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A number of countries are undertaking translations of the SPMs into languages that are not official languages of the United Nations. GENEVA, Jan 4 — The Intergovernmental Panel on Climate Change IPCC , currently working on its next comprehensive report, the Sixth ….

IPBES-IPCC co-sponsored workshop on biodiversity and climate change December Opening statement by IPCC Chair Hoesung Lee Excellencies, dear ….

Learn more View Archive. Observed Changes and their Causes Human influence on the climate system is clear, and recent anthropogenic emissions of greenhouse gases are the highest in history.

Recent climate changes have had widespread impacts on human and natural systems. Future Climate Changes, Risks and Impacts Continued emission of greenhouse gases will cause further warming and long-lasting changes in all components of the climate system, increasing the likelihood of severe, pervasive and irreversible impacts for people and ecosystems.

Limiting climate change would require substantial and sustained reductions in greenhouse gas emissions which, together with adaptation, can limit climate change risks.

Future Pathways for Adaptation, Mitigation and Sustainable Development Adaptation and mitigation are complementary strategies for reducing and managing the risks of climate change.

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Comments 16 Share what you think. The new guidelines were broadened a bit, with recommendations for only video chatting for children under 18 months, co-watching high-quality programs, such as the classic Sesame Street or Wonder Pets!

A study from Oxford University published in December found no consistent correlation between parents who followed the A. While too much technology exposure can be dangerous for your baby, your baby can also be hazardous for your technology.

The best protection is prevention: Lock down your devices so kids can't accidentally make in-app purchases or destroy your devices.

Once your child is running about and eager to learn all the things, it'll be hard to keep electronic devices away. A survey by Erikson Institute found that an overwhelming 85 percent of parents allow their children under age 6 to use technology at home and 86 percent of parents surveyed said they found benefits for their young children's tech usages, including literacy, school readiness and school success.

While there are more apps and gadgets than ever before explicitly designed for toddlers, you'll still want to make tech a small slice of their larger learning and activities pie.

At this age, children are learning prosocial behavior: sharing, helping, donating and benefiting other people. It's the age when kids learn to give and take.

Technology can help with this developmental stage when you co-play with them, taking turns and exploring a game or digital book or video together.

Now and, honestly, at every other age , children want your undivided attention — even when their focus seems to be mostly directed at a screen.

You'll want to do this for your kids in any age group, but as soon as possible, get into the habit of checking age ratings for digital content. Stephen Balkam, the founder and C.

Google, Microsoft, Nintendo and many other major tech companies use IARC ratings when producing user content, and these ratings are linked to national age rating systems.

Some toddler-friendly apps include Kiddle , Google's visual search engine for kids, and Kidoz , a curated collection of children's apps and content.

It's important to keep in mind that age recommendations in app stores and sites like YouTube haven't always been accurate , though some providers go out of their way to infiltrate the listings with disturbing content masquerading as child-friendly so the best recourse is to vet the content your kids are exposed to yourself.

Wirecutter reviews more than 35 educational and learning apps recommended by educators, experts, parents and kids. Establish rules for when the family should not be on their devices, such as two hours before bedtime and during meal times.

Similarly, set up screen-free zones in your home. For example, mobile devices, computers and TVs are not allowed in the dining room or bedrooms.

Firm rules like these — that everyone in the family follows — make sure everyone gets tech breaks and family time. Wirecutter reviews a selection of games for preschool and elementary-aged kids, and some that are fun for grown-ups and kids to play together.

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Children at the grade school age level will likely be using technology on a daily basis. As they still look to you for guidance, this is a pivotal time to establish and reinforce the appropriate use of technology and the benefits your family can gain from it.

Kids in this age range may need to use a computer for homework. The built-in parental controls in Windows called Microsoft Family and macOS called Parental Controls in system preferences can help you set time limits and also limit apps and web usage.

As much as you might try to train them, there will be accidents: a laptop dropped on the floor, milk spilled on the keyboard, screens broken from mysterious "I didn't do that!

The best protection is to designate certain devices specifically for children to use maybe your old ones ; if you have a mission-critical computer or tablet that you use for work, keep your kids off it.

Chromebooks are inexpensive laptops, so those might be a good choice for young children. Shareholders had been told the compensation was devised with the help of an "outside consultant" the company Verizon declined to name.

A congressional investigation found median CEO salary 67 percent higher in Fortune companies where the hired compensation consultants had the largest conflicts of interest than in companies without such conflicted consultants.

Business columnist James Surowiecki has noted that " transparent pricing ", which usually leads to lower costs, has not had the intended effect not only in executive pay but also in prices of medical procedures performed by hospitals—both situations "where the stakes are very high.

Better, in the event that something goes wrong, to be able to tell yourself that you spent all you could.

Management's desire to be paid more and to influence pay consultants and others who could raise their pay does not explain why they had the power to make it happen.

Company owners—shareholders—and the directors elected by them could prevent this. Why was negotiation of the CEO pay package "like having labor negotiations where one side doesn't care Companies with dispersed ownership and no controlling shareholder have become "the dominant form of ownership" among publicly traded firms in the United States.

Large shareholders in a company have both the means and the motive to remind managers whom they are working for and to insist that costs including managers' pay be contained and assets not squandered on reckless new ventures or vanity projects.

Shareholders with small diversified holdings are unable to exercise such influence; they can only vote with their feet, choosing either to hold or to sell their shares, according to whether they think that managers are doing a good job overall.

Shareholdings have become more dispersed in recent decades, and the balance of power has thereby shifted from owners to managers.

Crook points out that institutional investors pension funds, mutual funds, etc. Bogle worries that money managers have become much less interested in the long term performance of firms they own stock in, with the average turnover of a share of stock "exceeding per cent changed hands two and a half times " in , compared to 78 per cent in and "21 per cent barely 30 years ago.

This appeared to many to be a case of a " principal—agent problem " and "asymmetrical information"—i. Reforms have attempted to solve this problem and insulate directors from management influence.

Following earlier scandals over management accounting fraud and self-dealing, [] NASDAQ and NYSE stock exchange regulations require that the majority of directors of boards, and all of the directors of the board committees in charge of working out the details of executive pay packages compensation committees and nominating new directors nomination committees , [] be "independent".

But factors financial, social and psychological that continue to work against board oversight of management have been collected by professors of law Lucian Bebchuk , Jesse M.

Fried, and David I. Management may have influence over directors' appointments and the ability to reward directors when they're cooperative—something CEOs have done "in myriad ways" in the past.

Regulations limit director compensation but not that of immediate family members of the directors who are non-executive employees of the firm.

Election and re-election to the board in large companies are assured by being included on the proxy slate, which is controlled by the nomination committee.

Dissident slates of candidate have very seldom appeared on shareholder ballots. It "has been common practice" for companies to direct some of this to the "nonprofit organizations that employ or are headed by a director.

Also weakening any will directors might have to clash with CEOs over their compensation is the director's lack of sufficient time directors averaging four hours a week mentioned above and information [] something executives do have , and the lack of any appreciable disincentive for the favoring executives at the expense of shareholders ownership by directors of 0.

Members of the compensation committee may be independent but are often other well-paid executives. Independent directors often have some prior social connection to, or are even friends with the CEO or other senior executives.

CEOs are often involved in bringing a director onto the board. The social and psychological forces of "friendship, collegiality, loyalty, team spirit, and natural deference to the firm's leader" play a role.

Being a director has been compared to being in a club. Authors Bebchuk and Fried postulate that the "agency" problem or " agency cost ", of executives power over directors, has reached the point of giving executives the power to control their own pay and incentives.

What "places constraints on executive compensation" is not the marketplace for executive talent and hard-headed calculation of compensation costs and benefits by directors and the experts they may use, or shareholder resolutions, proxies contests, lawsuits, or "the disciplining force of markets".

The controlling factor is what the authors call "outrage"—"the criticism of outsiders whose views matter most to [executives] — institutional investors, business media, and the social and professional groups to which directors and managers belong" [] and the executives' fear that going too far will "create a backlash from usually quiescent shareholders, workers, politicians, or the general public.

Attempting to confirm the connection between executive power and high pay, Bebchuk and Fried found higher CEO pay or lower incentives to perform in employment contracts were associated with factors that.

Larger boards—where it's harder to get a majority to challenge the CEO, and where each director is less responsible—are correlated with CEO pay that's higher [] and less sensitive to performance.

The appointment of compensation committee chairs of the board after the CEO takes office—when the CEO has influence—is correlated with higher CEO compensation.

Having a shareholder with a stake larger than the CEO's ownership interest is associated with CEO pay that's more performance sensitive [] [] [] and lower by an average of 5 per cent.

Studies of "repricing" executive stock options—criticized as a "way of rewarding management when stock prices fall" [] —have found it more common among firms with insider-dominated boards [89] or a nonindependent board member on the compensation committee.

If directors fail to work in the interest of shareholders, shareholders have the power to sue to stop an executive pay package. However, to overturn the package they must prove that the compensation package is "so irrational that no reasonable person could approve it and Companies generally warn stockholders such votes will be disregarded, or if obeyed will mean the package is simply replaced with other forms of compensation appreciation rights or cash grants replacing options, for example.

Shareholder resolutions are also advisory not compulsory, for corporate boards, which commonly decline to implement resolutions with majority shareholder support.

Bebchuk et al. According to business journalist James Surowiecki as of , companies to be transparent about executive compensation, boards have many more independent directors, and CEOs "typically have less influence over how boards run", but the "effect on the general level of CEO salaries has been approximately zero.

Defenders of executive pay in America say that lucrative compensation can easily be explained by the necessity to attract the best talent; the fact that the demands and scope of a CEO are far greater than in earlier eras; and that the return American executives provide to shareholders earns their compensation.

While admitting there is "little correlation between CEO pay and stock performance—as detractors delight in pointing out," business consultant and commentator Dominic Basulto believes "there is strong evidence that, far from being paid too much, many CEOs are paid too little.

Robert P. Murphy, author and adjunct scholar of the libertarian Ludwig von Mises Institute , challenges those who belittle large corporate compensation arguing that it is "no more surprising or outrageous" in a free market that "some types of labor command thousands of times more market value" than the fact that some goods " such as a house have price hundreds of thousands of times higher than the prices of other goods such as a pack of gum.

For example, when GM stock plunged 25 per cent," did the complainers "expect the assembly-line workers to give back a quarter of their wages for that year?

The development of professional corporate management executives in the U. Railroads lent themselves to dispersed ownership relying on professional management because they were far larger, more complex and covered much greater distances than other businesses of the time.

According to Fortune magazine, through the s, 60s, and part of the 70s, CEO pay actually grew more slowly than the pay of average workers.

Calculations of the Economic Policy Institute show the ratio of average CEO compensation to average production worker compensation CEO Pay Ratio remained fairly stable from the mids to some time after , at around 24 to But by , that ratio had started to grow reaching 35, and doubling to 70 in Stock market bubble busts meant drastic cuts in capital gains which were the source of most of the equity compensation that made up much or most of CEO pay.

The divergence in pay peaked in , with average CEO pay being almost times average worker pay. It peaked again in during another bull market.

Both peaks bottomed out with the collapse of the Dot-com bubble and housing bubble respectively.

A study of executive compensation from to found "the median real value of pay was remarkably flat" from the end of World War II to the mids, [] about the time of the end of the " Great Compression " of income and wealth distribution in America.

Around Congress passed a law that put a special tax on "golden parachutes" payouts in excess of three times annual pay. According to business writer Mitchell Schnurman, rather than discouraging the practice, the regulation was seen "as an endorsement" by "corporate America" and "hundreds of companies adopted" the payouts for the first time.

In the s the huge pay packages of two CEOs inspired others to seek big paychecks. In , theorists on executive pay, Michael Jensen and Kevin M. Murphy , published an article in the Harvard Business Review , in which they argued that the trouble with American business, was that.

On average, corporate America pays its most important leaders like bureaucrats. Is it any wonder then that so many CEOs act like bureaucrats rather than the value-maximizing entrepreneurs companies need to enhance their standing in world markets?

They argued stock options would tie executive pay more closely to performance since the executives' options are valuable only if the stock rises above the "strike price".

Thus in the early s, stock options became an increasingly important component of executive compensation. Also around that time , the SEC responded to complaints of excessive executive compensation by tightening the rules of disclosure to increase shareholder awareness of its cost.

The SEC began requiring the listing of compensation in proxy statements in standardized tables in hopes of making more difficult the disguising of pay that didn't incentivize managers, or was unreasonably high.

The typical compensation disclosure ran ten to fourteen pages. Someone once gave a series of institutional investor analysts a proxy statement and asked them to compute the compensation received by the executives covered in the proxy statement.

No two analysts came up with the same number.

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Her Limit - Model page
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