0Shares0000US golfer Zach Johnson poses with the Claret Jug at St Andrews in Scotland, on July 20, 2015. PHOTO/AFPST. ANDREWS, July 21- Zach Johnson won the British Open on Monday, emerging victorious from a gripping four-hole playoff against Louis Oosthuizen and Marc Leishman.It was the 39-year-old American’s second major title win after he triumphed at the 2007 Masters. “It sounds beautiful. It still sounds extremely surreal. The tone to it is very humbling. I feel blessed to be the champion and honoured to be part of the history of this game,” Johnson said.Jordan Spieth, meanwhile, missed getting into the playoff by one shot and thus saw his hopes shattered of becoming just the second player to win the Masters, US and British Opens in the same yearJohnson, Oosthuizen and Leishman all finished with totals of 15-under 273 after Johnson and Leishman had 66s and Oosthuizen a 69.That forced the first British Open playoff since Stewart Cink defeated Tom Watson at Turnberry in 2009 and the first three-way playoff since 1999 when Paul Lawrie triumphed.It was a gripping end to what had been an enthralling day that saw a packed leaderboard go hammer and tongs at grabbing enough birdies to take possession of golf’s most coveted trophy.Played over holes 1, 2, 17 and 18, Oosthuizen and Johnson immediately distanced themselves from Leishman with opening birdies to his bogey.Johnson then went clear with a birdie at the second, but he hit a poor approach to the notorious 17th, the Road Hole, and bogeyed, only for Oosthuizen to miss a four-footer to get back on level terms.It all came down to the famous 18th hole with its historic town centre backdrop, and a par was enough for Johnson with Oosthuizen narrowly missing an eight-footer to force sudden death.“To don my name on that trophy is humbling and surreal,” said Johnson, whose superb wedge-play and putting were key to his win.“It has been a week of patience, courage and trust. I can’t play any better than I did. I just stayed in it, waited for the opportunities and made a few putts.“I don’t like seeing it end on a miss. Louis is a buddy, a friend and a tremendous competitor.”The playoff followed a sensational day of aggressive shot-making under the drenching Scottish rain when it soon became clear from the nature of the early scores that the Open crown would go to the lowest of the low.The three-way overnight lead held by Oosthuizen, Justin Day and Irish amateur Paul Dunne was immediately shattered when the understandably nervy Irishman bogeyed the first two holes from which he never recovered.Johnson and Adam Scott came charging out of the pack as the rain showers came and went, but the packed leaderboard was as fickle as the weather, and predicting who would emerge triumphant at the end of the day was nigh-on impossible.Spieth was well in the hunt, but a double-bogey at the par-three eighth had him chucking his ball away in anger.Others fell away too as they failed to keep up in the unrelenting birdie stakes and it all came down to a dogfight down the back nine with the punishing six last holes holding the key to victory.Leishman pushed his nose in front with six holes of his round to play and he made a drive for glory only to lose his outright lead by missing a four-footer at the 16th.Johnson sunk a snaking, downhill 20-footer for birdie at the last to get to 15 under and it was up to Leishman, Spieth, Day and Oosthuizen coming up behind him to match or better his score.Spieth came to grief with a bogey at the 17th as his Triple Crown dream died, but Leishman held firm at 15 under and they were joined in the playoff by Oosthuizen, who sunk a six-footer at the last for a birdie.South Africa’s Louis Oosthuizen reacts after he misses his birdie putt on the 18th green to hand victory to Zach Johnson in the playoff of the Open Championship at St Andrews in Scotland, on July 20, 2015. PHOTO/AFP0Shares0000(Visited 1 times, 1 visits today)
VANCOUVER, B.C. – The British Columbia government has introduced a strategy to shift away from fossil fuels and build the provincial economy around reducing greenhouse gas emissions but also leaves portions of the plan to be determined.Premier John Horgan said Wednesday the plan called CleanBC will rely on cutting emissions from buildings, industries, vehicles and organic waste while boosting the carbon tax and the production of clean hydroelectricity.The plan will move the province to a low-carbon future, said Horgan, who introduced the plan with Green Leader Andrew Weaver.- Advertisement -“We want to make shifts: shifts in our homes, shifts in our vehicles, shifts in our industry to move away from burning fossil fuels and towards a cleaner, greener approach using British Columbia’s abundant electricity and other abundant opportunities that are now emerging and will emerge into the future,” the premier said.The climate-change plan will require all new buildings to be net-zero energy ready by 2032, meaning they could generate enough on-site energy to power their own functions.The government says new buildings will be 80 percent more efficient by then compared with homes built now.Advertisement The plan also includes diverting 95 percent of organic waste from landfills and converting it to other products.By 2030, 30 percent of all sales of new light-duty cars and trucks are expected to be zero-emission vehicles, rising to 100 percent by 2040.The plan also includes phasing in more renewable fuels to consumer gas products by ramping up new production of 650 million litres of renewable gasoline and diesel by 2030 and increasing the low carbon fuel standard by 20 percent. That means gas at the pump could include a mix of biofuels and other cleaner fuel products, one official said.Horgan said the challenges of climate change mean people must move away from burning fossil fuels.Advertisement The plan says one of the conditions for liquefied natural gas development is that it fits in the climate commitments, noting that the LNG Canada project could add to 3.45 megatonnes of carbon emissions to the province’s total.“More reductions from LNG’s climate impact will be achieved through investments in electrification of upstream oil and gas production so extraction and processing are powered by electricity, instead of burning fossil fuels,” it says.Weaver’s party has an agreement that supports the province’s minority NDP government and he shared the stage with Horgan in making the announcement.“I look forward to working with government, business and other stakeholders to action this plan, so that British Columbians can count on a bright future where all our communities enjoy a thriving economy and a high quality of life for generations to come,” he said in a news release issued by the provincial government.Horgan’s government already boosted the carbon tax in this year’s budget to $35 per tonne and will increase that by $5 a year until 2021. As the price rises, CleanBC will offer tax reduction incentives to further reduce emissions, and a carbon tax exemption for any company that proves it’s the cleanest in its sector globally.Advertisement “Every year, we’re seeing the unprecedented wildfires and floods that hurt so many people, communities and businesses,” he said in a statement. “We need to begin changing how we live, work and commute to put B.C. on a cleaner, more sustainable path.”The cost of the plan will be outlined in next year’s budget, Horgan said, and officials said it will be fully funded.The government has said the climate plan will be designed to meet legislated targets, cutting greenhouse gas emissions by 40 percent by 2030, 60 percent by 2040 and 80 percent by 2050.Overall, the plan aims to reduce the province’s dependency on fossil fuels by more than 20 per cent and increase its dependence on clean energy by 60 per cent by 2050.When LNG Canada said in October it was proceeding with its plan to operate a $40 billion export terminal at Kitimat, Horgan said the government would still meet its greenhouse gas reduction targets.Advertisement The switch to cleaner energy means increased biofuel consumption and a shift to hydro-generated electricity.The government’s plan says by 2030, its new policies would require an additional 4,000 gigawatt-hours of electricity over the current demand.“This is equivalent to increasing BC Hydro’s current system-wide capacity by about eight per cent, or about the demand of the city of Vancouver,” the plan says.The added demand up to 2030 can be met by existing and planned projects, however, it will require new energy sources that could range from geothermal to wind power beyond that date.Auditor general Carol Bellringer released a report on Wednesday that said Hydro’s generating facilities are running at near capacity and some of them are more than 85 years old. Her audit didn’t cover the $10.7 billion Site C dam project, which is under construction on the Peace River in northeast B.C. and not slated for completion until 2024.How the province will achieve one quarter of its emission reductions is still unclear. The government says the initiatives laid out in the plan combine to reduce the province’s emissions by 18.9 megatonnes, getting it 75 percent of the way toward its 2030 target of reducing greenhouse gas emissions by 40 percent of 2007 levels.Strategies for achieving the remaining 6.1 megatonnes in reductions will be identified within the next two years, officials said.Some environmental groups backed parts of the plan but questioned how the future liquefied natural gas industry fits into it.“It’s one of the most important steps we’ve seen in years and yet we believe it doesn’t quite go far enough,” said Caitlyn Vernon, campaigns director with Sierra Club BC.“We’re yet to be convinced how LNG and fracking will fit into this plan, how you square the circle of increasing emissions on one hand while on the other hand working to decrease emissions.”Vernon said she’s looking forward to seeing the complete plan beyond 75 percent. The speed of the plan’s commitments aren’t fast enough to meet what the science says is required to prevent excessive wildfires and other climate change effects, she added.The B.C. Business Council said CleanBC begins to position the province and its businesses as a supplier of choice for international markets seeking lower-carbon intensive energy and commodities.It also said there’s a need for greater understanding of the plan’s cost implications for both employers and individual British Columbians, but the council will work with the government to ensure policy solutions meet economic realities.“By leveraging our low-carbon assets, including renewable hydro electricity, British Columbia can play an outsized role in reducing global climate impacts in high-emission jurisdictions, while building a competitive and innovative economy for British Columbians and reducing emissions here at home,” president and CEO Greg D’Avignon said.
Paul Pogba has impressed for France in Euro 2016 Jose Mourinho faced the media on Tuesday for the first time as Manchester United boss and new signings were firmly on the agenda.Eric Bailly and Zlatan Ibrahimovic are the only two to have officially signed, although Mourinho insisted he had made three signings, with Borussia Dortmund’s Henrikh Mkhitaryan expected to be confirmed this week.The Portuguese said he wanted four signings, and with those three sealed, he and Ed Woodward are turning their attentions to the fourth.Mourinho’s teams have always been built on a strong spine and having already secured a centre back, an attacking midfielder and a striker, a central midfielder is his final piece in the puzzle.That midfielder is expected to be former youth product Paul Pogba for what could be a world-record fee.The Frenchman is expected to leave Juventus this summer amid interest from the Red Devils and Real Madrid, but who are the frontrunners? talkSPORT investigates. 3 3 3 Real Madrid:Why it is likely …Real Madrid seem the obvious choice for Pogba. They are the Champions League holders, the richest club in the world and boast arguably the most talented squad in Europe. Pogba would be the perfect ‘galactico’ signing this summer after a fine Euro 2016 with France. He would slot perfectly into a midfield triumvirate with Luka Modric and Toni Kroos and have the likes of Gareth Bale and Cristiano Ronaldo in front of him. There is also the lure of working under one of France’s greatest ever players in Zinedine Zidane.Why it is unlikely …There is also a lot of uncertainty around Madrid. Would they be willing to fork out a world-record transfer after being found guilty of receiving millions of pounds in illegal state funding? Furthermore, with a trigger-happy President like Florentino Perez, there is no guarantee how long Zidane would remain as boss for. If Pogba wants stability as he aims to progress to Ballon d’Or-winning level, MadridManchester United:Why it is likely …The Mourinho factor is a huge lure for prospective transfers with the majority of European players eager to play under such an illustrious manager. Manchester United have an embarrassment of riches and would not hesitate to break the transfer record currently held by Bale or offer wages higher than those earned by Wayne Rooney. Pogba is a former United player and knows the area, as well as speaking the language, and would surely settle quicker in Manchester than in Madrid. Pogba’s star is among the brightest in Europe right now and he would be the main man at United, even ahead of Ibrahimovic, given his age. At Madrid he, like Bale and the others, would have to live in the large shadow cast by Ronaldo. Why it is unlikely …The lack of Champions League football is the reason United have to pay extra in wages and is also the reason Mats Hummels chose Bayern Munich over the Red Devils this summer. If Mourinho is able to persuade Pogba this absence from Europe’s premier competition would only be for a season, then the transfer suddenly becomes very realistic.
1 Alexis Sanchez in action for Arsenal Arsene Wenger has played down Alexis Sanchez’s furious reaction to Arsenal’s draw at Bournemouth by insisting the Chilean’s passion is something he wants to see.The Gunners rescued a point despite falling three goals behind at the Vitality Stadium on Tuesday, with Sanchez starting a memorable comeback by netting a diving header before Lucas Perez and Olivier Giroud secured a 3-3 draw.The result still saw Arsenal lose ground on some of their Premier League title rivals and Wenger’s men sit fifth in the table having previously been a permanent fixture in the top four since September.Sanchez cut a frustrated figure for much of the game, arguing with Aaron Ramsey during a miserable first half, angrily throwing his gloves to the ground at full-time and storming down the tunnel.Several newspaper reports on Thursday suggested the 28-year-old is moving closer to an exit as a result of his angst in the dressing room after the game. Sanchez has yet to sign a new contract at the Emirates Stadium amid suggestions he wants parity with the best-paid players in the division.But Wenger was pleased to see the passionate side of the former Barcelona man.Asked about Sanchez’s negative body language, the Frenchman said: “Well, what is surprising there? You want to win the games and when you don’t win, you are unhappy – it is normal.“Without passion, you do not come back after 70 minutes from three goals down in the Premier League.“First of all it is exceptional, it doesn’t often happen in the Premier League and you need a special response, which is what happened.“We wanted to win the game, and we didn’t win the game so we are all frustrated. Of course (he is fine).”
Top nine Premier League free transfers of the decade Herrera, who has been linked with a move to Paris Saint-Germain, reportedly wants the club to double his £120,000-a-week wage, while Mata is hopeful of an increase on his £140,000-a-week pay packet.Herrera has played a significant part in United’s revival under Ole Gunnar Solskjaer with Mata also playing well when called upon.The duo have been at the club since 2014, playing a combined total of 400 games. Herrera and Mata had been sidelined with hamstring problems after being forced off in last month’s goalless draw with Liverpool, but they both made their injury returns against Wolves last weekend.The Mirror report the pair’s agents are pushing for bumper wages for their clients, something United are not prepared to give them.Herrera’s representatives are believed to be asking for a contract extension that would make the Spaniard one of the top earners at Old Trafford.It has led to a standoff in talks as United’s stars have been demanding bigger salaries due to Alexis Sanchez’s £500,000-a-week wage. Ander Herrera and Juan Mata have been Manchester United team-mates for almost five years Which teams do the best on Boxing Day in the Premier League era? RANKED gameday cracker REVEALED huge blow BEST OF Every time Ally McCoist lost it on air in 2019, including funny XI reactions Berahino hits back at b******t Johnson criticism – ‘I was in a dark place at Stoke’ Where Ancelotti ranks with every Premier League boss for trophies won Manchester United are having trouble tying down Ander Herrera and Juan Mata to new deals.Both players are out of contract this summer and could leave the club for free. Premier League Team of the Season so far, including Liverpool and Leicester stars 1 no dice shining Ronaldo warned Lukaku how hard scoring goals in Serie A would be before Inter move REPLY Oxlade-Chamberlain suffers another setback as Klopp confirms serious injury ADVICE REVEALED LATEST FOOTBALL NEWS Boxing Day fixtures: All nine Premier League games live on talkSPORT Son ban confirmed as Tottenham fail with appeal to overturn red card
An early morning crash Thursday between Jasper and Ferdinand claimed the life of a Spencer County woman and left her husband in critical condition.Police are currently looking for witnesses of the crash, who they believe might have seen someone who was involved. At 4:30 A.M. this morning, 18-year-old Katherine Wire was driving southbound on State Road 162 less than a mile south of State Road 64. Investigators believe that Wire had noticed a vehicle suddenly slowing to a stop in front of her, and applied the brakes of her 2003 Ford Explorer. While braking, the Ford pulled to the left and crossed the center line, striking a northbound 1997 Chevrolet Malibu head on. The impact crushed the driver’s side of the Chevrolet prior to the Chevrolet leaving the east side of the roadway. Wire’s Explorer spun and came to rest in the northbound lane nearly 200 feet south of the point of the crash.The driver of the Chevrolet, 40-year-old Raven Waninger, did not have time to react to the oncoming Ford prior to being struck. She was pronounced deceased at the scene by the Dubois County Coroner’s Office. Her passenger and husband, David Waninger, was transported to Memorial Hospital in Jasper where he was listed in critical condition. Wire was also transported to Memorial Hospital for injuries but was later released. All three occupants were wearing seatbelts.Investigators believe there was a possible witness to the crash that did not speak to officers at the scene. Anyone who witnessed the crash or has information is asked to contact Sgt. Philip Hensley at the State Police Post in Jasper by calling 812-634-5520.The crash remains under investigation by the State Police. ISP was assisted at the scene by the Dubois County Sheriff’s Department, Ferdinand Police Department, Ferdinand and St. Anthony Fire Departments, Memorial Hospital EMS and the Dubois County Coroner’s Office,
Moville couple Brian and Sharon Thompson have begun fundraising for the Victoria Thompson Scholarship to highlight the need for children’s palliative care services in Ireland.The fund was set up in memory of their daughter, Victoria Thompson, who passed away in 2012 – nine months after her birth. Baby Victoria was diagnosed with a rare, painful and terminal condition at five months of age and was cared for by her parents and LauraLynnChildren’s Hospice in her final months.Victoria’s family and community had to fight to find palliative care for her at the time. Training in children’s palliative care is a new speciality, so Sharon and Brian Thompson are aiming to support nurses on this course of study. Ireland’s first dedicated Masters or Post-graduate programme for Children’s Palliative / Complex Care was set up at NUI Galway in 2016. Sharon and Brian had enough funds to provide €1,000 scholarships for two nurses in 2016.“It’s kind of magical that one of them this year is a Donegal nurse,” Sharon said.“I always say there is a magic in the synchronicity of things after Victoria died,” she told Donegal Woman. “Whenever she passed away the whole community rallied around and did fundraising. Different things that have happened along the way have been very special. I always said that ‘If Victoria wants it to happen, it will happen’. One little thing always leads to another.” Brian and Sharon are fundraising to support more nurses this coming year. There is a need for outreach nurses to provide palliative care in all Irish counties. There are approx 3,840 children living with complex life-limiting illnesses. Unfortunately in 2017, there’s a shortage of specialised nurses to care for these children and their families.Victoria’s parents, Sharon and Brian Thompson said “Most parents of terminally ill children find it difficult to get specialised nurses to care for their complexly-ill child at home. The Victoria Memorial Fund will fund education, research and advocacy projects which advance children’s palliative care. Presently, NUIG kindly facilitated our scholarships of excellence to two nurses on their MSc course. www.nuigalway.ie/nursing-midwifery.“Victoria died at exactly nine months old but she showed us the gaps in care for children like her. In her memory, we aim to highlight the care needs of complexly ill children and find ways to advance the care options for terminally ill children. We must acknowledge children need palliative care and provide it nationally.”The Thompsons are currently working to register The Victoria Thompson Scholarship as an official charity. They hope to provide funds for more nursing students in the year to come and have set a target of €2,000 for 2017.“I will not be content until other families can have the basic care they need, that they can come home and feel they have the links to medical staff and know that their child won’t die in pain at home,” Sharon told Donegal Woman.Further information can be found at thevictoriathompsonscholarship.com A wish in memory of a magical baby girlDonegal couple launch charity in honour of baby girl was last modified: January 31st, 2017 by Rachel McLaughlinShare this:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Pocket (Opens in new window)Click to share on Telegram (Opens in new window)Click to share on WhatsApp (Opens in new window)Click to share on Skype (Opens in new window)Click to print (Opens in new window)Tags:charitypallliativevictoria thompson
Seven youth wrestlers from Marshfield competed in the WWF Folkstyle State Championships in Madison on March 25 and 26. Pictured in the front row from left are Caleb Dennee, Gabe Pugh, and Hoyt Blaskowski, and in the back row from the left are Brok Carolfi, Ryan Dolezal, and Joey Carolfi. Darrell Smith also participated but is not in the photo.Dennee finished in first place, Dolezal second, Pugh fourth, and Brok Carolfi sixth. (Nikki Dennee photo)
8 Best WordPress Hosting Solutions on the Market Tags:#Analysis#Events Guide#Features#web Why Tech Companies Need Simpler Terms of Servic… Top Reasons to Go With Managed WordPress Hosting Related Posts bernard lunn This week I attended the Web 2.0 Expo New York, on behalf of ReadWriteWeb. Summing up 4 days of conference with all the amazing conversations is pretty hard. So before the conference, as I was walking to the Javits Center, I decided I wanted to come away with three things:– One big negative impact of the market mayhem on the start-up world.– One big positive impact of the market mayhem on the start-up world.– One trend that seemed to be everywhere.In other words, like Twitter and 37 Signals, I was deliberately reducing, cutting out, eliminating, restricting to ONE thing in each case. So here goes…One big negative impact of the market mayhem on the start-up world – angel investors run for the hills. It’s natural. They have had their personal wealth impacted. They are not diversified like a VC, it is their own money. They have no compulsion to “put money to work”. This is a superb opportunity for VC funds with the courage to step into the breach. But that may not happen, probably won’t happen, so this will almost certainly mean that many fewer start-ups will get funded in the next year or so.One big positive impact of the market mayhem on the start-up world – this is like the Boston area when DEC and Wang imploded. Thousands of really smart people were left without a paycheck. Many of them started great companies. You heard this vividly at the Conference. The phrase “refugee” was common as in “I am Bear Stearns refugee”. And then they went on to pitch their start-up. You cannot possibly say it feels good now, there were some bruised people walking around, but it may well be that we will look back on this moment as the genuine transformational moment in the New York start-up economy. Did I mention that I am an optimist?The one trend that seemed to be everywhere – a focus on near term revenue. There were exceptions, of two types: firstly, the fortunate entrepreneur who had closed a big enough “fund me through the downturn round” and, sadly, a few ostriches with their heads in the sand. The ones I enjoyed meeting were the “true grit entrepreneurs” who had hustled their way to profitability over many years. They will do great. In the last downturn in 2002, one VC remarked to me that they were only interested in two types of venture. One had been started well before the boom – that makes the ideal birth date today in the 2001 to 2003 era, perhaps 2004. The other was something starting up right now as everything was imploding. Everything in the middle was likely to be riddled with overoptimistic assumptions, expectations of instant wealth without effort. That means start-ups born from 2005 to 2007 had better either have enough capital to sustain their burn for a couple of years, or are profitable or very nearly so.Oh and one final takeaway. The food at Javits is awful and expensive. You have to walk a few blocks, but on the corner of 38th and Ninth is a really good Italian restaurant and it’s really not much more expensive than the Javits chow. Cannot remember the name but 3 blocks west on 38th and you are there. How is that for useful advice on ReadWriteWeb? A Web Developer’s New Best Friend is the AI Wai…
EDITORS NOTE: David Johnston is senior director of loss prevention and corporate security at Dunkin Brands. Prior to his current position, he was director of business development with LP Innovations and XBR product manager for Datavantage. Johnston held multiple roles in loss prevention for J. Baker and Jordan Marsh. He also serves as president of the Restaurant Loss Prevention and Security Association.EDITOR: Lets start at the beginning. When did you get started in loss prevention? JOHNSTON: I started thirty years ago as a store detective and then an internal investigator for the Jordan Marsh Company in downtown Boston. I was attending college in Boston for criminal justice, so a position like this was an opportunity to gain experience while still in school. From there, I took the position of regional loss prevention manager for J. Baker, Inc., a diversified retailer of shoes, big and tall mens clothing, and uniforms. It was during my role at J. Baker, that my career path changed.In 1998, Steven May, the SVP of loss prevention at the time, presented a plan to the CEO and board of J. Baker to flip the LP department into a profit center. This resulted in the creation of a new company, LP Innovations, under Steven May, who is still the current CEO of the company and a longtime friend and mentor of mine.- Sponsor – With the forming of LP Innovations, we hit the ground running, supporting retailers who didnt have a loss prevention department and those who needed supplemental resources. The challenge was that we, all LP professionals, needed to develop the business. We needed to learn to sell, market, and grow LP Innovations to retailers of all sizes, segments, and structure. That is where I began to learn about business, from selling the value of loss prevention to executives to developing programs for a variety of retailers.HyperFocal: 0EDITOR: When did you move to Datavantage? JOHNSTON: During my time with J. Baker, I became one of the first power users of the XBR exception-based reporting (EBR) tool in our industry. I also developed LP Innovations EBR analysis group, becoming experts in the XBR tool for many of our customers.In 2002, I left LPI to become the XBR product manager, working with another mentor, Raoul Ricard, the creator of the XBR system. I was the XBR product manager for four years. During that time, I had the opportunity to expand my business knowledge, understand product development, and most importantly learn how to work with cross-functional teams to support our customers utilizing the technology. It was a great experience to learn how technology is developed, from customer need to development and through the entire implementation process. The role also provided me the opportunity to travel internationally and work with loss prevention departments in different countries.EDITOR: What happened next? JOHNSTON: In 2006, I returned to LP Innovations. Throughout my career, I have always focused on continuing to develop myself and always seek to maintain positive relationships. I have been fortunate and thankful for those who have helped me to succeed. Paul Jones took a chance on a suburban teen as a store detective and introduced me to loss prevention at Jordan Marsh.Raoul Ricard taught me how to develop great customer relationships and to work with various business units for the greater good of the customer and the business. When Datavantage was purchased by Micros, things changed. In short, I found that I didnt want to work for such a large company and sought to make a change.The timing was beneficial as Steven was taking LP Innovations private and looking to develop a deeper bench to help develop the business. So he recruited me back to LPI to develop the business development channel, working with sales and marketing and consulting.I have a long history with Steven and am grateful for all that he has done to develop me into a well-rounded business executive and loss prevention professional. Steven has always been a leader who helps you to develop. I recall one time that he made me approach our CFO at J. Baker to ask for budget and approval for an idea that I had presented. His approach was if you have an idea, you own the idea; youre responsible for seeing it through. His approach allowed me to learn, develop new initiatives, fail on occasion, but learn from my mistakes. My experience at LPI was invaluable to my future career plans.EDITOR: So now, after sixteen years on the vendor side, youve returned to LP. When and why did you make that decision? JOHNSTON: As a solution provider, it was important for me to stay engaged with the practitioners and the practice of loss prevention. Although I was helping many companies through LPI, I missed developing my own team and program. When the position became available at Dunkin Brands, several practitioner friends of mine convinced me to apply, many saying that my approach and experience would be ideal for the position.Interestingly, after I applied, the director of recruiting called me and wasnt sure if I was qualified for the position. She didnt see any retailer or restaurant company as my last three employers and didnt know if I had the qualifications. When I described LPI and my experience, she asked me to come in for an interview. I am glad she called rather than cast my resume aside. Otherwise, we may not be speaking today.The final decision was difficult in saying goodbye once again to Steven and LPI, but as a good mentor and leader, Steven knew Dunkin Brands was a great fit for me. I was born and raised here in Massachusetts, so Dunkin is in my blood. During the interview process I learned quickly how engaged everyone is here at Dunkin Brands, the history of the brands, an energizing environment, and the opportunity to develop a new approach to loss prevention in the company.EDITOR: Before we get into the LP side of Dunkin Brands, give us a little background on the company itself. JOHNSTON: Dunkin Brands is the worldwide franchisor of two of the worlds most-recognized and beloved brandsDunkin Donuts, which started in 1950 in Quincy, Massachusetts, and Baskin Robbins, which started in 1945 in Glendale, California. What I like best about our brands is that although they began on opposite coasts, everyone is passionate about our brands and they evoke powerful memories. Everyone has a story about the first time they enjoyed Dunkin donuts or Baskin Robbins ice cream. It makes working for our brands fun.Today there are more than 20,000 Dunkin Donuts and Baskin Robbins locations across more than sixty countries. Were 100 percent franchised in the United States; we have no company-owned locations. We are also unlike many other franchised companies in that we dont own our supply chain.EDITOR: Do you make recommendations on how franchisees might go about putting together an LP program? JOHNSTON: As a franchisor, we do not direct, develop specific programs, or require certain measures of our franchisees. We recommend practices and common elements of an LP program, but specifically developing a program is up to each independent franchisee. That doesnt mean the LP team doesnt engage with our franchisees, because we certainly do. We just engage more from a consultative and business approach.Our core initiatives are focused on educating the independent franchise business owners on the importance of incorporating the concepts of loss prevention into their businesses. We educate them on understanding how losses affect sales, unit economics, and overall profitability. We show them systems, reports, and metrics that we think can help them better understand their businesses, and they then are positioned to take their own actions to reduce loss.EDITOR: What responsibilities does your team have in loss prevention and security on the corporate side? JOHNSTON: Our team is fully engaged in various aspects of our business, which is a testament to the people on the team and our ability to build relationships with other departments.The LP team focuses their time on our franchisee initiatives, understanding that the more profitable our franchisees are, the better it is for us as the franchisor. We also are responsible for investigating certain violations of our franchise agreements, including intentional underreporting of sales. We look for loss prevention managers who are business savvy, can understand financial documents, and can lead a sophisticated investigation. The team also has a role in investigating potential fraud regarding our e-commerce.On the corporate security side, our biggest responsibility is Dunkin Brands roughly 1,100 employees, especially the safety and security of all employees while traveling to any of our locations across sixty-plus countries around the globe. Whether it is a member of leadership traveling to an area or an international business manager in-country, our employees are our brand, and we want to keep them safe.EDITOR: Do you use any support services to help with travel safety? JOHNSTON: We are a small department here corporately, so we do utilize third-party services to support travel safety, in-country security, and medical support. The world is changing from a safety and security perspective. Locations like airports and markets and countries that were once considered safe are now primary targets for attacks. With such a large global footprint, employees can be anywhere across the world, visiting restaurants, new countries or cities for development, or coffee fields located in the mountains of third-world countries. Our travel-safety program includes educating our employees on key principles to help them remain safe, providing information and alerts quickly to those traveling, and having services at the ready should we need to assist our travelers or those living abroad. It is a team effort with the traveler, our partners, and our corporate team focused on safety.We also participate in several government-sponsored information networks. Before coming to Dunkin Brands, I was aware of these networks but as a solution provider never engaged as a member. We are a member of the FBIs Domestic Security Alliance Council (DSAC). We are also a member of the Overseas Security Advisory Council (OSAC) with the Department of State. These memberships, along with others, are very important when you need to protect US brands and employees across the world. I highly recommend US brands engage with these public-private networks. In todays environment of terror, cyber, and violence, this partnership has proven to be very beneficial to our efforts.EDITOR: What position do you report to at Dunkin Brands?JOHNSTON: I report to the chief legal and human resource officer of our brand. I have a very supportive leader and executive team. They understand the value our team brings to both the brand and our franchise community. Without that, we would not be as successful as we have been in our efforts.EDITOR: How does the company measure your performance or effectiveness? JOHNSTON: We measure our performance based on the metrics of the business. We dont have employee theft, shoplifting, or shrink percentage to measure our value. Our team measures performance primarily based on our impact to comparable sales, weekly sales increase, and other metrics focused on restaurant and franchise network performance.To help educate leadership on the teams value, we implemented a Quarterly Department Review or QDR, which is a business recap distributed to each brands leadership team and my supervisor, showing the teams activities and accomplishments. The value of this QDR is that it is presented using the companys business metrics and calculating our financial impact to both the franchisees and the brand. Sharing these results has made us better business partners, increased our engagement with franchisees, and continue to show the value of our team.EDITOR: What types of things have you instituted when it comes to data technologies and analytics? JOHNSTON: Over the past three years, our focus has been on increasing our analysis capabilities and presenting those opportunities to our franchisees. Our teams success depends on our ability to educate franchisees on the importance of loss prevention. We need to market our initiatives to the independent franchise business owners. This is where my experience as a solution provider has been invaluable to my position here at Dunkin Brands. We are selling loss prevention every day. We are showing how business owners can be more profitable integrating loss prevention into their business cultures.From a technology standpoint, we have begun to utilize the tools being used by our business analytics team to help us improve how we test, analyze, and present results. Using the same tools allow our results to have the same validity with leadership, with everyone speaking the same language and trusting the results.Our success has been the transition of the entire team into business professionals first, focusing on the concepts of loss prevention. I have a great team, people much smarter than I am, and everyone is focused on how we can continue to make our franchisees more profitabletheir success is our success.EDITOR: You obviously have a great deal on your plate at work. How do you spend the time you manage to have away from your professional life? JOHNSTON: My wife of 25 years and I enjoy spending time with our two teenage children. We do as much as we can as we know they grow quickly and will eventually be off leaving the house in a few short years.If I am not traveling, I can be found playing ice hockey two to three times a week and for the last sixteen months studying Krav Maga, which is the Israeli military self-defense fighting system. I am also an avid reader, always having a book or two nearby to read throughout the week.SIDEBAR: Restaurant Loss Prevention and Security Association Conference Scheduled for July 30August 2 in Las VegasEDITOR: In addition to your professional responsibilities, you are also the current president of the Restaurant Loss Prevention and Security Association (RLPSA). Tell us about that organization. JOHNSTON: The RLPSA is an association specific to loss prevention, safety, and security professionals in the restaurant and food-service industry segment. This year is its thirty-eighth year, and although our segment has evolved, the RLPSA goal is to stay focused on member engagement, solution provider partnership, and solving restaurant and food-service issues.EDITOR: What is your role there as president? JOHNSTON: The president leads the board of directors and supports the associations long-term strategic plan. Unlike some other associations, a board member serves for three years, and the president serves a one-year term. As president, the focus is to continue the progress made the previous year, bring forth new initiatives, and prepare the board members for the following year and eventual next president.The RLPSA has an executive director, who serves as the primary director of the association. We are fortunate to have Amber Bradley serving as our executive director for the past couple of years.EDITOR: Who are some of the other companies that are represented on the board? JOHNSTON: We have some great leaders and very passionate people on our board. This years board includes Rocco Prate from Wendys who serves as vice president of the board, Michael Loox from BLD Brands, Van Carney from Dominos Pizza, Ken Gladney from Taco Bueno, Linda Zaziski from Little Caesars, along with Scott Elkins from UAS and Stephen Longo from CAP Index. We have great representation of different company structures, safety and LP expertise, and industry diversity on this years board.You may have also noticed that two of the board members are solution providers. The RLPSA, from its very beginning, has valued the relationship between practitioner and solution provider. The RLPSA has two positions on the board that are held and voted on by solution providers. The engagement of our solution providers within the RLPSA helps us as practitioners, and the involvement of business leaders on the board make us better.EDITOR: Other than the annual conference, what are other initiatives you are engaged with? JOHNSTON: Last year we unveiled our long-term strategic plan, which included several initiatives to help us grow and evolve with our membership and our challenges. This plan includes enhancing current programs like our RLPSA Connect, a one-day regional workshop held twice a year to connect law enforcement, members companies, and franchisees to discuss timely and regionally specific LP, safety, and security issues facing the restaurant industry. With our solution provider membership, we have continued to expand our webinars throughout the year, helping our membership learn of new offerings and technologies available to make us better.Some new initiatives this year include our improved website that now provides more resources and tools to assist our members. Developed by our members, these resources can assist in developing programs and procedures in various restaurant settings. We have also conducted several membership discussions, giving our membership the opportunity to share, discuss, and network with each other on several timely topics. Some of the topics this year have included mobile and digital fraud, smart safes, and protecting our locations against robberies. All of our initiatives are true to the RLPSA taglineSmarter. Together.EDITOR: Your next annual conference takes place in July. Where is it and what does the agenda look like? JOHNSTON: Our 38thannual conference will be in Las Vegas from July 30 through August 2. Weve got a fantastic agenda planned. Amber, Rocco, and our planning committee have done a great job lining up fantastic speakers and timely topics.Our opening keynote speaker is Eric ONeil, former FBI counterintelligence operative. The movie Breach was based on his work in taking down one of the most infamous US spies, an FBI agent providing intelligence to the Russians for more than twenty years. He will be discussing several topics including protecting your company against insider threats.We also have Shawn VanSlyke, former FBI behavioral analysis unit chief, who will be speaking on todays changing violence landscape with homegrown violent extremists and understanding potential radicalization in the workplace.Another exciting speaker will be William Espy, brand visionary from Chipotle. He will be discussing the issues Chipotle has faced over the past year and how to handle brand and business in the event of a crisis.EDITOR: Thats power packed right there with those speakers. JOHNSTON: Absolutely, but just as exciting as our great line-up of keynote speakers, the presentations we have from our membership looks to be even more engaging and educational. Our members continue to support the RLPSA through their willingness to share information and present their programs and initiatives to those attending the conference. We also have a great solution provider expo, with several new solution providers coming for the first time this year, and veteran solution providers who continue to support the RLPSA and our membership. [Learn more about the RLPSA conference.] Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now