In the last decade there has been a drastic change in the forest communities of the southern Appalachians. Hemlock woolly adelgid, a small aphid-like insect from East-Asia, has decimated hemlocks in eastern North America. First introduced in a private garden near Richmond, Virginia, the adelgid has spread both north and south – from Georgia to New England.The adelgid attaches to the base of the hemlock needles, where it feeds on the sugars that are being transported from the needles to the tree. Infested trees can be identified by the white woolly mass on the underside of the branch. Over time the adelgid starves out the hemlock, leading to defoliation and eventually death.Scientists have yet to find resistant hemlocks in the east, leaving active treatment as the only option to save these iconic trees. Maintaining hemlock forests is one of the main goals of the Grandfather Restoration Project, an 8-year collaborative project to restore 40,000 acres of forest on the Grandfather Ranger District as part of the national Collaborative Forest Landscape Restoration Program. Two species of hemlocks grow on the Grandfather District. The more common eastern hemlock grows in streamside forests. The rare Carolina hemlock grows on rocky outcrops. Both species are susceptible to the hemlock woolly adelgid.The most common way to treat hemlocks for the adelgid is using an insecticide treatment. The Forest Service’s primary chemical of choice is called Imidacloprid. Imidacloprid is mixed with water and injected into the soil around the root system of a hemlock. The chemical moves into the foliage, killing the adelgids as they feed but leaving the foliage unharmed. This both maintains old hemlocks and supports regeneration of new hemlocks near the treated trees.The other way to treat the adelgid is using a natural predator. Laracobius negrinus, a small beetle from the Pacific Northwest, is a natural predator of the hemlock woolly adelgid. Scientists at the Southern Research Station are studying how these beetles respond to the colder winters in our area, and how we can best use them.Through the Grandfather Restoration Project, the Forest Service has treated thousands of hemlocks and partnered with leading researchers to release beetles at about a dozen locations on the Grandfather Ranger District. Although we cannot save every hemlocks, we can help preserve the species to ensure this iconic tree remains a component of the forest into the future.
Every retail organization is a unique environment and has its own way of doing things. As such, what it takes to succeed will vary—there is no universal secret to professional development success. Still, there tend to be commonalities among loss prevention leaders who gain recognition within their organizations.And they’re not always what you’d expect.Odd as it may sound, one winning strategy to becoming a top-performing loss prevention director could be to “pass the buck.”- Sponsor – And that is not the only counterintuitive strategy for successful loss prevention management.For example, it may be that technical naiveté can be your friend and that preventing security incidents should a secondary concern. Offered up by leading LP and security professionals, all the strategies identified below may not work in your specific retail organization—but they’re worth some thought.1. Does the buck stop with you? Maybe it shouldn’t. Odd as it may sound, one successful career path may be to pass the buck. Asset protection and security is not, ultimately, on the shoulders of the loss prevention department. It’s the responsibility of senior management. “Your goal is to reduce risk to acceptable levels at an acceptable cost. And these are management’s decisions—not yours,” according to Ray Bernard, a leading security consultant and author.Keeping this in mind can actually help get LP projects passed. Too often, projects are rejected by individuals within organizations who have the authority to say no to funding, but who do not possess the authority to accept the operational risk of not doing the project. Bernard says he “sees it all the time,” and that it stems from a misdirected sense of responsibility. AP and security leaders try to own security rather than putting ultimate ownership on business leaders.For example, if a risk assessment project is rejected, a possible response may be to say: ‘I’m fine with not doing the project, but I need a senior risk manager to sign off on the fact that we’re not going to do a risk assessment for another year.’Said Bernard: “Passing the buck can sometimes help to move things along—when you make it a decision about risk and not a decision about funding.”2. End the end run. More than ever, asset protection and loss prevention hinges on the amount and sophistication of a retail operation’s security technology. But tools like IP cameras come with a bandwidth cost at which an IT department may balk. The conundrum can lead a loss prevention director to seek broad project support from others in the hopes that the technology department won’t be able to squelch the project and will be forced to help implement it.It’s a tempting strategy, but it’s probably not the best way forward. Even if you manage to get one project through the back door, an adversarial relationship with IT is a long-term loser.A better mindset, say some experts, is to appreciate that the LP department and IT face similar struggles. Just as the loss prevention director strives to show that LP projects are needed to benefit other departments, IT needs to similarly justify its own desire for network upgrades. In this way, security projects are far from the enemy of the IT department; instead, they may be key for IT to successfully sell a much-desired project of its own.IT can make do a better job of network planning if they understand how LP would like to use the network. So, if they IT wants the company to investment in a technical upgrade, the department can tell senior management, “Oh, and this will also enable LP’s ability to do this or that.”Try collaborating with IT over your long-term wish list for security technology, advise experts. It may help both you and IT to gain approval for what you want.3. Make your limitations your friend. The fast pace of security technology—especially the migration of LP tools to the network—can put career LP leaders on their back foot. We’re used to being the go-to guy for all things security, but developments such as the cloud utilization may be over our heads—pun intended. But if feeling out of your comfort zone forces you into closer cooperation with others, then it’s good to be clueless, said one leading executive.It’s impossible for leaders today to stay current on everything that it takes to manage LP. Retail trends and technology are simply moving too fast. Leading the function these days is less about individual knowledge and more about adeptly putting together puzzle pieces into a coherent whole.In fact, if one of your goals is to forge a better LP career, you’re better off knowing less about LP and more about the retail business, suggest some leaders. A next-generation loss prevention director will, of course, have knowledge about security. But they may primarily be business executives that use consultants and specialists to implement their strategic vision.4. Stop reacting to security incidents. Investigations are critical, but they have a value beyond resolution of the case at hand. Their bigger value is in updating a security plan and informing LP strategy.“If you want to get projects passed, you need a plan—not a reaction to an incident, and not mitigation steps to address a problem,” said one executive, who suggested that LP projects should not begin and end at fulfilling the goals of LP. When you’re looking at what’s out there, think about the needs of the operation beyond LP.Said another LP executive: “Do what IT does, which is to look at IT technology and figure out what projects will make people more efficient, make processes better, and so on.”This post was originally published in 2017 and was updated April 4, 2019. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Related Posts The Rise and Rise of Mobile Payment Technology Research analysts at Gartner have forecasted that Google’s Android mobile operating system (OS) will become the second largest platform in terms of market share by year-end 2010. Symbian, however, will remain number one. Garner also notes that by 2014, the end of the forecast period for this latest market research report, Android will vie for the top spot against Nokia’s Symbian OS. Yes, Android is officially on the path to world domination. Here in the U.S., much of the tech news is centered on the smartphone battle between Apple’s iPhone and Android. But on the global stage, the top mobile players are Nokia’s Symbian, Android, Research in Motion (makers of Blackberry smartphones), then iOS, the operating system that powers the iPhone, iPad and iPod Touch. Principal analyst Roberta Cozza at Gartner noted that recent and upcoming launches of new smartphone operating systems including iOS4, Blackberry OS 6, Symbian 3 and 4 and Windows Phone 7, will help maintain the current trend of heavy growth in the smartphone sector, but her firm believes that market share worldwide will still revolve around the four key providers mentioned above. The reason these companies have maintained, and likely will continue to maintain, their top spots involves a number of factors, most notably the support they have from communications service providers and developers, as well as their strong brand awareness with both enterprise and consumer customers. Why Android Will Become Number OneSo how is it that Android will soon fight for the top spot as the number one mobile operating system in the world? Not just the number one smartphone operating system, mind you, but the number one OS, period? Cozza explains that several manufacturers, such as Samsung, Sony Ericsson, LG and Motorola, will adopt Android as the OS for their new budget devices, which will help Android achieve number one status in North America by the end of 2010. In addition, communication service providers and device manufacturers will also revisit their platform strategies going forward, and will have to “balance the need to pursue platforms with the highest current demand against the need to maintain differentiation with unique devices.” Or more simply put, Android’s current popularity begets even more popularity. Service providers that reduce the number of platforms they offer to customers will also reduce their support costs, which will be yet another benefit of moving to Android, in their eyes, allowing the OS to make even more gains. Gartner also predicts by 2014, open source platforms, like Android and Symbian, will dominate around 60% of the market share for smartphones. Single-source platforms, like Apple’s iOS and Blackberry OS, will increase in terms of units sold, but their growth rate won’t be enough to sustain market share increases. As for Windows Phone 7, Microsoft’s new entry into the smartphone race, Gartner places it at number six worldwide behind MeeGo, Nokia and Intel’s joint open source project, by 2014. Why IoT Apps are Eating Device Interfaces What it Takes to Build a Highly Secure FinTech … Role of Mobile App Analytics In-App Engagement sarah perez Tags:#Android#mobile#Nokia#Trends
David Warner was named Australia vice-captain for the tri-series, and thus, when Michael Clarke was ruled out of Friday’s match against Sri Lanka, he would have expected to be named captain.But instead, the national selection panel decided to go for the vast experience of Ricky Ponting, since they were bent on ‘resting’ Test vice- captain Brad Haddin, and didn’t consider Warner experienced enough for the job.On Wednesday, Warner himself stated that the move was fine with him. “Obviously, appointing Ricky as captain is due to his experience and that’s an opportunity for me to be under him as well and he’s led the country for many years so I’m looking forward to being his vice (captain),” Warner said on Wednesday.”I’m just actually happy I’m playing another one-day game for Australia, that’s the main thing. Obviously, I haven’t had a great start to the one-day series… as selectors have noted they don’t want to put any extra pressure on myself and I agree with that.”Chairman of selectors John Inverarity claimed that Warner was not ready for the top job yet. “David Warner is a young player making his way. He displays considerable leadership potential, but the selection panel is of the view that he should not, at this moment, have the added responsibility of captaincy thrust on him. David has been gaining valuable experience under Michael Clarke’s captaincy and now he will have the opportunity to grow his leadership skills further as vice-captain to Ricky Ponting.”The selectors drew flak from legendary Australia skipper Steve Waugh, who slammed the decision to revert the captaincy to Ponting. “If David Warner is in there as vice-captain, I assume they think he’s leadership material and if he’s vice-captain why can’t he captain the side as well?,” Waugh was quoted as saying by the Australian media. “Ricky will do it blindfolded but the future is probably David Warner, so I’m surprised they didn’t go to Warner.”advertisementThis is the second time in a month that Warner has been overlooked for the top job, despite being tagged as the future Australia captain. Uncapped Tasmanian George Bailey was appointed to lead the Twenty20 team in the two internationals against India.While Waugh may not understand the decision, another former Test skipper, Kim Hughes, says it was right not to give the captaincy to Warner.”As far as establishing himself as a consistent player, he’s a long, long way away from that,” Hughes told Melbourne radio station SEN .”He’s intuitive, brilliant in the field, but I just think the last thing he needs is too many burdens. At this stage Warner is still coming to grips with what he needs to be to become a great player, which we all hope he will be, and that’s consistency.”