- in a communications industry, we felt we were not communicating verywell. The management just did not understand what we were saying, which perhapsis not an unusual situation. However, Orange is a company with no directproduct but rather an image. We had to learn to talk the right language tocommunicate. Secondly, although all members of the OH team practised current andcontemporary occupational health, we had no clear strategy or direction withinthe scope of the service provided. Orange also has a large and diverseworkforce with employees spread throughout the country working in differentenvironments from communications and retail to technical and support sectors. An added complication within the organisation is that there are severaldifferent functional directorates each with a different management team. Weneeded to be recognised across all these differing functions. We were alsofaced with differing health issues across the organisation. We had to considercall centre working practices, exposure of technical staff to radio frequency,the problems experienced by lone workers and other health issues affectingstaff working in retail. Strategy development So, what did we do? As a team we set about developing a strategy thatsupported the business strategy. This had to demonstrate how we could andshould be adding value to the business. We developed a clear and simple referral process to the department as wellas a mental wellbeing policy. Attached to this is a self-awareness trainingpackage, which we are currently delivering within the business functions, inaddition to looking at health surveillance issues and health promotion. We knewthis was just the start, however, so in March 2001 we carried out an innovativebusiness needs analysis. We used the internal computer network to send out a survey to randomlyselected staff across the business functions. We asked participants to completea comprehensive questionnaire. The resulting data was collated and analysed toestablish actual perceptions of our service. We used the results to help planthe next phase of the strategy – the launch. There was an urgent need to inform all employees about what we did and howthey could access the services we provided. To support us, the company fundedour campaign. This allowed us to approach an external advertising agency toprovide professional support in designing our brand image, and to help us toreposition occupational health within the business. The result was Orangewellbeing. Orange wellbeing Wellbeing is a concept that has several key values each linked to one of theimages that collectively form wellbeing. – The overall term ‘wellbeing’ is represented by the smiling man, and is theterm used to describe the team as a whole – ‘Well looked after’, represented by the girl with the plant, allows accessto services provided by the wellbeing team and describes the support providedfor managers – ‘Well balanced’, represented by the skater, provides information abouthealth issues such as physiotherapy, mental wellbeing, and alternative health – The ‘well-motivated’ image (the girl in the lotus position) is used when,as a team, we carry out initiatives that require people to do things – The ‘well-supported’ image (feet) refers to access to health promotioninitiatives Along with the ‘well’ words linked to the imagery, there are additional wellwords – well-informed, well-connected and well-travelled – that we can use topromote services and initiatives. We are currently getting used to the brandand have to be very clear which ‘well’ word we use with each image. How we usethe image is also strongly controlled under brand guidelines. In developing wellbeing, we wanted a look that was simple and that staffcould connect with. It also needed to be exciting and fresh and fit in with theOrange brand image. We wanted to be able to move away from the traditionalwording of occupational health and ensure our leaflets and publicationsreflected a new, young and vibrant team. The scheme is launched The launch in June 2001 was the climax of six months of hard work. Theintranet site went live and in the three weeks prior to this we used a seriesof teasers designed to whet employees’ appetites. These consisted of computerstart screens, poster teasers and internal communications, all aimed at gaininginterest. The strategy worked and by the time of the launch we had had a massiveamount of hits to the site indicating enormous interest from managers and otheremployees. A leaflet presentation went to the executive board of Orange and thelaunch climaxed with each site/region organising a roadshow. Fifteen-ft displayboards were used at the roadshows along with a range of activities designed topromote wellbeing. There were demonstrations of chair aerobics, information onalternative health initiatives and on-site physiotherapists and osteopathstalking about their role in maintaining employee health. The roadshows allowed employees to meet the wellbeing team for theirregion/site and proved to be a very useful exercise in the promotion ofoccupational health issues. It allowed us to be seen as fresh and exciting. Theinterest from each roadshow surprised even the most cynical of us and formed astarting block for the launch of orange wellbeing. As a team, we feel that in a short time we have learnt to talk the rightlanguage and that the initiatives we run seem to have a more appreciativeaudience and a better response. Our policies and documentation reflect Orange’slook and feel, they are clear, simple and easy to follow, and most importantthey deliver the message. The Intranet All of us, however, feel the intranet site has been our most excitingdevelopment. We are now looking at wellbeing communications in 2002. This willtake the form of greater control over the material that is published, includingon the intranet site. We also aim to develop a quarterly newsletter which will allow staff whocannot access the intranet the opportunity to tap into wellbeing and becomemore familiar with occupational health issues. Conference presentation This has been an amazing year for us and we were extremely proud to presentour new identity to the RCN’s Society of Occupational Health Nursing Conferencein November. As a team, we are passionate about occupational health. We all have our ownareas of interest which support the strategy and delivery to the business. Thishas greatly helped to form the innovative team we are today. We are currently working on a self-awareness training module for managingmental health issues. We have our own interactive document cabinet where we cansource information, ensuring that we are a united team delivering andpractising consistently. Much work has been done on the development of a monthly reporting system sothat we can start to look at trends and provide evidence for futureinitiatives. We have also compiled a very comprehensive audit document uponwhich we will be examining performance against written service level agreementsand seeking to deliver continuous improvement in everything we do. We believe that we have become one of the first in-house occupational healthteams to deliver a service that fits completely with the company’s image andbeliefs, adopting its brand values and mission statements into our ownpractice. The results so far have been encouraging and we are looking forwardto a future where we can continue to develop. Sarah Davison is Orange’s Occupational Health Adviser for Tyneside Related posts:No related photos. The future is OrangeOn 1 Mar 2002 in Personnel Today Previous Article Next Article
This is the third Annual Report published by David Bolt since he took up the post of Independent Chief Inspector of Borders and Immigration in May 2015. Between 1 April 2017 and 31 March 2018 the Chief Inspector conducted 20 Inspections and made 91 recommendations.Independent Chief Inspector of Borders and Immigration, Annual Report for the period 1 April 2017 to 31 March 2018
Press release: New system launched to maintain environmental standards on harmful gases in No Deal Brexit scenario
Businesses looking to secure an F Gas quota for the first time would need to wait until after 12 April 2019 before they can use their quota to import gas. Anyone registering after 12 April 2019 would not get a quota for 2019; Businesses that produce or import F gas or ODSs in the UK must register to the new UK system. Businesses are able to register between 11 February and 12 April 2019. UK businesses which are already registered on the EU system will receive an email from Defra about how to register. Other businesses can also register online; The government has launched a new system to ensure the UK maintains current restrictions on the use of fluorinated greenhouse gases in the event of a no deal Brexit.The new online system, launched today, will control the use of these harmful greenhouse gases that contribute to global warming. This includes Fluorinated gases (F gases), powerful greenhouse gases used in refrigerators and air conditioners, as well as Ozone Depleting Substances (ODS), which damage the Earth’s ozone layer.If the UK leaves the EU on 29 March without a deal, UK businesses that produce or trade in these gases or products that contain them will have to register on the new system by 12 April 2019. This will replace the current system which controls emissions for all EU Member States.The new system will enable the UK to continue its ambitious commitment to phase down the use of F gas by 79% between 2015 and 2030 to combat climate change.Environment Minister Thérèse Coffey said: Under the new requirements, if the UK leaves the EU without a deal: UK businesses that export F gas or ODSs, or products containing them, to the EU would need to set up an office in the EU or appoint an Only Representative to meet EU regulations; and Delivering a negotiated deal with the EU remains the government’s top priority, but it is the job of a responsible government to ensure we are prepared for all scenarios, including no deal. The new system is part of the government’s commitment to maintain environmental standards once we leave the EU. The continued phase out of harmful greenhouse gases is critical to the global fight against climate change. Businesses and members of the public that use products that contain F gas or ODSs should continue to operate as they do now as regulations and supply will remain the same. Businesses that register before exit day (29 March 2019) will be able to operate as normal from 30 March 2019. Anyone who registers between 30 March and 12 April 2019 would have to wait for their registration and quota application to be approved before they can trade; UK businesses that import products containing F gas or ODSs must be authorised under the new UK system; Technicians qualified in the UK to service products that use F gas or ODSs, such as refrigerators and air conditioners, will continue to be authorised to operate in the UK but not in the EU.UK certified technicians who work in the EU should monitor decisions made by the EU Commission and Member State governments.Businesses and technicians that may be affected should read the latest guidance on using and trading in F gas and ODSs after the UK leaves the EU.
Rail passengers spent more than £11m in coffee shops at Britain’s biggest railway stations from April to June this year. The figures from Network Rail showed a 6% rise compared to the same period last year.Those commuting via London Victoria forked out more than at any other station, parting with £1.6m. London Waterloo followed with a spend of £1.5m and London Liverpool Street with £1.1m.Network Rail (NR), which runs 18 of Britain’s busiest stations, said the spending helped the company achieve a 13th successive quarter of retail growth, according to the Express & Star.Hamish Kiernan, NR director of retail, said: “These figures are further evidence of Network Rail’s success in modernising and transforming stations into destinations in their own right.”We aim to enhance the overall passenger experience and continue to cater to the demands of the modern traveller as well as generating retail profit to reinvest in our railway.”
[via Paste] Dave Grohl has become one of the most likable rock icons since coming out of the band Nirvana over 20 years ago. Earlier this week, we saw him perform an emotional acoustic cover of “Blackbird” by The Beatles as part of the 88th Academy Awards’ “In Memoriam” segment (watch it here). Today we get to listen to the Foo Fighters‘ frontman take lead vocals and guitar on a 1993 leaked version of Nirvana’s “Marigold,” which also adds Kera Schaley on cello. Grohl wrote the song in ’92, and the Kurt Cobain-led studio version appears on the B-side of the “Heart Shaped Box” single. Listen to the never-before-shared recording below:
This weekend, George Porter Jr. & Runnin’ Pardners played a two-night, sold-out run at Sweetwater Music Hall in Mill Valley, California, with 7 Come 11 serving as the opening act. On Saturday night, The Meters bassist was joined by guitarists Brian Stoltz (The funky Meters) and Eric McFadden (P-Funk). On Sunday night, Grateful Dead guitarist Bob Weir was added to the lineup as the special guest.Bob Weir, fresh off Dead & Company tour, joined George Porter Jr. and the Runnin’ Pardners crew for a portion of their set on Sunday night. The venue’s live stream ran into technical difficulties with sound, but luckily for us, there was a room full of fans there to capture the magic. Watch fan-shot video of Bob Weir and George Porter Jr. & Runnin’ Pardners’ rendition of two classic Grateful Dead live love anthems: Buddy Holly‘s “Not Fade Away” and the Dead’s own “They Love Each Other”:George Porter & Runnin’ Pardners w/ Bob Weir – “Not Fade Away”[Video: nowiknowuryder]George Porter & Runnin Pardners w/ Bob Weir – “They Love Each Other”[Video: C B]The last time that George Porter Jr. and Bob Weir collaborated was with Dead & Company at New Orleans’ Smoothie King Center on February 25th, 2018. The funk pioneer and bonafide Crescent City icon provided a sturdy foundation for a spot-on rendition of Howlin’ Wolf’s “Smokestack Lightning”, even playfully growling his way through his portion of the lyrics. Porter’s magnetic playing eventually drew in guitarist John Mayer, who went to toe-to-toe with the New Orleans bass master during his solo—a move the pair would repeat with the “Bertha” and “Sugaree” that followed. You can read more about that set and watch videos of the performance here.Live For Live Music recently caught up with Porter and his fellow Meters founder, Zigaboo Modeliste, to speak about the band’s 50th anniversary this year, which they’ll mark with a special performance by their current collaborative project, Foundation of Funk, at the upcoming LOCKN’ festival. You can read the full interview here.For a full list of George Porter Jr.’s upcoming tour dates with his many various projects, head to his website.
Isaac Dayno likes to get his hands dirty. The Harvard College freshman grew up in Vermont and sometimes longs to work on the land rather than at a desk in Widener Library. So when the Freshman Dean’s Office invited Dayno recently to participate in a campus beautification project — and to connect with classmates in the process — he jumped at the chance to get outside.“Coming from rural Vermont, it was a way to experience something familiar in a foreign place,” he said. “I mulched and planted shrubs, bulbs, and other plants around the Union dorms and the Freshman Dean’s Office. I also cultivated new friendships and nurtured those that I had already begun. The project let me give back to the community around me and express pride in where I live.”The landscaping project was part of a new push to get students invested in the campus community by inviting them to work together to make Harvard a better — and more attractive — place. Dayno and more than half a dozen other freshmen joined Dean Evelynn M. Hammonds, Freshman Dean Thomas A. Dingman, and members of the College’s operations staff on Oct. 1 to create two green spaces in the areas near Greenough and Hurlbut halls, part of the Union dorms cluster outside the Yard, and outside the dean’s office.“When students graduate, they will have spent nearly a fifth of their lives at Harvard,” said Hammonds. “By enabling them to improve their local environment, projects like the one at the Union dorms give undergraduates a sense of ownership in the campus community and enable them to feel more at home here.”At Greenough and Hurlbut, students and staff planted a sweet bay magnolia tree, itea and inkberry bushes, and scores of daffodil bulbs. Leonie Oostrom ’15, a Pennypacker Hall resident, said she got involved to brighten up the dorms outside of Harvard Yard.Hannah Nunez (from left), Madeline Holland, Alli Welton, Dean Evelynn M. Hammonds, Freshman Dean Thomas A. Dingman, Matthew Hammonds Shield, and Anthony Pacill, senior manager of Harvard Yard and freshman dormitories, prepare to tackle the landscaping project.“It was important to me living in a Union dorm,” she said. “I felt like we were lacking the beautiful outdoor space and sense of community that students living in the Yard have. Now there are gorgeous plants all around.”The project was made possible by the advance work of the Yard operations staff. Manager Anthony Pacillo and his crew installed blue stone patios, cleaned up the work areas, and prepared beds for planting. When the plants were in, the staff installed benches donated by Hammonds’ office to give students a place to sit and enjoy their surroundings — and each other.“The areas around Hurlbut and Greenough were underutilized,” Pacillo said. “Now there’s a beautiful lawn in the area outside” the dean’s office, “and benches for freshmen to sit on. They can read, study, or even play Frisbee. It’s much more student friendly.”Dingman said there was also an important byproduct of the project. The benches and beautification give greater prominence to a memorial for Mack Davis, the beloved former assistant dean of the Faculty of Arts and Sciences, and one of the School’s first African-American administrators.“Mack died suddenly and prematurely,” Dingman said. “It was a great tragedy. People who were touched by his life contributed to an engraved stone. No one was aware it was behind Greenough. His widow Shelly said that she was never able to find it. Now the memorial is very prominently displayed. People are already asking, ‘So, who was this Mack Davis?’ ”Dayno agreed that the new gardens provide much-needed space for reflection and that the work was a welcome break from “memorizing art history slides or dates from the French Revolution.” He’s eager to get involved in the next project.“The project was a perfect, down-to-earth way to meet and connect with the members of our community who do so much to make Harvard as special as it is,” he said. “I can’t wait to do it all again!”
Jeffrey Frankel cites domino effect of problems in China, huge U.S. deficit, likely decline in jobs and spending Related The pandemic has also temporarily brought the economy to a halt and has demonstrated how the environment responds when we pollute less. But as we prepare to restart the economy, we must learn from this crisis and prioritize protecting the environment. Otherwise, we will continue to destroy the planet.Altogether, the crisis magnifies the need to change. The societal and economic status quo before the coronavirus was untenable. As we rebuild post-COVID-19, we must invest in more resilient, equitable, healthy, just, and green societies. Doing so requires new ways of working and organizing that will set us on a path to a more democratic and sustainable future. The purpose of this op-ed is to highlight options to build this kind of future, but these options are not the only ones that should be considered — far from it. I view the op-ed as a call to collectively engage in a debate so that we can redesign our system together.HKS: When you circulated the op-ed in the academic community, you received an overwhelming response from scholars who wanted to co-sign. Why do you think the manifesto resonated so intensely?Battilana: I study the politics of change. And a crucial finding from my research is that agitation — merely saying that things don’t work — is not enough. We saw this with Occupy Wall Street, which very effectively agitated against the status quo, but didn’t move much beyond agitation. To really effect change, we must also innovate and orchestrate the change.Back in 2008, the world, including the academic community, brought attention to problems within the system. And yet, we still await fundamental reforms. This time, I think academics, like many other citizens, want to make sure we are doing everything to ensure that sustainable change comes from this crisis. I think that this is why so many scholars signed the op-ed. They want to move beyond agitation and participate in both innovation and orchestration.We have seen that change is possible from how we have massively reorganized society to respond to the pandemic. And we are not starting from scratch: over the past decades, countries across the globe have developed ways of working and organizing that are more democratic and sustainable. The academic community can contribute to efforts to redesign our system by sharing what we have learned from our research and by collaborating with civil society organizations, governments and businesses who are involved in the broader movement for change.In the op-ed, we proposed innovations — alternative social and economic models we can adopt to face the future. The solutions that we discussed are not the only ones, but our hope is that the op-ed will contribute to a real debate about solutions in different contexts. It would be foolish to think that what works in one context can work across all.,HKS: You’ve published this manifesto in outlets all over the world. In what ways are the issues you address universal? Are some countries doing a better job than others in approaching the future of work?Battilana: This crisis is a global one. And it reflects how interconnected our economies and societies have become. And so yes, this is a universal issue. And yet, not all countries will (or should) respond the same way. However, we have hope when we see, for instance, that South Korea’s government has committed to a Green New Deal to launch the post-COVID-19 economic recovery.New legal arrangements suited to organizations that pursue social and environmental objectives alongside financial ones, are becoming available around the world, including in the United Kingdom, France, Italy, South Korea, and the United States.When it comes to workers’ participation in strategic decision making in corporations, Germany and some Nordic countries have laws that provide workers formal representation on supervisory boards, giving them a voice in the management of the company. Isabelle Ferreras, who drafted the op-ed with me and Dominique Méda, is affiliated with the Labor and Worklife Program at Harvard Law School, which has published an agenda to bolster worker representation and worker power within companies and beyond.And some heads of state, including the New Zealand Prime Minister Jacinda Ardern and Finnish Prime Minister Sana Marin, have proposed to integrate well-being as a key indicator of success and a priority for their governments. They are actively working towards boosting their citizens’ well-being. These country-level policies are critical to face the wave of unemployment and to support gig workers, the informal economy and the most vulnerable citizens.I study the politics of change. And a crucial finding from my research is that agitation — merely saying that things don’t work — is not enough,” says Harvard Professor Julie Battilana. Photo by Ally Schmaling ©HKS: What are the challenges to democracitizing and decommodifying work, while fostering environmental recovery?Battilana: Our economy and our society are still primarily driven by the pursuit of profit maximization. What is at stake is a major economic and societal change that will require great effort, determination, and creativity. And, this is easier said than done. As we emerge from this crisis, we will have to invest capital to support workers and citizens. But this will not be enough. We will also need to change the laws and our culture.In terms of the economy, we have to ensure that we don’t merely pick up where we left off but develop new systems for employee participation and set clear goals for employee well-being, and environmental and social metrics, alongside financial performance. In my research, I find that even those with the best intentions often struggle as they lose sight of their environmental and social goals in their quest for efficiency.But my research also points to a silver lining: Organizations that are more democratic fare better. This is why we are looking towards workers and citizens for answers. We have done research that proves that this is not only a viable path, but it may be a necessary one.HKS: And where do we begin to make these changes?Battilana: This is the critical question! I am currently writing a book on power. A key component for understanding power is understanding the hierarchies that shape who has power and who doesn’t. We are up against a mighty hierarchy that still puts capital investors at the top, and workers — investors in labor — at the bottom. In the book, my co-author Tiziana Casciaro and I show that we cannot challenge power hierarchies alone. Change requires that we, as citizens, change our habits, that companies change their practices and that governments change their laws. Such changes require collective movements. We hope the op-ed serves as a catalyst for collective action.Social psychology research indicates that once individuals take a public stance on an issue, they are more likely to act in accordance with that issue. This op-ed has two missions. The first was to mobilize the academic community around the need to democratize firms, decommodify work, and remediate the environment — and to get scholars to take a stance publicly. The second one was to reach out to citizens, governments, businesses, not-for-profits, and social enterprises that want to make this shift. Together we may start orchestrating changes that will help democratize and decommodify work and restore the planet. And the survey says, ‘keep it closed’ Despite hardships, U.S. public is ‘firmly opposed’ to reopening the economy immediately Why odds of a coronavirus recession have risen Keeping ethics alive during the pandemic Center for Ethics launches COVID-19 Rapid Response Impact Initiative This is part of our Coronavirus Update series in which Harvard specialists in epidemiology, infectious disease, economics, politics, and other disciplines offer insights into what the latest developments in the COVID-19 outbreak may bring.With COVID-19 ravaging economies, Harvard Professor Julie Battilana, and colleagues around the globe, issued an urgent plea: We need to transform the way we work.Battilana, who studies how organizations can implement positive change, knew that we can do better when it comes to work. She and her collaborators called for improvements in three dimensions: by democratizing companies, decommodifying work, and creating sustainable policies that benefit the environment.Battilana; Isabelle Ferreras, Catholic University of Louvain, Belgium, and Harvard Law School’s Labor and Worklife Program; and Dominique Méda, Paris Dauphine University, France, penned an op-ed that was cosigned by more than 5,000 researchers from universities around the globe — including nearly 40 associated with Harvard University. It was published this past weekend in more than 40 newspapers in 36 countries and generated a website and hashtag: #democratizingwork.Raising women’s voices in conversations about work was an important aim. Battilana, Ferreras, and Méda joined forces with five more female scholars: Julia Cagé, Paris Institute of Political Studies, France; Liza Herzog, University of Groningen, the Netherlands; Pavlina Tcherneva, Bard College; Hélène Landemore, Yale University; and Sara Lafuente Hernandez, University of Brussels, Belgium. This core group — which represented fields including sociology, philosophy, management, economics, and political science — mobilized their networks to get thousands of others to cosign, starting with women in academia.Battilana is the Alan L. Gleitsman Professor of Social Innovation at Harvard Kennedy School (HKS) and the Joseph C. Wilson Professor of Business Administration at the Harvard Business School — as well as the founder and faculty chair of the Kennedy School’s Social Innovation + Change Initiative.We spoke with Battilana about the op-ed and the mission to transform work.Q&AJulie BattilanaHKS: What prompted you to write an op-ed about democratizing work?Battilana: What prompted us to write this op-ed is the crisis, which is not only a health crisis. The COVID-19 pandemic has highlighted profound cracks and vulnerabilities in our social fabric, in our economy, and in our politics.We are confronted with massive social inequalities: in wealth, in access to health care and a healthy home, between who gets to work from home and who are the essential workers, risking their safety for others. These inequalities existed long before the coronavirus, but they are magnified and amplified today. “As we emerge from this crisis, we will have to invest capital to support workers and citizens. But this will not be enough. We will also need to change the laws and our culture.” — Julie Battilana
Check out ViPR Controller home page, follow @EMCViPR on Twitter or test out ViPR Controller Free + Frictionless edition software. ViPR Controller 3.0 is out, and it’s a storage automation powerhouse. This release is a testament to our original ViPR vision for Software Defined Storage, as well as the power of community-driven, open source innovation. It now features application grouping, easier orchestration, and supports more storage platforms than ever, all while continuing to be a reliable, enterprise-class storage automation platform.Customers are seeing great success with ViPR Controller. Watch how Haufe Lexware saved 25% in OPEX in the first six months.Businesses are trying to accomplish many of the same things they have for years – reducing their CAPEX and OPEX costs, increasing efficiency, and increasing organizational agility. So what’s different now? Organizations must contend with flat headcount, staggering data growth (44 Zeta Bytes by 2020 according to IDC) driven by mobile apps, the Internet of Things and greater demand for business analytics, while being asked to improve the speed and efficiency, deliver storage services and empower consumers through self-service access to IT resources.EMC ViPR Controller, along with its open source companion, CoprHD, provides storage automation that centralizes and transforms multivendor storage into a simple and extensible platform. It abstracts and pools resources to deliver automated, policy-driven, storage as-a-service on demand through a self-service catalog across a multi-vendor environment. The 3.0 release has many innovative features that extend ViPR Controller’s value as a simple, extensible and enterprise-grade platform.Simple: ViPR Controller helps organizations reduce costs with automation and centralized management of provisioning and reclamation tasks. In the 3.0 release, we have added application centric-workflows for application management without the need to understand the underlying arrays. This enhancement associates all aspects of an application, LUNs, snapshots and automates these tasks to reduce errors and improve time to value.Extensible: At present, integrating support for new storage arrays requires deep knowledge of ViPR Controller. With the new Southbound Software development Kit (SDK) in the 3.0 release, you can now add support for all of your storage systems. The SDK gives you the freedom to develop at your own pace and offers flexibility to partners and platform vendors to add support for their arrays extending product coverage.Enterprise-Grade: With ViPR Controller 3.0 Application Programming interface (API) you can eliminate single points of failure to ensure you are always meeting your SLAs. This new design adds a self-contained platform agnostic data replication that is configurable up to two standby sites for High Availability.
Pro Football Hall of Famer and “Good Morning America” host Michael Strahan has tested positive for COVID-19 and is self-quarantining according to people familiar with the situation. The people spoke to The Associated Press on condition of anonymity Wednesday because of medical restriction issues. He is currently not experiencing any severe symptoms from COVID-19. TMZ was the first to report about Strahan testing positive. Strahan also works on the “Fox NFL Sunday” pregame show and appeared remotely during last Sunday’s NFC championship game.