St Edmund Hall 27-LMH/Trinity 18: LMH were robbed of a huge upset win late in their opening match, away to champions St Edmund Hall. With Hall undermined by seven injuries, the visitors’ dominance at the set piece and an aggression and adventure out wide saw them build a healthy 13-0 lead early on before Hall showed yet again the class of champions, clawing their way back to snatch a victory.The first half belonged to LMH/Trinity, who won the majority of posession and had the wherewithall to use it. The game’s first try after ten minutes showed this. a cross kick to winger chris copplestone confounded the Hall defence, and he spilled the ball back for shaun Collins to score. Their second try, after half an hour, came as captain and flanker Jonny wright’s chip across the Hall line was collected by fullback tom Markham. after a Jack wallace penalty, faced a big deficit, but their icy cool showed itself once more. As the half drew to a close, the Hall backline fired to fashion a try for winger peter cay, and with rob Yates’ conversion the game was thrown wide open.The visitors scored first in the second half too. an excellent break by Markham, from between the half way and ten metre lines, led to a score for left wing Tom Harris. Hall struck back once more, and charged back into LMH/Trinity territory. From a lineout, the pack drove hooker paul Smith for a well worked score.The try saw Hall finally gain some ascendency. an hour gone they finally took the lead, after some rather scruffy passing gave cay enough space to skilfully round his marker. Yates converted from a difficult angle and, minutes later, added a straightforward penalty for a 22-18 lead, leaving LMH/Trinity in need of a try. Time was running out and as outside half George robinson tried to spark something with a horribly misconceived american football-style pass, david saleh capitalised and stole in for the decisive try.hall’s captain robert Newman understandably stressed that his side had been handicapped by injuries, but praised the squad players who had come in to replace more established names. his disappointed opposite number Jonny wright attributed his side’s late eclipse to a lack of fitness, stemming from games missed due to opposition concessions. if LMH/Trinity can rectify this, their skills and spirit leave no doubt that they can thrive in the top division. ARCHIVE: 6th week MT 2005
WRBI Area Softball Sectional Scores. Friday (5-30)Sectional 29 @ South Dearborn.Championship-South Dearborn 3 Rushville 1Sectional 14 @ Columbus North.Championship-Bloomington South 4 Columbus North 0Courtesy of The IHSAA.
Dusty Baker, the former Reds manager, was recently hired to manage the Washington Nationals. In an Indianapolis Star article written by Bob Nightengale for USA Today Sports, it was reported that Baker was not the Nationals first choice. He simply was willing to manage for their paltry price 0f 3.5 million for 2 years.Bud Black was offered the job but turned it down after learning what they were willing to pay. The Nationals are selling the deal they offered Baker as a great hire. What it really turned out to be is that Dusty (wanting back into baseball) was willing to work for peanuts (in comparison to today’s salary schedule). If you really read between the lines, Washington wanted a manager but were not willing to pay for one. Dusty will do a good job and fortunately, for the Nationals, he wanted back in baseball at any price.
Submit Related Articles Betting turns to Tote dynamics to engage esports crowds February 12, 2020 Share Share StumbleUpon Betsson strengthens diversity commitment with AIDP membership May 7, 2020 Payment Expert brings together industry leaders to conclude Digital Summit Payments track April 29, 2020 Kelly Kehn – All-in DiversityThis week, employers across the country participate in ‘National Inclusion Week’, which aims to promote wider diversity and inclusion across a number of different sectors. For global gambling, All-In Diversity Project (AiDP) continues to work towards establishing more inclusive corporate frameworks and cultures.Kelly Kehn, Co-founder of All-In Diversity, assess how incumbents have progressed on its inclusion directives, tackling complex issues that challenge the foundations and future development of the industry…_________________The last few years have seen the topic of diversity and inclusion go from one company -NetEnt committing to 50% gender parity in 2015 to a topic that is covered in the trade press just about every month. I think we can all accept the business case that workforce diversity is beneficial to a business’s commercial success. Just to offer some statistics: Boston Consulting Group ran a study in 2018 that found that diversity is beneficial to your bottom line, 19% more to be exact; while a McKinsey study of 22,000 publicly-traded companies in 91 countries, found that companies with 30% female executives take in as much as 6% more in profits.And here are the two that get rolled out at every panel discussion on the topic: Gender diverse companies are 15% more likely to outperform their non-diverse competitors and; racially diverse companies are 35% more likely to outperform their non-diverse competition. We get it. We want more diversity. Check. And let’s say we get what want. Let’s say the tides turn and everyone wants to work in betting and gaming. Let’s say we wake up tomorrow and we have a workforce that reflects our customer base. Now what? Have we won? Time to put our feet up and watch the profits roll in? All that innovation we were missing, is it on the way? The obvious answer is no but I think a further examination of the topic might reveal where we as an industry have significant room to grow. Not only do we need representation, but we need the involvement of that representation in order to be successful. Inclusion is the part where we value the talent at all levels of our business, the part where an employee is contributing positively to the business, the part where he, she (they) is engaged in the work. Inclusion speaks to the very culture of a business and if we don’t embrace the need for change, we suffer when it comes to talent management, profitability, innovation, managing risk and of course, there’s that pesky image problem. Are we, as an industry, inclusive? The short answer is not yet. Is progress being made? Yes. Can we be inclusive? Absolutely. Here’s why I think so. Let’s start with gender. We as an industry aren’t closing the gender pay gap. In the UK, the median pay gap for the industry is actually up 0.5% and the number of bonuses paid is up 0.4% for men and down 0.4% for women. That said, the number of women at Board and C level is slowly increasing, and conferences and expos are starting to shed their outdated practices and making things friendlier for women in business. Still, all conferences in our industry still have an overwhelming majority of men as speakers, magazines still favour the male experts, and in a recent article by Ewa Bakun, just 4 of the 280+ startups who have participated in pitches at Clarion events over the years have been female. Finally, I recently was part of a discussion about the gender makeup of recruitment databases and in the process of selling their services, one recruiter pointed out that women generally command £20-£30,000 less than their male counterparts so it only makes financial sense. (I’ll pause here and let that one sink in). In the 2018 All-Index report on industry workforce, the study revealed that overall, the industry is almost 50/50 male/female. (Box ticked). Look closer though and the roles which carry decision-making power are still 80% male. suggesting that the way we value one over the other is grossly unbalanced. I, unfortunately, don’t have as many compelling statistics to demonstrate the same for race, disability, sexual orientation, etc. I don’t hear conversations about how we are falling down in these areas but then again, I don’t see many who may be from these groups. Are we good here? Or is it more that we as an industry we haven’t even begun to address other forms of diversity? I can’t say that I’ve ever heard one conversation about making our industry more accessible or how progressive policies like same-sex partner health coverage are game-changers for how we recruit/retain our best. Those points haven’t been raised because we haven’t included these needs as important to our strategy. To my point above, we don’t value the talent equally. I said in the beginning of my argument that this industry has the potential to be inclusive and I believe that is the case. In the last 5 years, I’ve seen HR become part of the C-suite and have a say in business strategy. This is the first step in making progress. I see companies investing significant amounts of time and money in learning and development. I see a focus on graduate programs and employer brand. We need the talent and we are young enough that culture shift isn’t undoing centuries of bad habits. If I were to end this article with one piece of advice, I’d say this: The companies that are most successful in this area make diversity & inclusion part of their whole company ethos. It’s part of every department at every seniority level. It’s pervasive throughout their culture. They don’t appoint one person to “do D&I” and then walk away with their fingers crossed. The senior leadership makes it part of the culture and part of the brand. If we want to be a better more “inclusive” industry, then we have to work on how we value our talent across the board, how we support everyone (not just the ones who look like a CEO) and how we engage them every day.__________________Kelly Kehn – Co-founder of All-in Diversity Project