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Hamilton Spectator
3 days ago
- Health
- Hamilton Spectator
What do Harry Potter and razor blades have to do with the newest COVID-19 strain expected to become dominant in Ontario?
A new strain of COVID-19 is circulating in communities around the globe — including in Canada and Ontario. The new strain is a variation of the Omicron variant, formally named NB. 1.8.1, and was spotted in January. Experts suggest it will become the dominant strain in Ontario. The new COVID-19 strain has been nicknamed Nimbus — which is easier to remember, but for some is a nod to Harry Potter's broomstick. According to , University of Guelph professor Dr. T. Ryan Gregory was the first to share the nickname of the variant on X . Two new variants are competing for dominance: NB.1.8.1 and XFG. We recently nicknamed NB.1.8.1 "Nimbus", and it's pretty clear that XFG deserves a nickname as well. Keeping with the meteorological theme, XFG = "Stratus". Here's some more info about Nimbus and Stratus. 🧵 1/ Nimbus was used as a description, based on the meteorological term for a jagged type of storm cloud, said. And the jagged name fits, as this variant may leave you with a sore throat, which various sources have described as feeling like 'razor blades.' As quoted in a Toronto Star article , Dr. Fahad Razak, an internal medicine physician at St. Michael's Hospital and former scientific director of the Ontario COVID-19 Science Advisory Table, explained while he's heard these claims, sore throats aren't new for people who get COVID-19 — adding there's likely no significance to the online reports. Other symptoms include typical COVID-19 symptoms such as runny nose, sneezing, fever, chills, fatigue or weakness, muscle or body aches, headache and a loss of smell or taste. Difficulty breathing and diarrhea and vomiting can also be attributed to the strain. According to the World Health Organization (WHO), this is 'a variant under monitoring,' with increased circulation in western Pacific region, the Americas, and the European region. Twenty-two countries have reported the strain. Public Health Ontario reports that the risk of COVID-19 infections remains low — with 157 patients confirmed to have an infection for the week of June 1 to 7. But health officials are watching the Nimbus strain, with projections the transmission rate would start to increase, with 47 cases reported from April 20 to May 17 . Health experts predict a possible summer uptick in transmission and encourage people to get a COVID-19 vaccine or booster. 'Eligible individuals six months to 11 years old who are moderately to severely immunocompromised are encouraged to get the COVID-19 vaccine by June 17, as the vaccine for this age group (Moderna) will be expiring,' the province said on its website . 'Vaccines for this age group will be available (again) in fall 2025.' The spring, COVID-19 vaccine season ends for eligible individuals 12 years and older on June 30, the province added. Many pharmacies have COVID-19 vaccines available, but you might want to call ahead to confirm. Check the province's portal at for more details. Health officials also suggest going back to mask‑wearing and hand hygiene practises to lower the risk of transmission. Error! Sorry, there was an error processing your request. There was a problem with the recaptcha. Please try again. You may unsubscribe at any time. By signing up, you agree to our terms of use and privacy policy . This site is protected by reCAPTCHA and the Google privacy policy and terms of service apply. Want more of the latest from us? Sign up for more at our newsletter page .
Forbes
4 days ago
- Politics
- Forbes
Why Smart Philanthropists Are Reinvesting In Education Now
Click on the homepage or scan your news alerts, and you will be forgiven for feeling overwhelmed by the dozens of crises and the 'five separate dooms promised this decade alone,' to crib from James Stafford's poem 'This Spring.' It's hard to know what the right next step is and not to feel paralyzed into inaction. Today, more than 70 education leaders across the political spectrum came together with an answer. Speaking in a unified voice, itself a distinction in this time of increasing polarization, former Secretaries of Education Arne Duncan and John King and heads of major education philanthropies and nonprofits called on fellow education colleagues, philanthropists, and advocates to 'step up and recommit to education as the cornerstone of social mobility, economic opportunity, and inclusive democracy.' Titled 'A Dream Worth Pursuing: Recommitting to Education,' the letter invited action, asking colleagues to 'invest more in bold ideas, innovative solutions, and collective action that can pave the way to a more hopeful and prosperous future for all.' [Full disclosure: I am one of the signers.] Education is foundational to every other facet of society and area of change, signers explained, with Peggy Brookins, President & CEO of the National Board for Professional Teaching Standards, calling it 'the long-term plan for a stronger nation.' Auditi Chakravarty, CEO of AERDF (Advanced Education Research and Development Fund), described education as "the core underpinning – essential infrastructure for our society." 'Education undergirds everything else--national prosperity, civic competence and unity, individual prospects, upward mobility, and so much more,' said Chester E. Finn, Jr., Distinguished Senior Fellow & President Emeritus of the Thomas B. Fordham Institute. Several signers specifically highlighted the connection between public education and democracy. As Michelle Boyers, CEO of the Give Forward Foundation, put it: "Schools are the foundation of a future of a democratic society." Dr. Gisele C. Shorter, President and CEO of the Nellie Mae Education Foundation, called public education the 'cornerstone of our democracy' and the "strongest tool we have to build generations of engaged leaders and citizens,' adding, 'what happens in public schools has ripple effects that impact the health and future of our families and communities.' The prevailing sense was that whatever issues might be closest to your heart as a philanthropist would not see progress without ensuring every child has an education that can prepare them for the future. 'If you believe in the importance of a thriving society and democracy, if you believe that we need a skilled workforce, and if you believe that we need future problem solvers to address our most pressing issues,' said Frances Messano, CEO of NewSchools Venture Fund, "we can't give up on our current generation of students." Multiple leaders noted with concern that philanthropy is pulling back from education just when bold and sustained commitment is most needed. ""Historically, high-net-worth donors were focused on K-12 [education] Signers across the board noted that the decline in investment is compounded by current attacks on public education and the loss of federal funding, hitting schools at exactly a moment when students and teachers are in need of greater support. This decline, they argued, was short-sighted and counterproductive. "The urgency of the moment demands all the more that we really prioritize those kind of fundamental, foundational skills that young people will need to navigate an increasingly chaotic, volatile, uncertain future," said Chakravarty. Looking across Burroughs Wellcome Fund's broad portfolio, Louis Muglia, its president and CEO, said, 'Dollar for dollar, those investments [in education] make the biggest impact.' There are bright spots. Several signers noted the collaborative funds and rapid-response grant opportunities that have cropped up since the start of the year. The Spencer Foundation, The Kapor Foundation, The William T. Grant Foundation, and the Alfred P. Sloan Foundation have created a rapid response funding opportunity for teams whose grants have recently been canceled by the National Science Foundation to enable them to complete critical projects. Leaders consistently emphasized that education transformation requires sustained investment over many years. "Commit to [your vision] with patient capital and focus on long-term implementation – changing government bureaucracy is not a 1-2 year project" was how Boyers put it – explaining why Give Forward was making 10-year grants to school-improvement efforts in the Bay Area. 'Change takes time,' Chakravarty agreed. "Building new strategies, implementing new solutions, all of these things take time. . . Unfortunately, that means there are no quick fixes." Iyengar took an evidence-based approach: "Any movement that's driven systemic change and population-level outcomes, they have a set of donors who provide patient, long-term capital... None of those organizations would have been successful if the donor had backed out when something didn't go right." It's because flexible and sustained funding enables organizations to 'advance interconnected strategies to accelerate their impact while building the infrastructure needed to do so,' explained Brookins. While there was unanimity about the need for more flexible and sustained philanthropic investment in education, there were differing perspectives on its role. Some elevated the need for more support for proven strategies. 'We know exactly what to do,' Iyengar said, pointing to playbooks for district-level transformation from the District of Columbia and state level transformation from Tennessee and Mississippi, 'but we lack the commitment to do it.' People pointed to decades of positive progress in districts and charter management organizations that have closed achievement gaps. "Despite political, cultural, and health-related disruptions, educators in Mississippi, Louisiana, and Washington, D.C., have demonstrated real progress in student proficiency by applying a rigorous, uniform approach to instruction," said Itai Dinour, Executive Director of the Carmel Hill Fund. These leaders question the notion that philanthropy needs to find the next breakthrough innovation, advocating instead for doubling down on proven organizations and approaches. Others disagreed, emphasizing instead the unique role philanthropy plays in fueling innovation. 'While limited public resources may keep the train on track, philanthropy has always driven innovation,' said Brookins. Muglia of Burroughs Wellcome put it this way: 'The goal [of philanthropy] is not just to keep education static but have it evolve to meet the needs of society.' There's a murmuring in education circles that education entrepreneurs aren't putting forward sufficiently bold ideas that funders can get behind. Across these interviews, a different picture emerged. 'There is no shortage of bold ideas and innovations in education,' Messano shared, citing the close-to 1,400 applications for funding that NewSchools Venture Fund received this year alone. Several leaders suggested the problem was a limited definition of who counts as an innovator or expert. 'Seeing enough 'big bets' requires widening the aperture of who you're listening to,' said Dr. Shorter, a perspective that was widely held. 'Listen to the experts,' was how Brookins put it. "And by that, I mean those doing the work and are in the weeds daily. The educators, the school leaders, and the students. Ask them what they need." Auditi agreed, saying that part of why she signed the letter was to expand who we see as experts and remind people to listen to them: to 'educators, school districts and community leaders, folks who are close to the problems and challenges and needs.' Iyengar offered a provocative thought on what drives change more broadly: "I think donors are looking for unicorn breakthrough idea that will change the world, but the history of movement building says it's a bunch of efforts pulled together that will really drive meaningful change." * * * In a time of scorching divisions, interviewees felt compelled by the call to act with collective spirit. They were motivated to speak out in a shared voice about the enormous potential of our nation's children and a belief that, as Brookins put it, education was our way of 'fulfilling a promise to our youngest generation and our ancestors' at the same time. The letter closes with a call to action: 'let's commit to this for the generations, for our children and our children's children, to build the future we all want to live in. Our students and our country's future urgently call on us to recommit to their potential and to the limitless potential of what they can achieve when we invest in them and tackle the challenges that hold back their learning.' The opportunity to sign on remains open.
Yahoo
02-06-2025
- Business
- Yahoo
Steve Noriega Joins Exclusive Forbes Business Council
WILMINGTON, NC / / June 2, 2025 / Steve Noriega, Founder and CEO of Epic Brand, has officially joined the Forbes Business Council, an exclusive, invitation-only community for top entrepreneurs and business executives. The recognition highlights Noriega's outstanding accomplishments and positions him among the world's most influential business leaders. Photo Courtesy: Steve Noriega Noriega's acceptance into this prestigious organization comes as a result of his proven business acumen, leadership in the branding and marketing industry, and his commitment to making a meaningful impact. Membership is granted only to individuals who have demonstrated exceptional success in their respective fields, making Noriega's selection a significant honor. The Forbes Business Council provides members with invaluable opportunities for growth, networking, and knowledge sharing. As a member, Noriega will have access to a vast network of entrepreneurs and thought leaders, creating a platform to foster collaboration and innovative ideas. He will also be able to contribute articles with original insights on and participate in Expert Panels, where he will share his expertise alongside other industry leaders. The Council's mission is to offer entrepreneurs an exclusive space where they can exchange knowledge, strategies, and solutions that will help them grow both personally and professionally. "I'm thrilled to be a part of such an esteemed community of business leaders," said Noriega. "Joining the Forbes Business Council is not only a personal honor but an opportunity to connect with like-minded professionals who share a passion for innovation and leadership. It's a platform that will allow me to learn, contribute, and continue to grow as both a leader and an entrepreneur." The benefits of being a member of the Forbes Business Council extend beyond networking opportunities. Members receive access to cutting-edge industry insights, specialized marketing and branding resources, and concierge services. One of the key advantages is the EXEC program, which offers exclusive luxury business, travel, and lifestyle benefits. For Noriega, these resources will play a crucial role in his continued efforts to expand Epic Brand and make a lasting impact in the industry. Noriega's acceptance into the Forbes Business Council builds on his already impressive career achievements. In 2024, he was named to Top 100 Magazine's Top 40 Under 40, recognizing his innovation and leadership within the branding and marketing space. His entrepreneurial journey with Epic Brand has been marked by both commercial success and a strong commitment to giving back to the community. Through the company's philanthropic initiatives, Noriega ensures that a portion of the company's profits go toward charitable causes, further demonstrating his belief that business should be a force for good. Under Noriega's leadership, Epic Brand has established itself as a premier branding and marketing agency. The company specializes in creating purpose-driven, digitally native brands that resonate with today's values-driven consumers. Epic Brand's focus on ethical practices and community engagement sets it apart in an increasingly competitive industry. Noriega has made it clear that his goals for Epic Brand go beyond financial success; he is committed to using his platform to make a tangible difference in the world. In the coming years, Noriega plans to expand the company's charitable efforts, further solidifying his commitment to his faith-based philanthropy while continuing to drive business growth. The Forbes Business Council is a global collective of exceptional business owners and leaders, brought together by their shared commitment to excellence. The council offers its members access to valuable resources, connections, and opportunities that are designed to help them grow their businesses and expand their professional influence. Noriega's addition to this community is a testament to the strides he has made as an entrepreneur and the positive impact he has had on the branding and marketing industry. His work with Epic Brand continues to inspire others in the business world, and his membership in the Forbes Business Council opens the door to even greater opportunities for collaboration and growth. About Forbes Councils Forbes Councils is an exclusive community of invitation-only groups created in partnership with Forbes and the founders of the Young Entrepreneur Council (YEC). Forbes Councils offers its members a powerful platform for networking, knowledge sharing, and accessing invaluable business insights. Members of the Council have access to resources that help them continue to grow and succeed, with opportunities to contribute to thought leadership and expert panels across various industries. To learn more about Forbes Councils, visit Media Contact Country: United StatesMedia Contact: Steve NoriegaCompany Name: Epic BrandEmail: steve@ (302) 265-0380Website: SOURCE: Epic Brand View the original press release on ACCESS Newswire Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Metro
15-05-2025
- Entertainment
- Metro
7 of the most expensive houses in the world – with price tags reaching the billions
Caroline Westbrook Published May 14, 2025 11:08am Link is copied Comments They say that your house is the most expensive purchase you'll ever make - and for many getting on the property ladder remains a pipe dream. But what if money were no object? Then you might want to consider moving into one of the world's most expensive homes with eye-wateringly high price tags which, in some cases, even run into the billions. However, these are the sorts of properties which come complete with every home comfort you could ever want, meaning you might never need to leave the house again. Here's the homes with the biggest asking prices in the world, according to (Picture: Getty Images) Kicking off in the UK, this property is located slap bang in the middle of a street known as Billionaires Row - renowned for housing some of the world's most expensive homes, including this one. Its owners have included F1 magnate Bernie Ecclestone as well as Indian steel billionaire Lakshmi Mittal, with the street itself also being home to diplomatic missions and embassies. If you want to live here, be prepared to shell out a cool $222 million (£176.6 million) (Picture: Alamy Stock Photo) Over to the French Riviera for the sixth most expensive property on the list, which is a luxurious apartment sitting on top of a skyscraper in the principality of Monaco. The flat sits on the fifth floor of the building, around 170 metres high, and boasts such luxuries as a rooftop pool and a private screening room. Although it's also caused controversy due to the tower's impact on the cityscape and the influence on prices in the neighbouring French town of Beausoleil. None of which have made much difference to the price tag of $330 million (£262.7 million) (Picture: Caters) Aka the 'Palace of Bubbles', this unusual property near Cannes in the south of France was built in 1989 for French industrialist Pierre Bernard, but was later bought by fashion designer Pierre Cardin. The house features 1,200 square feet of space along with 10 bedrooms - each of which has been individually decorated by a different artist - 11 bathrooms, an open-air 500-seat amphitheater, swimming pools and water features. And it's worth around $420 million (£330 million) (Picture: Getty Images) Back to France for this luxurious estate, which is situated on the Riviera and is one of the oldest properties on this list, dating all the way back to 1830 - although it came into its own when it was acquired by King Leopold of Belgium in 1904, who renovated the property and gave it its name. It's an impressive 18,000 sq ft, with 14 bedrooms and a library filled with rare books. It's worth around $450 million (£352 million) (Picture: Bloomberg via Getty Images) Another French property, this one is located in Villefranche-sur-Mer and was another property owned by King Leopold II of Belgium. In fact it was built for his mistress, Caroline Lacroix, and later used as a military hospital during the First World War. It's had several owners in its time, most recently Russian billionaire businessman Mikhail Prokhorov, who bought it off previous owner Lily Safra in 2008. Its opulent interiors and 50-acre grounds will set you back around $750 million (£598 million) (Picture: Getty Images) Located on Altamont Road, said to be Mumbai's most exclusive street, Antilia - named after a mythical island off the coast of Europe - is said to be worth an eye-watering $2,000,000,000 (£1.5 billion), making it the world's most expensive private residence. The property is owned by billionaire businessman Mukesh Ambani, and while it's unclear which of his family members live there, the house takes some serious looking after, with its 50-seater cinema, full-service health club and spa, three helipads and nine elevators. Luckily the staff of 600 are on hand to take care of everything (Picture: Getty Images) An obvious one, of course, but Buckingham Palace in London remains the world's most expensive property, with its luxurious state rooms, neoclassical decor and the world famous balcony which has taken centre stage during royal weddings, coronations and jubilees. Bucky Pal has 775 rooms in total which include (deep breath) 52 royal and guest bedrooms, 188 staff bedrooms, 92 offices and 78 bathrooms. You can't buy it but if it were for sale you could expect an asking price of around $4.9 billion (£3.9 billion) (Picture: Getty Images) This article was originally published in April 2024
Forbes
14-05-2025
- Business
- Forbes
What Is Revenge RTO, And Why Is It Rising In The Workplace?
Revenge RTO is a pattern of passive-aggressive behaviors from employees getting back at employers ... More because they feel forced to return to the office. I wrote a story for last December in which experts predicted that revenge quitting would peak in 2025, and boy has it ever. In many cases, it's taking a slightly different form known as the Revenge RTO trend. As companies mandate more days in office, there's a rising trend of employees finding passive-aggressive ways to get back at leadership in the workplace. The experts I spoke to were correct. Revenge quitting is on the rise. In fact, it's the top career trend of 2025, according to some sources, showing that 28% of employees expect it to happen at work this year. And workers are not slipping away quietly. They're making sure their exit is seen and heard, leaving loudly and dramatically over unmet promises, RTO mandates and toxic cultures. Examples of revenge RTO are coming in late, leaving the office for lunch, leaving the office early, taking home office snacks and more. So, what's behind this trend? According to experts at Hogan Assessments, the key lies in understanding the deeper disconnect between employees and their workplace. "Revenge quitting isn't just about frustration over daily tasks—it's a breakdown in communication and a failure to align employee aspirations with company culture,' explains Dr. Ryne Sherman, chief science officer at Hogan Assessments and co-host at The Science of Personality podcast. 'The good news? It's preventable.' While many companies might consider perk policing, I spoke with leaders--like Annie Rosencrans, HiBob director of people and culture--who believe, instead, that employers should think about the ways workers may be feeling unheard or overlooked when it comes to their needs for flexible schedules and better employee appreciation. 'Signs of revenge RTO can include taking home office snacks or supplies, coming in late and leaving early or stepping out of the office for lunch or a workout class," Rosencrans stresses. "Employees are taking time away from the office in a stance against leadership as a result of feeling overlooked and underappreciated for the lack of flexibility.' When we spoke through email, Rosencrans shared with me why flexible work is so important and offered tips to make in-office days more meaningful to employees. 'Revenge RTO is becoming the norm as in-office mandates become stricter and as many companies abandon the flexibility that was once promised to employees,' she told me. 'Employees are also feeling that the return to office requirements haven't resulted in more meaningful connection with their colleagues.' Rosencrans cites a recent study showing that only 31% of employees feel connected at work. She says employees perceive their companies as not prioritizing employee morale and improved experience even as in-person days become required, leaving teams resentful and wondering why they're in the office at all. 'Flexibility is key in work-life balance and many employees need and expect these accommodations.,' Rosencrans asserts. 'It's crucial to creating an inclusive workplace that values both employee morale and productivity. While taking snacks and leaving the office early may seem minor, it can be a sign of deeper team disengagement.' She points out that in order to truly understand the needs of employees, leadership should solicit team feedback through anonymous surveys, one-on-one meetings or town hall gatherings. 'The results can help companies better frame their workplace models to avoid potential backlash and employee resentment, creating a stronger company culture as a result,' she notes. Sherman at Hogan Assessments emphasizes companies that successfully retain their top talent have one thing in common: they take a proactive approach to employee engagement. 'Rather than scrambling for short-term fixes, they address core issues before employees feel the need to make a statement with their resignations," he says. Sherman has identified three key strategies for leaders to retain top talent and prevent costly exits. 'Remote work flexibility, work-life balance, growth opportunities and employee well-being are no longer perks—they're non-negotiables,' according to Sherman. 'When these expectations aren't met, employees don't just disengage, they make high-impact exits that disrupt teams and shake up workplace dynamics.' He insists that organizations must adopt transparent policies, offer genuine flexibility and establish open feedback channels to stay ahead, adding that employers who listen and adapt to evolving employee needs will not only boost retention but also strengthen their employer brand. 'Poor leadership is a fast track to revenge quitting. Toxic or absentee management styles drain morale, increase burnout and drive talent away,' Sherman states. 'Employees who feel unsupported or undervalued by their managers are significantly more likely to leave—and they'll make their dissatisfaction known. In fact, a recent Gallup report highlights that managers are the linchpins of engagement, with 70% of team engagement attributed to the manager.' Sherman cites the flip side where teams led by calm, organized and empathetic managers report three times higher engagement, adding that investing in leadership development isn't just beneficial—it's essential. Sherman is convinced that when companies cultivate an environment of trust, inclusion and mutual respect, they see tangible benefits: improved innovation, higher productivity and, most importantly, greater talent retention. 'Creating psychological safety isn't just an HR initiative—it's a business imperative,' he concludes. Nearly half of American workers are seeking new employment this year, hitting a 10-year high. After waves of layoffs, harsh return-to-office mandates and skyrocketing workloads, employees are no longer staying quiet. They're leaving abruptly and loudly, fighting back against big business for not considering their work flexibility and work-life balance. Sherman predicts that the most successful organizations with talent retention will be those that embrace authentic leadership, meaningful engagement and a culture of trust. As the workplace evolves, those companies that fail to adapt risk losing their most valuable asset: their people. Sherman believes that businesses that get this right won't just prevent revenge RTO quitting, they'll set the gold standard for workplace excellence in the years to come.
