Share on Facebook Share Pinterest Email Share on Twitter Child maltreatment could predict a range of negative outcomes in patients with bipolar disorder (BD), according to new King’s College London research, which adds to growing evidence on the enduring mental health impact of childhood abuse and neglect.A meta-analysis of 30 studies found that bipolar patients with a history of childhood maltreatment developed BD more than four years earlier than patients with no history of maltreatment. In addition, they were almost twice as likely to attempt suicide and nearly four times more likely to have a diagnosis of post-traumatic stress disorder (PTSD).One in every 25 adults will be diagnosed with bipolar disorder at some point in their life. The disorder is characterised by periods or episodes of feeling very low and lethargic (depression) or of feeling very high and overactive (mania). Bipolar disorder carries the highest risk of suicide among affective disorders: up to 15 per cent of people with bipolar disorder die by suicide. However, not all bipolar patients have these particularly severe outcomes, and there is wide variability in clinical presentation. Therefore, it is important to identify bipolar patients with the greatest clinical need and risk as early as possible, in order to ensure that they receive the most timely and effective interventions to reduce their risk of poor outcomes.Maltreatment in the form of physical, sexual or emotional abuse, or neglect, affects one in five children under 18 in the UK and is known to be highly prevalent in bipolar patients (up to 60 percent). Maltreatment predicts negative outcomes in depressed patients, but it was previously unclear if information on maltreatment could help identify early those bipolar patients with greater clinical needs and risk.The study, published today in The Lancet Psychiatry, found that bipolar patients with a history of childhood maltreatment had more severe manic, depressive and psychotic symptoms; higher risk of post-traumatic stress disorder (PTSD), anxiety disorders, and substance and alcohol misuse disorders; earlier onset of symptoms; more frequent manic and depressive episodes; and higher risk of suicide attempt.Dr Jessica Agnew-Blais, Post-doctoral Researcher from the Institute of Psychiatry, Psychology & Neuroscience (IoPPN) at King’s College London and lead author of the study, said: ‘These findings lend support to the notion that maltreatment can affect neurobiological processes associated with progression of the disorder.‘Our findings have important implications for clinical practice, as they suggest that a history of childhood maltreatment could be used as an early indicator of high risk for poor outcomes among individuals with bipolar disorder. This information could be valuable for identifying patients with bipolar disorder who may benefit from greater support and treatment.’Dr Andrea Danese, Senior Lecturer from the IoPPN at King’s College London and senior author of the study, said: ‘Future research should identify mechanisms that link childhood maltreatment to unfavourable clinical outcomes in BD, which is associated with disability and life-threatening risks.‘We hope this study will point to vulnerabilities that could inform innovative treatment strategies for people with BD, including anti-inflammatory medications or treatments aimed at trauma and anxiety-related symptoms.’Dr Danese added: ‘Further studies are also needed to assess whether childhood maltreatment predicts treatment response among patients with BD, as has been suggested by early research in this area.’ LinkedIn
With more than 20 years of experience across multiple industries and functional areas, deMoulpied has particular expertise in organizations with complex technical products. Combined, his prior positions have required a spectrum of skills in corporate strategy, operations improvement, product quality, and revenue cycle management. He has an impressive history of utilizing data driven problem solving (Lean Six Sigma) and project management (PMP and CSM) to achieve strategic goals surrounding customer satisfaction, operational efficiency and improved profit. LSI President Brett Tennar says, “Steve’s success in developing operational strategies that improves the bottom line, builds teamwork, reduces waste and ensures quality product development and distribution checks many of the boxes of what we were looking for in a COO. This, coupled with his career in the Air Force working with highly technical systems and his in-depth understanding of Lean Six Sigma and Business Process Management sealed our offer. As our tagline states, our products are Powered by Science. This data driven approach is one reason why our company has grown exponentially as we employ the most advanced technology to product development. I am confident that Steve is the right person to drive operational strategy for our diverse and growing brands.” Advertisement From Tire Review/Tyres & AccessoriesAdvertisementClick Here to Read MoreAdvertisement On Jan. 1, 2012, Yuji Goto will take over from Hikomitsu Noji as president of Yokohama Rubber Corp.’s Tire Group. Goto is already general manager of Yokohama’s Tire Global Business Planning Division, a role he will continue in next year. Hikomitsu Noji will retain his position as president and representative director of Yokohama Rubber Corp. (Tyres & Accessories),Lubrication Specialties Inc. (LSI), manufacturer of Hot Shot’s Secret brand of performance additives and oils, recently announced the expansion of senior leadership. Steve deMoulpied joins LSI as the company’s chief operating officer (COO). AdvertisementClick Here to Read MoreAdvertisement DeMoulpied comes to LSI from the Private Client Services practice of Ernst & Young where he managed strategy & operations improvement engagements for privately held client businesses. Some of his prior roles include VP of strategic development, director of strategic initiatives, and Lean Six Sigma Master Black Belt at OptumHealth, UnitedHealth Group’s health services business, as well as Lean Six Sigma Black Belt at General Electric, where he applied operations improvement principles to customer service, supply chain and product development. A successful entrepreneur, deMoulpied is also the founder of PrestoFresh, a Cleveland-based e-commerce food/grocery business. DeMoulpied has a Bachelor of Science degree in Engineering Management from the United States Air Force Academy and a Master of Business Administration degree from the University of Dayton in Marketing and International Business. He served six years with the USAF overseeing the development of technology used on fighter aircraft and the E-3 Surveillance aircraft, finishing his career honorably as Captain.
On the job in Los Alamos is server Isaiah Garcia taking a lunch order from diner Mary Beth Maassen Friday at Blue Window Bistro. Garcia, 22, has been working at Blue Window for three years and said that he loves his job. For menu, hours and the latest updates, visit www.bluewindowbistro.com. #worklosalamos #wherediscoveriesaremade. Photo by Carol A. Clark/ladailypost.com
Equipment and Tool Institute (ETI) has announced its new officers and board members.AdvertisementClick Here to Read MoreAdvertisementOfficers (one-year term):President: Jim Fish (Lemur Vehicle Monitors)Vice President, Programs: Kevin FitzPatrick (Autologic Diagnostics)Vice President, Marketing: Robert Vogt (IOSiX)Secretary/Treasurer: Peter Richardson (Car-O-Liner)Elected for a one-year term on the board of directors:Mark Theriot (Solera)Elected for a three-year term on the board of directors:Neil Davis (Snap-on Diagnostics)David Rich (Innova Electronics)Chris Bahlman (Continental Automotive Systems)Ratification vote for appointees: One-year term: Harlan Siegel (Launch Tech USA)Two-year term: Ed Prange (Bosch Automotive Service Solutions)The remainder of the board, not up for election are:Expiring in 2018-’19: Chuck Abbott (CPS Products)Expiring in 2019-’20: Andreas Huber (MAHLE Service Solutions)Tom Bertosa (Bosch Automotive Service Solutions)ETI thanks the following retiring directors for their dedicated service:Brian Herron (Drew Technologies) 2011-’18Tim Morgan (Spanesi Americas) 2010-’18
The global oil and gas industry is entering a challenging 2015 based on stubbornly low oil prices, Moody’s Investors Service says in a new report. Moody’s says that among players exploration and production (E&P) companies will be hit first, while oilfield services (OFS) and midstream energy operators will feel the knock-on effects of reduced capital spending in the E&P sector. Offshore contract drillers are likely to have their toughest year since 2009, and integrated oil majors are the best positioned to react to lower prices.“If oil prices remain at around $55 a barrel through 2015, most of the lost revenue will hit the E&P companies’ bottom line”The drop in crude oil prices to around $55 a barrel from about $95 a barrel in July 2014 reflects a number of factors, including growing supply from non-OPEC countries, particularly the US; a slowing increase in global demand; and Saudi Arabia’s decision not to continue acting as OPEC’s (and the world’s) swing producer.“If oil prices remain at around $55 a barrel through 2015, most of the lost revenue will hit the E&P companies’ bottom line, which will reduce cash flow available for re-investment,” says Managing Director — Corporate Finance, Steven Wood. “As spending in the E&P sector diminishes, oilfield services companies and midstream operators will begin to feel the stress.”Capital spending cutIf oil prices average $75 a barrel in 2015, North American E&P companies would likely reduce their capital spending by around 20% from 2014 levels, while if they go below $60 a barrel spending could be cut by 30% to 40%, Wood says in the report, “Lower Oil Prices in 2015 Reduce E&P Spending and Raise Risk for OFS Sector.”Outside North America, E&P firms would likely reduce spending by 10% to 20%, depending on prices.OFS sector earnings would fall by 12%-17% if oil averages $75 a barrel, while an average price below $60 a barrel could drive earnings down by 25%-30%. Although the world’s largest OFS companies — Schlumberger, Halliburton and Baker Hughes — are all sufficiently strong to weather a sustained drop in oilfield activity, smaller companies such as Basic Energy Services and Key Energy Services would come under greater stress.“…for the many companies that will have to renew contracts on existing rigs at significantly lower rates, 2016 could prove even more painful…”Pressure on rig dayratesSlumping oil prices amid a surplus of new rig deliveries spell difficult times ahead for offshore contract drillers. Low oil prices will put intense pressure on dayrates in 2015, but for the many companies that will have to renew contracts on existing rigs at significantly lower rates, 2016 could prove even more painful.Major integrated oil companies will fare better, Moody’s says. “Integrated oil companies have been more measured in their response to falling oil prices, typically making investment decisions assuming prices of no more than $50-$60 a barrel, since projects can take years to complete. That said, ExxonMobil, Royal Dutch Shell and Total have announced spending reductions for 2015, while cuts at others, including Chevron and BP, look likely.”“Major integrated oil companies will fare better”In the midstream sector, a spending cut of 25% or more would make it difficult for operators to maintain EBITDA growth at current levels of 12%-15%. And early in the capital budgeting season a number of E&P companies had already signaled spending cuts of 25% or greater.The new report also discusses the impact of lower oil prices on China, Mexico and Russia. China is the world’s largest net importer of crude and will benefit from the drop in oil prices. Mexico’s development as a result of energy reform will be delayed. Russia’s lower oil export duties help its oil companies, but add to an already oversupplied market, Moody’s writes.
The demolition business will be part of the Contracting Division headed up by group managing director Robert CollardAggregates and Ready Mixed Concrete make up the other two divisions.The new set up has led to appointments at managing director level for James Chillery in Aggregates and Lee Phelan in Environmental. Lee will also oversee the Ready Mixed Concrete division in the interim.Robert Collard will lead the business as group managing director and will also take charge of the Contracting division.“Our business is growing and expanding, covering more of the country and providing a wider range of services than ever before,” said Robert Collard.“Last year we celebrated 25 years of trading and year-on-year growth pushing our group turnover past £50 million (US$66 million) for the first time.“We are a team of nearly 400, and it’s now time to look at how we optimise our business for our next chapter. We’re working hard to accelerate integrating R Collard, M Collard and Raymond Brown Waste Solutions, improving our operating structure, reviewing our systems and processes and refreshing the brand.” United Kingdom-based demolition and recycling specialist R Collard has reshaped its business by created four divisions covering the various areas the company operates in.Demolition will come under the Contracting division, along with enabling works and metal recycling, while skip hire and recycling will be part of the Environmental division.#*#*Show Fullscreen*#*#
“The electrodynamic vibration tester, or test stand, is applied in various test operations, such as strength tests or instrument standardisation. The cargo consisted of two big pieces: a 24-tonne slip table and a 28-tonne shaker, as well as supporting equipment,” said Azat Yakupov, senior engineer at Volga-Dnepr Airlines.”For loading and offloading we used mobile cranes and seven tonnes of our own unique loading equipment, which included a ramp extension and a rail and roller system. As the customer had required the largest pieces of cargo to be delivered packed in wooden crates, our engineers had to secure the shipments inside the aircraft through holes in the crates,” Yakupov added.The delivery was organised on behalf of Russian logistics company Everest. In China the official agent of AirBridgeCargo Airlines (ABC), part of Volga-Dnepr Group, was on hand to support the customer by: organising delivery of the equipment to Shanghai’s Pudong International airport; arranging handling at the cargo terminal; securing a 60-tonne capacity crane for loading; and processing the necessary documentation. The sensitive equipment was then delivered to the Russian city of Chelyabinsk.www.volga-dnepr.com
EUROPE: Eurotunnel Chairman & Chief Executive Jacques Gounon has revealed that the company is ‘looking carefully’ at submitting a bid for High Speed 1 when the UK government puts it on the market following the break-up of London & Continental Railways. Eurotunnel believes it will be in a strong position to bid for the high speed line between London and the Channel Tunnel because ‘we have a lot of infrastructure management experience’. Rail Business Intelligence was told that one of Eurotunnel’s priorities is to secure access for wagons built to continental loading gauges at least as far as London, because ‘we really want to see more international freight’.
SWITZERLAND: Testing of freight rolling stock in the 57 km Gotthard Base Tunnel began on January 16, when project promoter AlpTransit Gotthard and SBB Cargo undertook trials with a variety of wagon types including two rolling motorway lorry-carrying vehicles. Further tests over the coming weeks will assess vehicle dynamics and verify the running times for future freight trains. AlpTransit Gotthard’s test programme began October 1 and is expected to last until the end of May, by which time around 3 500 test runs will have taken place. Future passenger services through the tunnel will run at up to 250 km/h, and in November DB’s ICE-S test train was used for testing at speeds up to 275 km/h.The opening celebrations for the world’s longest railway tunnel are planned for June 1, with regular services from December 11.
Photo via Food and Wine Magazine KINGSTON, Jamaica – Prior to New Year’s Eve 1977, I had no idea that eating a dish of black-eyed peas with pork was a good luck charm for the coming year.That New Year’s Eve, living in my home country Jamaica I was invited by my neighbors “Mass” George Headley (of WI cricket fame) and his wife Connie to partake in the meal. I must admit it was very delicious, not too unlike stewed red-peas with pigs tail. Miss Connie was adamant that having had this meal, good luck would follow me in 1978.I can’t really convincingly tell that it was the black-eyed peas stew that did it but I did have good luck in 1978. I wrote and directed a play that, to my pleasant surprise, won the award for Best Comedy in the 1978 Jamaica Festival; won a huge windfall on an unlikely horse that won a race at the Caymanas Race Track; and my family and I were awarded our permanent resident visa for the U.S., although in retrospect, I’m not sure if the latter was indeed good luck. But 1978 was a good year.The black-eyed stew tradition, adapted mostly in the black community, is believed to have originated from the days of slavery in the southern U.S. Enslaved Africans and their descendants cooked the stew on New Year’s Eve as they sought luck to change their oppressed lives. After slavery, the tradition remained in the South, and gradually spread to black and other communities in the U.S. and also to the Caribbean.Although you may not be particularly superstitious, who among us does not crave for some good luck in the future? But luck, notwithstanding this stew is a very delicious meal, and with New Year’s Eve and New Year’s Day often associated with food, drink and party it would be a bonus to add this dish to the menu.For those who do not eat pork or pork-related products for religious or other reasons, the pork and bacon can be substituted with beef or chicken. I am just not sure if the luck is in the pork or the black-eyed peas.The following is an adapted recipe for:Black-Eyed Peas with Bacon and PorkIngredients:1 pound dried black-eyed peas (fresh or canned black-eyed peas can be substituted)2 tablespoons vegetable oil6 ounces pork shoulder, diced into 1/2-inch cubes4 strips thick sliced bacon, cut into 1/2-inch pieces1 medium onion, small diced4 garlic cloves, sliced1 1/2 teaspoons salt1 teaspoon freshly cracked black pepper1/2 teaspoon cayenne pepper1 teaspoon garlic powder4 cups chicken stock2 cups water3 bay leavesHot-pepper vinegar, as desiredIf using dried black-eyed peas, put them in a large pot and cover with about 4 inches of water. Soak the peas overnight, then drain the water and rinse. Alternatively, you can “quick-soak” the peas by bringing them and the water to a boil for 2 minutes. After this, remove them from the heat, cover the pot and soak the peas for 1 hour. Then, drain and rinse the peas.Heat the oil in a large pot over medium-high heat. When the oil is shimmering, add pork. Sear until the pork is browned on all sides, 4 to 5 minutes. Add the bacon, onion and garlic to the pot and cook, stirring, until the onion and garlic are lightly browned, about 6 to 8 minutes. Add the salt, black pepper, cayenne and garlic powder. Cook until the entire mixture is coated with the spices, about 2 minutes. Pour in the stock and water and drop in the bay leaves. Bring the mixture to a boil, then reduce the heat and simmer, covered, for about 30 minutes.When the pork begins to fall apart, add the prepared peas to the pot and simmer until peas are very soft, about 1 to 1 1/2 hours (see Cook’s Note).Taste for seasonings, and add some hot-pepper vinegar, if desired. Discard bay leaves and transfer the black-eyed peas to a serving bowl.Cook’s NoteUsing the back of a spoon, smash some of the peas against the inside of the pot then stir them into the mixture. This will break up some of the peas and give them a creamier consistency. Alternatively, you can puree 1 cup of peas and broth in a blender or food processor, then return the puree to the pot.