Sentences with phrase «by the personnel at»

Not exact matches

A 2016 survey by a national job portal found that more than 60 % of human resources personnel found that an applicant's appearance affected his or her chances at getting the job.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

The RAND report estimated that if transition - related services were extended to active - duty personnel, the military's healthcare costs would increase by between $ 2.4 million and $ 8.4 million a year — at most a 0.13 % increase over the $ 6.2 billion the Defense Department spent on healthcare for active - duty personnel.

Alaina, 14, was also a member of the junior ROTC at her school, a leadership program taught by retired Army personnel.

We can certainly say that the Six Seconds training proved decisive in pushing managers and middle managers towards improving their leadership skills and towards applying at best the personnel development practices offered by our department.»

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Orders and requests for services and other non-manufacturing activities to be provided outside of the U.S. by domestically based personnel grew for the 15th consecutive month, at a faster rate in April.

Backed by the U.S. Department of Veterans Affairs, VA loans are designed to help active - duty military personnel, veterans and certain other groups become homeowners at an affordable cost.

Kevin Burch, outgoing chairman of the American Trucking Associations Such efforts were on national display last week when President Donald Trump spoke to a crowd of fleet executives, drivers and other industry personnel — organized by ATA — on the merits of his tax reform plan at a stump speech in Harrisburg, Pa..

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Among its clients: NATO's Strategic Communications Center of Excellence, which hired SCL to conduct a two - month training session in 2015 at its Riga, Latvia, facility for NATO personnel, followed by additional sessions in Ukraine, Moldova and Georgia, officials said.

The briefing, taught for nearly 20 years by military chaplains at Vandenberg Air Force Base in California, is intended to train Air Force personnel to consider the ethics and morality of launching nuclear weapons - the ultimate doomsday machine.

The acceptance of women at West Point, Annapolis and the Air Force Academy has been hailed as a victory by many feminists, as well as by people who are concerned about the quality and quantity of career military personnel.

For such a patient, tube feeding is useful, in that it sustains his life, and is not excessively burdensome because it can be provided at low cost and by unskilled personnel.»

That service personnel file will be read by every commander, at every place this person gets stationed.

Signs, banners, posters, brochures and other promotional materials used at trade shows need to be vetted by competent and knowledgeable personnel to ensure claims made are permissible.

He might not always have this much confidence in his personnel, and he might not always have Dvorak's level of play - making ability at quarterback (Dvorak, by the way: only a sophomore).

Thin - lipped personnel men laugh heartily as they splash around in the mustard with union stewards; paunchy executives play two innings of slow - pitch softball and then rush off to recuperate at their country clubs; the president kisses babies belonging to graveyard - shift workers and delivers a speech prepared by the PR boys about the glorious future awaiting those who continue to love grand old Amalgamated Sponge.

«Teams wanted great left tackles and got by with slugs at right tackle,» says Green Bay Packers pro personnel director Reggie McKenzie.

This is an incredibly difficult question to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early to tell)... unfortunately Mustafi has a tendency to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow to ever boss the midfield and he tends to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready to throw him in the trash heap when injuries forced him to use Francis and then he had the nerve to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little to no sense considering what he has to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try to reinvent the wheel and / or not surround such a talent with the necessary components... in regards to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had to choose one of those 3 players to stay on it would be Ox due to his potential as a plausible alternative to Bellerin in that wing - back position should we continue to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due to his infectious energy and the fact that the numbers he has achieved seem to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the other was just sold to Juve... man, this is theraputic because following this team is like an addiction to heroin without the benefits

Plan B can be generated / created by different tactics using a multitude of personnel to achieve a plan B it could be welbeck it could be apkum it could be nakitiha even ramsy can be a plan B Giroud is contracted with Arsenal he and Mr wenger have an understanding else he would have moved on in the summer so to just dismiss Giroud just like that is unfair and no good at all but if Giroud is turned on by the idea it could be done else it wont and I reckon it will drag on and the press and co such in here will have the material to fill in the empty pages as seen with the alixes henrick move it took 20 odd days for it to move we do not have 20 more days before the window shut down we only have a week to complete so time is not in our hand and if Dortmund want to keep auba they have the time in their hand all they can use delaying tactics to burn the time so the Arsenal must move swiftly if they see a need in strengthening the attacking force.

However, at the same time - some of the (necessary at the time) mediocrity in our personnel is still present, but exiting season by season - this season it will be Flamini & Arteta, at least - and due to that fact we are playing catch up still.

After going through security, the witness said Smith was in line at McDonald's when he was approached by security personnel.

The Blueprint, by Christopher Price, offers a Moneyball - like look at how coach Bill Belichick and personnel man Scott Pioli built the New England Patriots dynasty.

Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase in our club's storied history... a fact that can't be hidden by simply changing the formation or bringing in one or two individuals... this team needs fundamental change in the way it conducts business both on and off the pitch or it will continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer business, which under Dein was one of our greatest assets... it's time to get things right!!!

The personnel might not be so esteemed, but tonight's Europa League last - 16 clash at Anfield could be decided by similar head - to - heads.

The 3 -4-1-2 is a formation that's often used by managers in Football Manager, and at least he's picked sensible personnel bar Seamus Coleman at centre - back.

Ukad said its inquiry had been «hampered» by poor record - keeping and the cross-over between personnel at British Cycling and Team Sky, a view reinforced in the strongly worded letter its chief executive Nicole Sapstead sent to her counterpart at the governing body, Julie Harrington in November.

As Ian Holloway would probably say,» Never mind, next...» — and next is a corker of a fixture, the stuff of dreams for some of these players, but there lye's half the battle for Ian Holloway and Blackpool, attempting to brush aside all the nostalgic moments and personnel dreams and aspirations of playing at Anfield by actually playing at Anfield.

But few are well equipped to handle the strain of a hectic festive schedule than Tottenham's squad and with key personnel returning from long - term injuries at just the right time — Michael Dawson and Jermain Defoe both back from injury and involved in first - team affairs — this could be a defining period of the season for Spurs, a period where others may falter as they capitalise by defying the physical demands of Christmas fixtures by using strength in numbers.

One way, I believe, to address the problem of under - reporting and increase the chances a concussion will be identified early on the sports sideline may be to rely less on athletes themselves to remove themselves from games or practices by reporting concussion symptoms (which the most recent study shows occurs at a shockingly low rate, [9] or on game officials and sideline observers to observe signs of concussion and call for a concussion assessment, but to employ technology to increase the chances that a concussion will be identified by employing impact sensors designed to monitor head impact exposure in terms of the force of hits (both linear and rotational), number, location, and cumulative impact, in real time at all levels of football, and in other helmeted and non-helmeted contact and collision sports, where practical, to help identify high - risk impacts and alert medical personnel on the sideline so they can consider performing a concussion assessment.

Orland Park — A new assistant village manager was unanimously chosen by the Village Board as part of a personnel reorganization plan that will shuffle several department heads at Village Hall.

«UNICEF strives to create an environment that enables the best choices in infant and young child feeding practices by supporting the breastfeeding and complementary feeding efforts of partner countries and our NGO colleagues at three levels: improving national regulation and oversight, enhancing the knowledge and skills of health personnel, and increasing success in the community by providing support for each new mother to make the best choices in feeding her children».

LINCOLN, MA — In response to cuts in the Massachusetts state budget by Governor Charlie Baker, Mass Audubon has found it necessary to reduce services and personnel at the Blue Hills Trailside Museum in Milton.

(3) to ensure that clinicians and other health - care personnel, community health workers and families, parents and other caregivers, particularly of infants at high risk, are provided with enough information and training by health - care providers, in a timely manner on the preparation, use and handling of powdered infant formula in order to minimize health hazards; are informed that powdered infant formula may contain pathogenic microorganisms and must be prepared and used appropriately; and, where applicable, that this information is conveyed through an explicit warning on packaging;

Preterm infants are at increased risk of SIDS, 12,13 and the association between prone sleep position and SIDS among low birth weight infants is equal to, or perhaps even stronger than, the association among those born at term.14 Preterm infants and other infants in the NICU should be placed in the supine position for sleep as soon as the infant is medically stable and significantly before the infant's anticipated discharge, by 32 weeks» postmenstrual age.15 NICU personnel should endorse safe - sleeping guidelines with parents of infants from the time of admission to the NICU.

With European Parliament elections in June, and a new team of Commissioners in place by the autumn, 2009 will be a year of many personnel changes in Brussels, according to Tim Price, partner at GPlus Europe.

It was gathered that the suspects were heading towards Benin Republic, when they were accosted by Naval personnel at Igbooja village, close to Badagry area of Lagos State.

In the specific case of Germany, they are still bound by the Treaty on the Final Settlement with Respect to Germany Some examples of the limitations set: Armed Forces of no more than 370,000 personnel - of whom at most 345,000 were to be in the Army and Air Force No manufacture, possession or control of NBC weapons Full application of the Nuclear Non -...

The incident, fuelled by rumours that the Lassa virus may have spread from neighbouring Ekiti State, led to other medical personnel as well as patients at the Emergency Unit of the hospital, fleeing the scene.

Issue 7: Whether the Respondent has perpetrated fraud on people of Ghana by representing to Ghanaians that Ouedrago Cheik Mohammed was actually the importer of the vehicle in question when indeed the vehicle was transported by road with personnel from both Ghana Embassy at Burkina Faso and Ghana Boarder at Paga through to Accra.

Ghana marks its 59th birthday today with a colourful national parade of schoolchildren and contingents of security personnel at the Independence Square in Accra to be addressed by President John Dramani Mahama.

Mrs. Jonathan added, «On May 3, 2017, officials of the FIRS, in a convoy of about 20 trucks and over 70 personnel, raided our client's NGO — Aridolf Jo Resort Wellness and Spa Limited — situated at Kpansia Expressway, Bayelsa State, and orchestrated a massive destruction of personal properties belonging to our client without any lawful court order or search warrant and caused mayhem there under the guise of trying to collect unpaid taxes without following any due process provided by law to do so.»

The Ghanaian government, as part of measures to clean the payroll of «ghost names» introduced a scheme to validate personnel by the various heads of departments to ensure those whose names appeared on their vouchers were indeed at post.

Information gathered by the Daily Graphic shows that some prospective service personnel are being taken through a further selection process at the user agencies.

The vacancy at Henninger will be filled by Brian Kavanagh, a local educator who most recently served as executive director of education and personnel for the Oswego City School District.

The legislation could blunt disruption for the Defense Department and personnel stationed around the world if Congress can not work out a budget agreement by Friday at midnight.

«In its response to Boko Haram and ISIS - WA attacks, and at times in response to crime and insecurity in general, security service personnel perpetrated extrajudicial killings and engaged in torture, sexual exploitation and abuse, arbitrary detention, mistreatment of detainees, use of children by some security elements, looting, and destruction of property.

In fact, at no moment in the presentation nor the research paper is there any mention of the prevalence of sexual assault within the US military iteself, perpetrated by US service personnel against their brothers and sisters in arms (called «military sexual trauma» or MST).