Haws Corporation tempered water care and repair

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Here at Haws we are frequently asked if there are any periodic maintenance tips that we can offer for installed products. All Emergency Equipment is required to be activated weekly by ANSI. Purging the standing water out of the lines reduces buildup of stagnate water and helps remove rust from pipes in galvanized units.

In addition, purging helps guarantee that the water supply has not been inadvertently turned off, that there are not any missing or broken parts and most importantly that the units are working properly. Eyewash maintenance is especially important. In most units there is a SP509 inline screen strainer between the eyewash valve and bowl that must be periodically cleaned. The strainer cap must be removed by a 3/8” hex wrench and the screen can then be accessed and cleaned. During the weekly testing it is also crucial to check pathways leading to the unit to make sure there are not any obstructions that would hinder the access and use of the unit.

Drinking Fountains from 2003 to now have a front access 5874 push button valve which has a screen strainer under the cartridge that should be periodically cleaned depending on site conditions. In order to clean the strainer, water must be shut off to the unit and using the spanner wrench that comes with the unit, remove the push button, the inside ring nut and cartridge. The gasket screen should come out with the cartridge and should be cleaned thoroughly.

Water coolers also need periodic cleaning. The fan blows air over the condenser fins, so the condenser should be vacuumed every 6 months to remove lint and dust that builds up (cleaning may be need to occur more often if the unit is in a dirty environment). This is crucial to the proper functioning of the unit, because lint and dirt buildup causes the unit to overheat due to the restricted air flow. This overheating can lead to shortening the life of the unit, and even to damaging the compressor.

Pacific Associates Limited: Recruiting in Tokyo is my life’s work

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I have been in the recruiting industry in Tokyo since graduating business-school at the end of the ’80s. Growing up in Chicago in the ’60s and high-school there in the ’70s, the thought of moving to California and graduating from U.C. San Diego (Economics) would have seemed a dream. Leaving for London with a duffle-bag on graduation-day and never coming back certainly would have seemed the things of fantasy, but if one follows their heart good things can happen. Thus it was I arrived, in due-course, in Japan in 1985. The opportunities and dignity of the place have kept me here ever since.

The opportunity to help professional (people to whom career is vitally important) find a path to a better life via proactive career building is, in my opinion, an honorable undertaking. That it can be done in the elegant way of Japan, where each placement we do is ‘hand-made’ after intensive in-person discussion with our candidates and clients has led me to dedicate my life to this work. An important goal of mine has long been to be a master-craftsman in the art of recruiting. To this end I am still meeting candidates and clients to further develop my art.

Fraud Labs Pro Fraud Detection custom country validation

It’s easy to start an online business, but it’s never an easy task to combat fraud to prevent chargeback or losses. There are many aspects that you need to look into to effectively unveil a fraud order and this couldn’t be done manually without a right tool with right features. Here, I would like to share with you on how to flag an order for review for certain countries.

For whatever reason they could be, you can use the custom country validation rule to easily sort the transaction out. You can set the validation rules for the billing country and shipping country.

How to define billing or shipping country list for fraud review

1. Login to the FraudLabs Pro Merchant Control Panel.

2. Click on the Rules then click Add Rule.

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Cambridge Associates: The Risk Allocation Framework

Cambridge Associates The Risk Allocation Framework

The most recent step in the evolution of portfolio construction practices has been a shift from an asset allocation–centered process to a more comprehensive risk allocation–based process. Cambridge Associates’ Risk Allocation Framework considers multiple dimensions of risk and return trade-offs when building portfolios and evaluates the consequences of risk allocation decisions during normal and stressed markets.

Yet the problem became that several of these more recently introduced “asset classes” actually have common risk factors that cross “asset class” boundaries. Examples include equity risk in distressed securities and natural resources equities, and illiquidity risk in hedge funds and commingled funds—particularly in stressed environments. Thus it became increasingly difficult to recognize, without significant analysis, just how much equity risk (for example) might be embedded in a portfolio that owned lots of assets not named “equities.”

To clarify matters, investors increasingly have constructed portfolios on the basis of the role they expected different kinds of investments to play in the portfolio (i.e., role-in-portfolio exposures), even if they still allocated investments to traditional asset classes.

The Risk Allocation Framework takes this evolution a step further by considering not only the role that different investments might play in the portfolio, but how and in what ways such investments contribute to or mitigate various forms of portfolio risk. The framework combines careful attention to risk allocation in the context of the risk sensitivities and limitations of a long-term investment portfolio (LTIP) given its role in the broader organization. Since risk exposures move over time, we monitor risk allocation and performance attribution dynamically.

Go Green Business: Pukka Herbs has achieved carbon neutral status

Pukka Herbs - has achieved carbon neutral status

Pukka’s climate change policy was written by their sustainability manager, taking guidance from other policies available online. It is a short, one page document that everyone in the organisation can understand. A gap and impact analysis was carried out for the commitments made in the policy which was necessary to secure board-level approval. The policy was approved and a plan was produced to measure emissions from gas, electricity, water, waste and travel using EnergyDeck , whilst freight and refrigeration, emissions were monitored using the Department for Environment Food and Rural Affairs (DEFRA) emission factors. Monitoring only takes about one hour a month of Anne’s time.

Since monitoring began, Pukka have implemented a range of emission reduction projects and unavoidable emissions within their financial control were offset. They made carbon neutrality a company level objective, with each department considering carbon reduction opportunities in their overall plan and all team members were encouraged to set themselves a non-compulsory objective in their individual performance and development plans.

At the end of Pukka’s financial year, its carbon footprint was calculated and verified by external consultants. Unavoidable carbon emissions were offset by purchasing offset credits for an efficient cookstove project in Africa, provided through Carbon Footprint Ltd. Pukka chose this option because it offered a credible Gold Standard project with the lowest cost (£6.30 per tonne) that also aligned with Pukka’s values of improving health (through reduced smoke inhalation from open fires) as well as reducing deforestation

Singapore Huxley Associates: Top 5 bizarre interview questions

Businesswoman Interviewing Male Candidate For Job

 

There’s an apocryphal story that has been bandied about for years, about an interview where the interviewer asked a candidate: “Do something to surprise me”. The interviewee got out his lighter and set fire to the interviewer’s newspaper. It’s not an action we would advise emulating, but very definitely comes under the heading of utterly incomprehensible interview questions. “Why do these questions get asked” is a tricky question to answer, but as it appears to have started in Silicon Valley during the tech boom its roots are likely to be found in the free-thinking, mould-breaking philosophy that many of the tech pioneers applied to their businesses.

First and foremost you should remember there isn’t a right answer, depending on the nature of the question, which these questions are about your thought processes, your coolness under pressure, your personality and your approach to problem solving. What you don’t do is say, “I don’t know”, or “that’s a good question” and stare off into space. Let’s take the question: “How many cricket bats are there in the world?” You could either pluck an answer out of thin air: “Three million?”, or go about figuring out how to work it out. “Well, if the population of the sporting public in the UK is X, and a tenth of them play cricket, then that’s XX for the UK, plus another X for the cricketing population in India…” etc. This is the sort of approach the employer would be looking for.

Five types of questions you might encounter

1. Lots of these questions fall along the lines of if you were a colour/an animal/a garden gnome/a car/a food/a computer application (yes, really) what one would you be and why? Try to think of the qualities of the object and how they might relate to your skills or character.

2. What are all the different uses you can think of for a lemon? Apparently asked during an interview for an airline pilot, this type of question is designed to find out how much of a creative thinker you are.

3. Who would you invite to a dinner party/what superhero/movie character would you be/who is your role model? In other words, what character traits do you most admire in other people and why? Think about what specific things they have achieved and what it is about those achievements that you admire so much.

4. How many people will be on Facebook in New York on a Friday afternoon? There are a raft of questions that are much more technical in nature and much more aligned to the role you are seeking. This question was aimed at a marketing executive, and was probing how well they understand the use of social media around the world.

5. Tell me a story. This is a firm favourite, and represents a golden opportunity for you to tell a work-related anecdote that is also relevant to the role in question and also illustrates how you see other people and the world around you.

Huxley Associates International: Why are UK banking jobs moving out of London?

Huxley Associates International Why are UK banking jobs moving out of London

Banking jobs are down in the UK. With every month comes a headline announcing the latest swathe of job cuts by a UK bank: RBS to cut almost 450 investment banking jobs in the UK (March 2016); Lloyds Banking Group to cut 1,755 jobs and close 29 branches (February 2016), Barclays to axe 1,200 jobs worldwide (January 2016).

Despite this overall downward trend, regionally, jobs in the banking sector are increasing. Between 2013 and 2014, the number of banking jobs decreased by 4,848 in London but increased outside of London by 2,450. Since 2012, the difference is even more apparent: the number of banking jobs decreased by 4,497 in London but increased outside of London by 5,251. In 2014, 77 local authorities in Britain had faster growth in banking jobs than anywhere in London.

“The nearshore model is gaining increasing focus by a lot of banks,” says Sachin Gupta, Business Manager, Huxley Banking & Finance. “Companies have identified that there is a definite talent pool outside of the capital and are taking advantage of that.”

According to the BBA report, there are several major cities outside of London that are banking workforce hubs. Birmingham’s banking cluster is a vivid example of this, but far from the only one, says the report. In addition to Birmingham, in Manchester, Leeds, Bristol and Edinburgh the concentration of banking jobs is also significantly higher than the national average: banking jobs account for 1.7% of total employment in Great Britain, whereas in these cities such jobs range from 2.2% to 6.5%.