Sweatshop – Wikipedia

Sweatshop - Wikipedia

A contract employee for the U.S. Marshals Service has been suspended from work after posting a burning Black Lives Matter flag on his personal Facebook page. The Iranian American Society of Arizona is providing comfort to its older members who are struggling to get through COVID-19. Most big cities have public transport that could help you get to your doctors, but be aware there are delays possible. Rural areas are not always better for scheduling a doctor’s appointment due to the high demand a physician might have in such a small area. A Collection of Published Niche Articles By 2025, automation and a new division of labour — between humans and machines — will disrupt 85 million jobs globally in medium and large businesses across 15 industries.Get latest Economy online at cnbctv18.com

A sweatshop in the United States c.1890

A sweatshop in a New York tenement building, c. 1889

Lewis Hine noted poor working conditions when he photographed workers at the Western Dress Factory in Millville, New Jersey, for the WPA’s National Research Project (1937)

  • Clean Clothes Campaign – international alliance of labor unions and non-governmental organizations
  • Coalition québécoise contre les ateliers de misère – a Québec anti-sweatshop coalition based in Montréal.
  • Free the Children – a Canadian organization that helps raise awareness and put a stop to Child Labour – Also helps other children in need
  • Global Exchange – an international human rights organization founded in 1988 dedicated to promoting social, economic and environmental justice
  • Green America – membership organization based in the United States
  • Institute for Global Labour and Human Rights – founded to combat sweatshop labor and US government policy in El Salvador and Central America
  • International Labor Rights Fund
  • International Labour Organization – a specialized agency of the United Nations
  • Maquila Solidarity Network – a Canadian anti-sweatshop network
  • No Sweat (UK)
  • Not for Sale Campaign
  • Rugmark – a carpet labeling program and rehabilitation centers for former child laborers in India, Pakistan and Nepal
  • United Students Against Sweatshops – a student organization in the United States and Canada
  • SweatFree Communities – a nationwide network for local action against sweatshops
  • SweatsHope – an Australian/New Zealand organization to create a sweatshop free world, and stop human trafficking.
  • Unite Here – a labor union based in the United States and Canada dedicated to achieving higher standards for laborers
  • Worker Rights Consortium – a labor rights organization focused on protecting the rights of workers who make apparel in the United States
  • Asia Monitor Resource Center – focuses on promoting democratic labor movements in Asia and the Pacific
  • China Labour Bulletin – reports on labor concerns in China
  • Chinese Working Women Network – supports and empowers Chinese migrant working women
  • Globalization Monitor – non-profit based in Hong Kong that promotes awareness on negative effects of globalization
  • Hong Kong Christian Industrial Committee – empowers workers, acts as a policy watch-dog, and promotes independent trade union movements
  • No Sweat Shop Label and Homeworkers Code of Practice – corporate code of conduct to eliminate sweatshop conditions in Australia
  • Thai Labour Campaign – covers labor disputes, worker rights campaigns and labor law in Thailand
  • Transnationals Information Exchange – information on garment worker struggles in Bangladesh, Thailand and Indonesia
  • Women’s Agenda for Change – works for grassroots empowerment of women in Cambodia
  • Members of United Students Against Sweatshops marching in protest

    According to labor organizations in Hong Kong, up to $365 million is withheld by managers who restrict pay in exchange for some service, or don’t pay at all.[62]

    So in 2013, when over 1100 workers die at Rana Plaza in Bangladesh, it is the same industry as the Triangle Fire, with the same subcontracted system of production that allows apparel companies to avoid responsibility for work as the Triangle Fire, and with the same workforce of young and poor women, the same type of cruel bosses, and the same terrible workplace safety standards as the Triangle Fire. The difference is that most of us can’t even find Bangladesh on a map, not to mention know enough about it to express the type of outrage our ancestors did after Triangle. This separation of production from consumption is an intentional move by corporations precisely to avoid being held responsible by consumers for their actions. And it is very effective.[64]

    [Sweatshop critics] say that we shouldn’t buy from countries like Vietnam because of its labor standards, they’ve got it all wrong. They’re saying: “Look, you are too poor to trade with us. And that means that we won’t trade with you. We won’t buy your goods until you’re as rich as we are.” That’s totally backwards. These countries won’t get rich without being able to export goods.

  • Bender, Daniel E. Bender and Richard A. Greenwald, eds. Sweatshop USA: The American Sweatshop in Historical and Global Perspective (2003)
  • Loomis, Erik. Out of Sight: The Long and Disturbing Story of Corporations Outsourcing Catastrophe. The New Press (2015). ISBN 1620970082
  • Powell, Benjamin. 2014. Out of Poverty: Sweatshops in the Global Economy. Cambridge University Press.
  • Shorrocks, Peter (1877). How contagion and infection are spread . Manchester: Co-operative Printing Society.
  • Between a Rock and a Hard Place: A History of American Sweatshops, 1820 – present An online exhibition from the National Museum of American History, Smithsonian Institution
  • TV documentary of Europeans living as sweatshop workers in Laos
  • “Work Faster or Get Out.” Labor Rights Abuses in Cambodia’s Garment Industry. Human Rights Watch. March 12, 2015.
  • ‘When We Made Mistakes in Our Sewing, They Slapped Us’. The Nation. December 21, 2015.
  • “Sweating System”. Collier’s New Encyclopedia. 1921.
  • “Sweatshops”. The New Student’s Reference Work. 1914.
  • Schloss, David Frederick (1911). “Sweating System”. Encyclopædia Britannica (11th ed.).
  • “Sweating System”. The Nuttall Encyclopædia. 1907.
  • “Sweating System”. New International Encyclopedia. 1905.
  • Source: en.wikipedia.org

    Author: Authority control
    LCCN: sh85131031

    Retired police officer suspended from work after posting burning BLM flag

    Retired police officer suspended from work after posting burning BLM flag

    A contract employee for the U.S. Marshals Service has been suspended from work after posting a burning Black Lives Matter flag on his personal Facebook page.

    Jeff Carlson, a retired Aberdeen Police Department and school resource officer, was suspended from his contracted position as a security officer at the District of the South Dakota Federal Courthouse.

    Carlson is employed by Walden Security, a company that provides security services for commercial and government properties. He was suspended after the U.S. Marshals Service was made aware of the “racially-charged social media post,” according to the public affairs office for the federal law enforcement agency.

    “The U.S. Marshals Service has a zero tolerance policy regarding discrimination by any employee in our ranks, contract or federal, as it does not represent our agency’s core values of justice, integrity and service,” the U.S. Marshals Service said in an emailed statement.

    Carlson’s post of the Black Lives Matters flag and his personal page are no longer available on Facebook.

    Aberdeen Police Chief Dave McNeil issued a statement on Friday via the department’s Facebook page condemning retired officer’s post, writing “The posts, opinions, and statements of this retired officer do not represent the department or its current employees in any way.”

    District management for U.S. Marshals Service has referred the matter to Walden Security. Carlson’s work duties have been suspended pending the outcome of an investigation, according to the U.S. Marshals Service public affairs office.

    Source: www.aberdeennews.com

    Author: Rebekah Tuchscherer rtuchscherer@gannett.com

    Arizona society helps Iranian Americans survive pandemic

    Arizona society helps Iranian Americans survive pandemic

    The Arizona Persian Cultural Center, the Scottsdale home of the Iranian American Society of Arizona, has had to transition to a virtual environment because of the COVID-19 pandemic. Prior to the pandemic, the group hosted many live events. (Photo courtesy of the Iranian American Society of Arizona)

    For younger users of the Arizona Persian Cultural Center, the Scottsdale home of the Iranian American Society of Arizona, the pandemic-driven transition to virtual classes and events has been relatively easy.

    But for older members, who’ve struggled to use Zoom and long for the potlucks and bingo games they enjoyed before COVID-19, the road has been rockier.

    “Before (the pandemic), we had a hard time getting younger people to come to the center,” said Fariba Ansari, the society’s vice president and fundraising chair. “Now, we have a hard time getting older people online.”

    The society’s mission – maintaining a “sense of community” among Iranian Americans and others by promoting Iranian culture and language – has become crucial in the wake of COVID-19, according to the organization. With the center shuttered since March, it has had to get creative to continue offering the Farsi classes, discussions and other events it used to host in person.

    Ansari and Malie Malihi, the society’s treasurer and outreach programs chair, spoke with the Luce Foundation’s Southwest Stories Project about how the organization is working to keep disconnected members and the broader public engaged while raising funds to help families in need.

    Responses have been edited for length and clarity.

    Malihi: Yes. More people are getting to the point where they need help. They’ve used all their resources by now, and it’s hard for them to live their daily lives as far as providing food for the family, paying their rent.

    Some of them need medical bills to be paid. I actually had a very young lady who was in the hospital, and she had a hard time paying.

    We’ve had food drives, and a lot of families from Scottsdale Unified schools would come. We delivered some food to people who were sick or positive for COVID-19, and we are still doing that.

    We also came up with the Hardship Emergency Loan Fund to pay utility bills and other essential bills people have.

    Malihi: The program helps people who have lost jobs or income.

    There are two forms of funds available – a one-time $250 grant and a $1,200 zero-interest loan required to be paid back within one year. We have about 60 families where we’re giving them grant funds or paying their bills or giving them groceries.

    Most of our funding comes from donations.

    Malihi: It’s challenging, because we have a lot of people who reach out to us for help. So far, we’ve been able to help everyone who has contacted us.

    If we get low on funds, we reach out to the community again, and we ask for help. We don’t like to turn people away just because we don’t have funds.

    Ansari: We send out biweekly emails to supporters on our mailing list, which is about 1,500 people, and encourage people to donate.

    We also do fundraising on Facebook. I’m very active on there, encouraging people to continue to support us as a community-based, volunteer-based organization. Birthday fundraisers (which allow Facebook users to raise funds for a charity of their choice) have been very successful.

    In addition to funding the loan program, we need money for operations and the new tools we’re using during the pandemic. We need Zoom for business. We need video editing. We need Facebook ads. Those things all require fundraising.

    The Iranian American Society of Arizona held many celebrations at the Arizona Persian Cultural Center in Scottsdale before it closed because of the COVID-19 pandemic. (Photo courtesy of the Iranian American Society of Arizona)

    Ansari: On top of being able to help the community (financially) in this time where we’re home and many have lost their jobs, we help with loneliness. We had a schedule full of people who came to the center before March, so we’ve taken all those events online. We wanted to continue our involvement with the community and with education, arts and cultural events.

    In terms of speakers, we have collaborated with Arizona State University professors who are of Persian descent. Racism was one of the topics for a talk, and we’re going to have one about identity coming up. Attorneys have talked about immigration laws. We’ve had physicians talk about COVID and its effects and symptoms, and the progress and the research studies that have been done. We’ve had psychologists and counselors that have come and spoken online about depression and how to deal with being home and locked down.

    We also have artists who put together videos of sketching and art. We have yoga instructors who come up with videos, and we post them on a regular basis. We’ve had musicians doing the same thing.

    We have poetry night. We have movie nights. The Persian classes for kids also are done over Zoom now.

    We have to be creative when it comes to finding fun events that attract people. The videos shouldn’t be too long or too short. They should be interesting enough to attract different generations – some for kids, some for middle ages and some for adults.

    The fact that everyone’s home makes me want to make the programming better and more helpful, so they have something to look forward to during the day.

    Malihi: I can see that the elderly people in our community are very, very depressed.

    When they used to come to the center, it was a big deal for them. They could be together. They could talk to each other in their own language. They could play bingo. They would sing. They would tell jokes, bring their own food. We’d have potlucks and stuff like that. So, this has affected that generation so much.

    Ansari: It’s much easier, probably, for the younger generation. I don’t think they mind it. They connect to our events online. But the older generation, not being very tech-savvy, they have a hard time with our Zoom events or our Google Meet events. They have a hard time logging in. But they’re trying.

    I definitely think the older generation is lonely at home. Their kids are not visiting them as much, or they’re scared to visit them and get them sick.

    The center gave them peace. To see people gather and bring food and break bread together – we don’t have that anymore.

    I want to make sure the cultural center survives this, because we use it to give to the community at large in so many different ways. You don’t have to be Iranian. It’s about everyone in our area and bringing the community together.

    This story is made possible through a partnership between the Walter Cronkite School of Journalism and the Center for the Study of Religion and Conflict at Arizona State University, with the support of the Henry Luce Foundation.

    Source: cronkitenews.azpbs.org

    Author: By Jessica Myers/Luce Foundation: Southwest Stories Fellowship

    Interesting Articles Online - icommercialisti.net publication

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    Content Updated October 21, 2020

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    Recession and automation change our future of work, but there are jobs coming, says report

    Recession and automation change our future of work, but there are jobs coming, says report

    The Future of Jobs 2020 report has found that COVID-19 has caused the labour market to change faster than expected. The research released today by the World Economic Forum indicates that what used to be considered the “future of work” has already arrived.

    By 2025, automation and a new division of labour between humans and machines will disrupt 85 million jobs globally in medium and large businesses across 15 industries and 26 economies. Roles in areas such as data entry, accounting and administrative support are decreasing in demand as automation and digitization in the workplace increases. More than 80% of business executives are accelerating plans to digitize work processes and deploy new technologies; and 50% of employers are expecting to accelerate the automation of some roles in their companies. In contrast to previous years, job creation is now slowing while job destruction is accelerating.

    “COVID-19 has accelerated the arrival of the future of work,” said Saadia Zahidi, Managing Director, World Economic Forum. “Accelerating automation and the fallout from the COVID-19 recession has deepened existing inequalities across labour markets and reversed gains in employment made since the global financial crisis in 2007-2008. It’s a double disruption scenario that presents another hurdle for workers in this difficult time. The window of opportunity for proactive management of this change is closing fast. Businesses, governments and workers must plan to urgently work together to implement a new vision for the global workforce.”

    Some 43 percent of businesses surveyed indicate that they are set to reduce their workforce due to technology integration, 41 percent plan to expand their use of contractors for task-specialized work, and 34 percent plan to expand their workforce due to technology integration.

    By 2025, employers will divide work between human and machines equally. Roles that leverage human skills will rise in demand. Machines will be primarily focused on information and data processing, administrative tasks and routine manual jobs for white- and blue-collar positions.

    New sense of urgency for the reskilling revolution

    As the economy and job markets evolve, 97 million new roles will emerge across the care economy, in fourth industrial revolution technology industries like artificial intelligence, and in content creation fields. The tasks where humans are set to retain their comparative advantage include managing, advising, decision-making, reasoning, communicating and interacting. There will be a surge in demand for workers who can fill green economy jobs, roles at the forefront of the data and artificial intelligence economy, as well as new roles in engineering, cloud computing and product development.

    For those workers set to remain in their roles in the next five years, nearly 50% will need reskilling for their core skills.

    Despite the current economic downturn, most employers recognize the value of reskilling their workforce. An average of 66% of employers surveyed expect to see a return on investment in upskilling and reskilling of current employees within one year. They also expect to successfully redeploy 46% of workers within their own organization. “In the future, we will see the most competitive businesses are the ones that have invested heavily in their human capital – the skills and competencies of their employees,” Zahidi said.

    Building a more inclusive future of work

    The individuals and communities most negatively affected by the unprecedented changes brought about by COVID-19 are likely to be those that are already most disadvantaged. In the absence of proactive efforts, inequality is likely to be exacerbated by the dual impact of technology and the pandemic recession.

    TheFuture of Jobs 2020 report partner ADP Research Institute tracked the impact of COVID-19 on the United States labour market. Between February and May 2020, data showed that displaced workers were, on average, mostly female, younger and had a lower wage. Comparing the impact of the global financial crisis of 2008 on individuals with lower education levels to the impact of the COVID-19 crisis, the impact today is far more significant and more likely to deepen existing inequalities.

    “The pandemic has disproportionately impacted millions of low-skilled workers,” said Jeff Maggioncalda, Chief Executive Officer of Coursera, another report partner. “The recovery must include a coordinated reskilling effort by institutions to provide accessible and job-relevant learning that individuals can take from anywhere in order to return to the workforce.”

    Currently, only 21% of businesses worldwide are able to make use of public funds for reskilling and upskilling programmes. The public sector will need a three-tiered approach to help workers. This includes providing stronger safety nets for displaced workers, improving the education and training systems and creating incentives for investments in markets and the jobs of tomorrow.

    Companies can measure and disclose their treatment of employees by adopting environmental, social and governance (ESG) metrics. This will help benchmark success, provide support where it is needed and ensure new gaps that arise are quickly identified and closed.

    Remote working is here to stay but requires adaptation

    Some 84% of employers are set to rapidly digitalize working processes, including a significant expansion of remote working. Employers say there is the potential to move 44% of their workforce to operate remotely.

    According to the report, 78% of business leaders expect some negative impact on worker productivity. This suggests that some industries and companies are struggling to adapt quickly enough to the shift to remote working caused by the COVID-19 pandemic.

    To address concerns about productivity and well-being, about one-third of all employers said they will take steps to create a sense of community, connection and belonging among their employees.

    Career pivots become the “new normal”

    The research also indicated that a growing number of people are making career changes to entirely new occupations. According to LinkedIn data gathered over the past five years, some 50% of career shifts into data and artificial intelligence are from different fields. That figure is much higher for sales roles (75%), content creation and production positions, such as social media managers and content writers (72%), and engineering roles (67%).

    “As we think about ways to upskill or transition large populations of the workforce who are out of work as a result of COVID-19 into new, more future-proofed jobs, these new insights into career transitions and the skills required to make them have huge potential for leaders in the public and the private sector alike,” said Karin Kimbrough, Chief Economist at LinkedIn.

    “Our research reveals the majority of transitions into jobs of tomorrow come from non-emerging jobs, proving that many of these jobs are more accessible than workers might think, Kimbrough continued. “If we can help individuals, and the leaders who are directing workforce funding and investment, identify the small clusters of skills that would have an outsized impact on opening up more sustainable career paths, we can make a real difference in addressing the unprecedented levels of unemployment that we’re seeing globally.”

    Data shows how long to reskill

    According to The Future of Jobs Survey, core skills such as critical thinking, analysis and problem-solving are consistently top of the reskilling and upskilling priorities for educators and businesses. Newly emerging in 2020 are skills in self-management such as resilience, stress tolerance and flexibility.

    Data from Coursera suggests that individuals could start gaining the top 10 skills for each emerging profession in people and culture, content writing, sales and marketing in one to two months. Those wishing to expand their skills in product development and data and artificial intelligence could do so in two to three months, and those switching into cloud computing and engineering could make headway in the new skillset through a four to five-month learning programme.

    There has been a fourfold increase in the number of people seeking opportunities for online learning under their own initiative, a fivefold increase in employers offering their workers online learning opportunities and a ninefold enrolment increase in people accessing online learning through government programmes.

    Those in employment are placing larger emphasis on personal development courses; those unemployed have placed greater emphasis on learning digital skills such as data analysis, computer science and information technology.

    “The pandemic has accelerated many of the trends around the future of work, dramatically shrinking the window of opportunity to reskill and transition workers into future-fit jobs,” said Hamoon Ekhtiari, CEO of FutureFit AI. “No matter what prediction you believe about jobs and skills, what is bound to be true is heightened intensity and higher frequency of career transitions especially for those already most vulnerable and marginalized.”

    “The Future of Jobs Report is a critical source of insights in supporting companies and government through these workforce transitions, and FutureFit AI is honoured to share our data and insights in the Report, Ekhtiari continued. “We look forward to continuing to contribute to a just, worker-first, and data-powered recovery as a partner of the World Economic Forum’s New Economy & Society community and its Reskilling Revolutions Platform.”

    The Future of Jobs

    Now in its third edition, The Future of Jobs report maps the jobs and skills of the future, tracking the pace of change. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years. The Future of Jobs survey informs the report. It is based on the projections of senior business leaders (typically Chief Human Resource Officers and Chief Strategy Officers) representing nearly 300 global companies, which collectively employ 8 million workers.

    Source: www.cnbctv18.com

    Author: CNBCTV18.com

    Sweatshop - Wikipedia

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