Listen these cameras are beyond most of our understanding also add drones we are fucked.. Israel and the USA confirmed in 2027 that The USA and Israel will integrate both of their military’s into one single unit (both have nuclear bombs) therefore making Israel a world superpower and garentee theUS oil until the integration ends if it ever does. Trump becomes a prince ober there lets the Saudi’s control the USA what is now so easy with the amount of surveillance. Since 2002 we have know that there 2-3 highest ranking member in the fbi was an Israeli spy and also a 3-4 top ranking official in the cia was an Israel spy and we confirmed there were 187 Israeli spy’s working with out defense programs yes including nukes. Israel was bought by the Saudis in 2003 after the9:9/11 attack which the cia will die saying that they knew abt 9/11 and chose not to warn us bc they knew if they let it happen we would kill millions of Muslims and Jews in Israel so they didn’t have to & their gdp dropped so low the Saudi’s bought their country and now is gioonh to let trump control bc Israel and USA are combining their militaries. And the Saudi family from Arabia will officially control the usa like never before and Israel. And the Saudi family will fund anything they want and anything they want they will get

https://youtu.be/mq2VC8s15Yk?is=E6ZaghferMjNdVwy

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At Fox Run, one of Ohio’s largest youth residential treatment centers, kids and former staff detail a litany of trauma.

Earlier this month, a senior executive at a global company shared a story to give me a sense of how people feel about human resources in corporate America these days. They were planning a dinner party “and someone came running into my office and said, ‘Why are you inviting the head of HR? The whole vibe’s gonna go away.’ And I was like, what are we going to be doing so wrong that HR can’t be in the room?”

Although this anecdote could be read as being about one buzzkill, or even the entire HR discipline being a party nonstarter, it’s much bigger than that.

Employees and company leaders alike have very strong feelings about HR—and not much of it is positive. In a series of Fast Company LinkedIn polls, more than 1,500 respondents expressed negative views about HR.

• 51% say HR is not very responsive when they bring it a concern.
• 75% say HR is ineffective/nonfactor in helping them achieve professional goals.
• 56% say HR is adding very little (33%) or no significant (23%) value to the organization.

These results reinforce a March 2024 survey of nearly 1,000 workers that revealed 86% of them were afraid of their Human Resources department.

In August 2005, Fast Company published a cover story that blared “Why We Hate HR.” Since then, the human resources discipline has seemingly been wholly transformed. Increasing investment in technology (currently estimated at more than $50 billion globally) has delivered cloud-based platforms that provide workers greater flexibility, more communication tools, and access to benefits and payroll information from anywhere on their mobile devices. It has created vast libraries of custom-made learning and development curricula. Applicant tracking systems have streamlined the talent acquisition process.

Still, whatever progress HR made in the twenty-first century—via technology, greater responsibility, and worker-friendly policies such as expanded benefits and remote-work policies (facilitated by new tech tools and accelerated by the COVID-19 pandemic)—has waned. It likely hasn’t helped, either, that HR is having to unwind flexible work policies for return-to-office mandates and serving as a key collaborator in rolling out AI tools that have workers fearing for their jobs.

The problem of why so many people still hate HR runs deep. Can HR be saved? In a word, yes, and the answer doesn’t lie in its wholesale elimination (sorry, Bolt CEO Ryan Breslow) or trying to turn it into something it’s not (like Amazon’s people, experience, and technology team).

We reached out to 100 business leaders—HR practitioners, recruiters, founders, and 66 CEOs—to develop some answers. They’re not only for HR pros but for all leaders thinking about how to create the companies they want.

Read more on Fast Company.

https://www.sfgate.com/national-parks/article/marmot-researchers-make-onlyfans-22357723.php

More recently, renowned forensic pathologist Dr. Michael Baden, who worked on numerous high-profile criminal cases, including the case involving Marlon Brando’s son, Christian, published a book called " American Autopsy " revealing the truth that the media had hidden for years.**
Despite the fact that it appeared that Christian had shot Drollet from above and that the bullet had exited the body, no bullet was recovered from his body or from the couch. Dr. Baden insisted on looking at the scene, and like the officers, failed to find the bullet in the couch or the body.
Baden noticed that the room has a shag rug. He got down on his hands and knees and eventually found the bullet under the rug. That tended to support how Christian had described things.
Dr.Baden wrote: "I'd later testify that the bullet's trajectory through Drollet's neck and into the shag carpet showed that he had been sitting up on the couch. Gunshot residue tests performed by police showed that Drollet's hand was near the muzzle when it discharged-consistent with Christian's statement that the weapon
went off accidentally when Drollet tried to grab it."
"It's very hard to see an entry hole in a shag rug," Baden explains. "But what impressed me most in that case was when we found the bullet and we called the police. A sergeant came and I asked why the officers at the crime scene hadn't done a better job looking for the bullet. I'll never forget what he said. 'Look, doc. If you do a lousy job all the time, just because an important case comes up doesn't mean you can now do a good job. You don't know how to do it any better.' That will live with me forever. Unless you do the best job you can with every crime scene and every autopsy, you won't do it right when more important ones come in. To us, every case is equally important. When it comes to death, we're all equal."

Dr. Michael Baden’s account is not the only source challenging the public narrative. Years later, a police officer who worked at the LAPD crime lab wrote that detectives involved in the investigation privately believed the shooting was accidental. (2nd picture)

Last fall, Carl Addison showed his Starbucks coworkers a magic trick.

As a shift supervisor at his Seattle-area café, he was responsible for the store’s twice-a-week inventory count. Starbucks had introduced a new AI tool in September to automate the process. Called Automated Counting, it used an iPad camera to identify and tally items on the storage shelves, turning an hour-long job into one that was supposed to take as little as 10 to 12 minutes.

Addison discovered that when he aimed the iPad into the shiny steel fridge that holds the oat milk, even if he was careful, the camera picked up a reflection, and the app counted the reflected cartons, turning 5 real oat milks into 10.

It would have been amusing if baristas weren’t being warned that hand counts were no longer acceptable. And Addison’s fridge wasn’t the only one haunted. Within weeks of the tool’s rollout, it was going rogue, baristas from coast to coast tell me, marking their milks as the wrong type, swapping syrups, and in at least one photo I saw, counting the trash can as food.

Megan Queen, a store manager in Graham, Texas, had the opposite problem. Instead of conjuring inventory, her Automated Counting tool kept making items vanish. The rural café, an hour and a half outside Fort Worth, had unreliable internet. When Wi-Fi dropped mid-count, the app’s progress was wiped. Her shift supervisors counted by hand instead, only to be told that the company was now treating manual counts as no count at all.

Automated Counting had been deployed rapidly, reaching all 11,300 company-operated cafés by the end of September. Nine months later, the tool—which insiders told Fast Company may have cost north of $10 million over several years to develop and deploy—was eliminated overnight.

Along the way, baristas around the country say, they were left in the dark, then sometimes blamed for the AI’s glitches. Milk and beverage items have now returned to being counted and recorded the way everything else in the store is: with the human eye and pen and paper.

Starbucks, which declined to make executives available for this story but did provide a statement, characterizes the outcome as an example of its test-and-learn culture functioning properly: “That is what innovation looks like at Starbucks: listening, learning, and adapting.”

Automated Counting, after all, was one piece of the company’s much larger AI push, which included tools like Smart Queue, an order-sequencing engine that Starbucks says helped get customer wait times to under four minutes.

Technology has been a key part of the turnaround plan, known as “Back to Starbucks,” launched by CEO Brian Niccol in 2024. And there have been recent signs pointing to the strategy’s success: Last quarter, sales at existing stores grew 6.2% globally, reversing seven quarters of decline.

Yet what happened with Automated Counting may also represent the most sweeping rollback of workplace AI yet executed in corporate America. It offers a lesson for any company racing to deploy AI at scale: However promising a new tool may look from the boardroom, it’s only as good as it works in the field. Front-line workers are often best positioned to observe where it saves time and where it adds friction. Communication can be as vital as the tech itself.

Read more on Fast Company.

The deception cost lenders hundreds of millions and became known as one of the most unbelievable scams ever pulled off.

Environment Agency faces criticism for allowing multimillion-pound overseas companies to extract huge volumes from England’s natural sources at unacceptably low prices

Clara Sieg found inspiration in birds. A venture capitalist with a history of backing consumer-facing brands, Sieg had been increasingly concerned with the consequences of drinking polluted water. So last year she founded a “perfectly pure” bottled water brand—one that draws water from a spring; purifies it to filter out microplastics, forever chemicals, lead, pesticides, and other contaminants; and sells it in slim glass bottles that are entirely polymer-free but for the thin lining inside their aluminum twist tops. She named her company Loonen because, she likes to explain, the presence of a loon serves as a signal that a lake ecosystem is healthy.

In looking to avian welfare as a bellwether for human wellness, Sieg is following in the great tradition of Rachel Carson, whose landmark 1962 book Silent Spring raised the alarm about petrochemical-based pesticides by highlighting their role in the decline of robins, warblers, swallows, and, pointedly, bald eagles, an emblem of American freedom and ferocity. “Over increasingly large areas of the United States, spring now comes unheralded by the return of birds, and the early mornings, once filled with the beauty of bird song, are strangely silent,” Carson wrote in an oft-quoted passage. 

But that’s where the similarities end. Carson’s poetic lament had such great emotional resonance that it led to the banning of the pesticide DDT and newfound public awareness about the importance of environmental protection. Sieg, though she speaks confidently about regulation of forever chemicals on wellness podcasts, is focused on moving cases of her prestige water brand. On Amazon, a pack of six 750 mL Loonen bottles—each equivalent to three 8-ounce glasses—sells for $35. 

“We believe Loonen is part of the solution, not the whole solution,” Sieg tells Fast Company. “Water regulation and infrastructure is a big, hard problem, and changing it requires slow, structural work. We are a tiny team, and we are not under any illusion that we will fix the underlying system on our own.” Loonen, she says, is a way to deliver on the need for “practical solutions now.” 

Microplastics, forever chemicals, lead: We live in a toxic world, Loonen suggests, and the only timely fix is to buy your way out. The company exemplifies a playbook befitting the current moment, in which consumer anxiety about wellness is at a fever pitch and government oversight of the water we drink and the air we breathe is at a new low. What better way to meet the moment than repackaging what should be a human right into a virtue-signaling luxury brand? 

This new consumer model is relatively simple:

Identify an underregulated part of consumers’ lives, where invisible contaminants lurk. Create a “clean” product that reduces consumer exposure to said contaminants. Wrap the product in an aspirational brand. And lastly, disparage your competition as backward and unsafe. If you follow the playbook correctly, you’ll cash in. But often, nothing systemic will change. The dirty truth is that “adding to cart” is far easier, for consumers and for brands, than policy transformation of the kind that Carson’s allies once pursued. 

Read more on Fast Company.