Denver Post Journalists Go to New York to Protest Their Owner

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Noelle Phillips, a reporter for The Denver Post, was among the journalists who took part in a protest against the newspaper’s hedge-fund owner in Midtown Manhattan on Tuesday. Along with a dozen other sign-wielding protesters from newspapers across the country, Ms. Phillips chanted slogans outside the Lipstick Building, where Alden Global Capital, the company behind the newspaper chain Digital First Media, has its headquarters.

“As a reporter, what do you do when someone won’t answer your questions?” she said. “You go knock on their door.”

Journalists at The Post have taken the lead in making public their displeasure with Alden and Digital First Media, the owner of more than 90 publications nationwide, including The Orange County Register, The Pioneer Press of St. Paul and The Mercury News of San Jose, Calif.

Alden runs the newspapers at a high profit margin while cutting costs significantly, often through layoffs, and the Denver crew has lost patience. In its April 8 issue, The Post published a six-page opinion section critical of management.

“If Alden isn’t willing to do good journalism here,” the lead editorial said, “it should sell The Post to owners who will.”

Last week, the editor behind the section, Chuck Plunkett, resigned after a company executive barred him from publishing a follow-up editorial in the same vein. After his resignation, 55 newsroom employees signed a letter blasting ownership for blocking the editorial.

Nine newsroom employees from other Alden newspapers joined four Post journalists at the Midtown protest. They said they had tried in recent months to persuade the hedge fund’s president, Heath Freeman, or its founder, Randall D. Smith, to explain the company’s vision for its newspapers.

“We would have hoped that they would have come down and addressed this group of journalists who are here out of concern for our communities and the journalism that protects them,” said Patricia Doxsey, a reporter for The Daily Freeman, an Alden-owned newspaper in Kingston, N.Y. “But we’re not surprised.”

When Alden assumed ownership of The Post in 2010, after acquiring its bankrupt parent company, MediaNews Group, the newsroom had roughly 200 employees. Now, after rounds of layoffs, it has fewer than 100, and the company has ordered that 30 more newsroom jobs be cut by July.

Alden did not immediately respond to a request for comment.

The protest was organized by the NewsGuild-CWA union, which covered travel expenses and hotel accommodations for the participants. The union also enacted a digital strategy: Certain Google searches of Alden executives’ names turned up a top-of-the-screen advertisement that said, “Randall Smith & Heath Freeman | They’re Harming Our Democracy.”

Elizabeth Hernandez, a Post reporter, said that taking a public stance against her bosses was not what she had in mind when she began her career in 2014. But there she was at the end of the protest, holding a rolled-up banner and wearing a pin on her T-shirt that read, “I am a certified pest.”

“I don’t like being the story,” Ms. Hernandez said. “But if we don’t tell our own story now, I don’t know how long we’ll able to tell our community’s.”

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Facebook to Reorganize After Scrutiny Over Data Privacy

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As Facebook’s chief product officer, Chris Cox will oversee key products, including the social network itself, Instagram, Messenger and WhatsApp. Credit Peter Earl McCollough for The New York Times

SAN FRANCISCO — Facebook overhauled itself on Tuesday into three new divisions and shuffled the leadership of its key businesses, in one of its biggest reorganizations.

The moves happened at the direction of Facebook’s chief executive, Mark Zuckerberg, said a person with knowledge of the changes, who asked not to be identified because he was not authorized to discuss them. The reorganization was designed to streamline Facebook and clarify who oversees what after a long period of growth and numerous acquisitions, according to another person involved.

But the changes were accelerated after Facebook faced criticism recently for its lack of protections around user data, following revelations that the information of millions of its users had been harvested by a political consulting firm with ties to the Trump campaign, said one of the people. Mr. Zuckerberg was adamant about not firing any senior executives, despite pressure to make high-profile changes to the company, this person said.

Facebook told employees about the reorganization in an internal companywide memo on Tuesday. Recode earlier reported the changes, which were confirmed by a Facebook spokesman.

Facebook now will organize its product and engineering teams under three new categories. One group will focus on Facebook’s key products, including the social network itself, Instagram, Messenger and WhatsApp. Another will concentrate on emerging technologies such as virtual reality and artificial intelligence. The third will be centered on ads, personnel, security and growth.

Mike Schroepfer, Facebook’s chief technology officer, will lead a division focused on emerging technologies like virtual reality and artificial intelligence. Credit Peter Nicholls/Reuters

Facebook’s key products group will be run by Chris Cox, its chief product officer. The emerging technologies division will be led by Mike Schroepfer, the chief technology officer. And Javier Olivan, a vice president of growth, will lead the final group.

Other executives are changing jobs as part of the shifts. The roles of the company’s top two leaders — Mr. Zuckerberg and Sheryl Sandberg, Facebook’s chief operating officer — remain unchanged.

Facebook has been under scrutiny for the spread of misinformation through its site and how it was used by Russian agents during the 2016 presidential election to influence American voters. In March, The New York Times and The Observer of London reported that a political consulting firm, Cambridge Analytica, had also misused the information of millions of Facebook users, leading to an outcry.

Some of these issues have prompted disagreements among Facebook executives, leading to several departures. The Times has reported that Alex Stamos, the chief information security officer, intends to leave Facebook. Last week, Jan Koum, a founder of WhatsApp and a Facebook board member, also said he was leaving the company.

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Nordstrom Rack Apologizes to Black Men in St. Louis Falsely Accused of Stealing

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Executives at Nordstrom heard about the encounter later on Thursday. The next day, the company’s president, Geevy Thomas, called and apologized to Mr. Lee, a freshman at Alabama A&M University, and the other men, Dirone Taylor and Eric Rogers, both seniors at De Smet Jesuit High School, a private school in St. Louis County.

“We did not handle this situation well, and we apologized to these young men and their families,” a Nordstrom Rack spokeswoman said in a statement. “We want all customers to feel welcome when they shop with us and we do not tolerate discrimination of any kind.”

The company is investigating the actions of its employees during the episode.

The men could not immediately be reached for comment on Tuesday.

Mr. Thomas and other Nordstrom officials flew to St. Louis on Monday and met with store employees on Tuesday morning to discuss what happened. Later on Tuesday, Mr. Thomas was scheduled to meet with the men, their families and local leaders, including Adolphus M. Pruitt II, the president of the St. Louis chapter of the N.A.A.C.P.

Mr. Pruitt, who met with the friends after the episode, said that both the police and the men handled the situation perfectly. Inside the store, as the two employees were following them, the friends debated leaving but decided they would buy some items to show that the employees had been wrong, that they were not stealing and that they had money to spend, he said.

When the police arrived, the men cooperated with the officers, showed them their receipts and let them look inside their shopping bags and car, he said. The officers stressed that they were called out only because an employee had called 911.

The police realized they were not thieves and let them go.

“They allowed them to tell their side of the story, and the police told their side of the story,” Mr. Pruitt said on Tuesday. “In today’s day in time, it is remarkable. If we can get that to repeat itself as much as possible, boy, it would make my job easier.”

While Mr. Pruitt said he was disappointed by the employees at the store, he said he was encouraged by the company’s response. “It does demonstrate that they are reacting in the right way,” he said, comparing its response to that of Starbucks after the arrest in Philadelphia.

But he added that the recent cases underscored the need for employees to receive racial-bias training, which Starbucks will conduct on one day later this month for workers in more than 8,000 stores in the United States. Nordstrom has been reviewing its employee policies and considering changes to training at both its department stores and Nordstrom Rack, its discount shops.

“Black children — black teenagers and black males, especially — are looked at this way at retail stores all across the country,” Mr. Pruitt said. “What are they going to do that goes beyond employees at one store?”

Bryant Marks, a social psychologist at Morehouse College and a founder of the National Training Institute on Race and Equity, said that company executives had quickly understood that they must react swiftly to these cases.

“Corporate leadership will continue to have a rapid response to these incidences as to not appear to be tone deaf regarding race and bias in America,” Mr. Marks, who trains groups on implicit bias, said in an email. “This is somewhat of a wake-up call for large corporations. I say somewhat because the vast majority of them have diversity officers or units already in place, but in my experience, I find those units to be underfunded and their work to be low priority.”

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Japan Seeks Its Economic Mojo in the Stuff That Makes the Stuff

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TOKYO — There is absolutely nothing sexy about bellows. But they just might be the future of Japan.

The cylindrical metal products made by Irie Koken Company more resemble Slinkys on steroids than the gee-whiz gadgetry for which Japan was once famous, like Sony’s Walkman, Nintendo’s Game Boy and Toyota’s Prius. But they perform the crucial if underappreciated task of helping makers of semiconductors and LCD panels keep their products clean and working.

“The technology used in making these products is very difficult,” said Norihiro Irie, Irie Koken’s president. “Not many companies are able to do it.”

Some economists and businesspeople believe that slow-growth Japan may be forging a new, critical role in the global economy: making the stuff that makes the stuff for today’s digital revolution. Japan has become an essential supplier of robotics that power assembly lines; electronic systems for cars; circuit boards, sensors and other parts in your smartphone; and a host of other technical components and hardware hidden from the consumer’s eye.

Japan is moving toward “an entirely different strategy, where other countries cannot compete,” said Ryoji Musha, president of the economic analysis outfit Musha Research in Tokyo. “Going forward, Japan will show a remarkable emergence as one of the locomotives of the global economy.”

That would be good news for everyone. Japan remains the world’s third-largest economy, behind only the United States and China. A stronger Japan would offer a badly needed pillar to support global growth and serve as a counterweight to rising Chinese political and economic clout.

Bellows and the many other Japanese products like them have already helped buoy the country’s growth. Over the past two years, the economy has experienced the longest continuous expansion since the 1980s. Last year’s 1.7 percent growth rate was the fastest since 2013.

Sustaining it won’t be easy. Japanese companies will have to strive to keep their quality edge over low-cost China, which has caught up with Japan in making things like televisions and appliances, as well as over rivals including the United States, South Korea and Taiwan. Japan’s image on quality has been hit recently by a number of scandals.

More broadly, Japanese society is still shrinking, aging and deeply skeptical of immigrants. That will make it difficult for companies to find enough skilled workers and will put pressure on the country’s leaders to keep its education system up to the task.

Many of Japan’s biggest players have to look beyond the country’s borders in their quest for growth. Thedeclining population helped drive Takeda Pharmaceutical’s deal on Tuesday for Shire — the largest-ever overseas acquisition by a Japanese company.

“The undertow pulling at the dynamics of growth is the main limit to what Japan can do on a sustained basis,” said Kenneth Courtis, chairman of the finance firm Starfort Investment Holdings. Though Japan has some competitive companies that will continue to excel, he said, “I don’t know if that changes the overall equation.”

Japan also had several false starts over the past quarter-century, only to stumble back into the doldrums. If this time is different, one big reason will be companies like Irie Koken.

Mr. Irie said business had not been this good since he took over as the company’s president 19 years ago. Sales more than doubled in its last fiscal year.

“We can’t catch up with all our orders,” Mr. Irie said.

With I.T. becoming more critical to just about every sector and factories looking to improve efficiency, greater demand is expected for robots, chips and other high-tech products — and the made-in-Japan parts and machines needed to manufacture them.

“Even if there is a recession, I don’t see it changing speed right now,” said Rosen Diankov, chief technology officer at the robotics firm Mujin Inc.

Mr. Diankov, an American robotics specialist, cofounded Mujin in 2011 with Japan’s Issei Takino, a former cutting-tool sales manager, to produce devices that control industrial robots. Its headquarters in a refurbished warehouse in east Tokyo has the hipster vibe of a garage start-up, with offices and workshops cluttered with equipment.

Such entrepreneurial companies are all too rare in Japan, where venture capital and risk-taking are scarce compared with the United States or China. But Mujin’s founders believe Japan is leading the way in automation, and they wanted to be part of the action.

“We could have opened our company in Silicon Valley,” said Mr. Takino, who is the firm’s chief executive officer. “One of the good things about being in Japan is that it is very easy to find a customer.”

Mujin’s technology can appear retro at first glance. One hand-held remote looks as if it belongs with a 1990s video game console. But Mujin says its advanced components make robots more efficient and easier to use, and are hard for competitors to recreate.

The sheer complexity of these Japanese specialties may help the economy maintain a competitive edge. Unlike the TVs, CD players and other consumer electronics that drove Japan’s past boom, Mujin’s controllers and Irie Koken’s bellows are much harder for manufacturers in China and elsewhere to replicate. When the Beijing-based online retailer wanted to automate an unmanned warehouse in China, it turned to Mujin.

Some of Japan’s big corporations are heading in the same direction. The electronics giant Panasonic was once synonymous with TV sets and videorecorders. But over the past six years, it has drastically downsized its consumer businesses — it no longer sells televisions in the United States at all — and shifted into industrial electronics, including the batteries for Tesla roadsters and sensors and cameras for automobiles.

“It is very important to position ourselves wisely,” said Yasuyuki Higuchi, chief executive of Panasonic’s connected solutions unit. “Otherwise, we cannot be competitive.”

However, even the most competitive sectors aren’t immune from Japan’s problems. Severe labor shortages are already plaguing businesses, said Marcel Thieliant, senior Japan economist at the research firm Capital Economics, who added that the country isn’t welcoming nearly enough foreigners to offset the impact.

“The demographic headwinds will continue to resist,” said Mr. Thieliant, who estimates that Japan’s current spate of growth has already ended. “If you don’t get more immigrants in, you eventually hit a wall.”

Mr. Irie has struggled to find the workers he needs to fill the deluge of new orders. His customers now have to wait twice as long as usual for their bellows — up to five months. “The economy is very good, so good workers are being taken by other companies,” he complained.

The shortage has prodded management to invent new ways to attract talent. Mujin employs a chef to cook lunch for the staff every day. Mr. Irie in recent years has taken all of his employees on a Hawaii vacation and renovated the company’s offices.

“The older employees asked: ‘Why do you have to spend money to make things stylish?’” Mr. Irie said. “The image of manufacturing may not be very nice. We want to change it.”

He remains optimistic, too. He plans to expand the capacity of his factory in Japan over the next few years, possibly making the firm’s largest-ever investment.

“We are riding a wave,” he said. “We can be on this wave because we have something special.”

Chie Kobayashi contributed reporting.

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Facebook Bans Foreign Advertisers for Ireland Abortion Referendum

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LONDON — Facebook faced a wave of criticism for missing interference by Russia-based groups during the 2016 presidential campaign in the United States. Now, it is making Ireland an early test case for new policies meant to block such meddling in foreign elections.

With a contentious May 25 referendum on Ireland’s abortion ban approaching, Facebook said on Tuesday that it would block political advertising from groups based outside the country. The company also introduced a tool so users can see all the ads a group is posting on the social network, in a bid to increase transparency of political campaigning on its platform.

Facebook has said similar tools will eventually be rolled out to other countries, with analysts and observers focused in particular on the 2018 midterm elections in the United States.

The company’s response illustrates its more aggressive approach to regulating political advertising since the 2016 campaign, when the company disclosed that it had sold more than $100,000 worth of political ads to Russia-linked accounts.

“Our company approach is to build tools to increase transparency around political advertising so that people know who is paying for the ads they are seeing, and to ensure any organization running a political ad is located in that country,” Facebook said in a blog post outlining the Irish decision.

The vote on whether to end Ireland’s constitutional ban on abortion has drawn concerns that foreign groups will attempt to influence the debate through social media.

Facebook said on Tuesday that groups working on both sides of the Irish referendum would be able to flag advertisements suspected of coming from foreign organizations. The advertisements will then be investigated by the social media platform. The company also said it would use artificial intelligence technology to spot potentially problematic material.

Many countries, including the United States, prohibit foreign groups from advertising in domestic elections, but regulating the spending is difficult with more political activity moving online. Facebook’s advertising system has become a favorite of political groups because it is largely automated, and makes it easy to target narrow segments of voters.

Since the 2016 election, Facebook has made several policy changes to address concerns over the role it plays in elections and politics around the world. The company has changed its News Feed algorithm to de-emphasize political news, and has hired thousands of moderators globally to spot rumors and extremist content.

The company is also changing its advertising policies, including allowing only authorized groups to buy political ads. In addition, it is planning to introduce a searchable database to show how much an advertiser is spending, as well as the demographic details of the audience a group is trying to reach.

Another new election policy will include a verification process that requires an advertiser to be based in the country where the election is taking place.

Europe has become a testing ground for some of Facebook’s changes to protect against political interference. Before the German election in September, for example, the social media company deleted thousands of fake accounts and worked with election officials to more quickly stop the spread of misinformation.

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Square Feet: Developers Add a Missing Piece to Their Projects: Hotels

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When North American Properties drew up plans for a luxury hotel at Avalon, its $1 billion, 86-acre housing, office, restaurant and shopping project in the Atlanta suburb of Alpharetta, the developer wanted to reinforce the enclave’s stature as a Main Street destination with white-glove service.

To extend Avalon’s “living room” experience to the hotel, the developer designed a homey lobby and lounge and a South City Kitchen restaurant to entice locals as well as travelers. And hotel guests can use Avalon’s amenities as part of their stay, including ordering room service from restaurants or visiting spas and fitness clubs.

So far, bookings at the 330-room Hotel at Avalon have not disappointed its developer. Even before opening in January, the $112 million project, which includes 44,000 square feet of meeting space in the Alpharetta Conference Center, had booked 17,500 room nights and 175 events. The average daily room rate is about 50 percent higher than the rate in the broader Alpharetta market, which was $116.39 in the first quarter this year, according to the hospitality researcher STR.

“We’ve been astounded by the pace of bookings,” said Mark Toro, a managing partner in the Atlanta office of North American Properties, which teamed up with the Stormont Hospitality Group and the City of Alpharetta on the hotel and conference center. “The hotel’s performance has far outstripped projections.”

The Hotel at Avalon’s good fortune mirrors the hospitality industry in the United States. According to STR, revenue per available room, a key lodging profitability metric, has grown for eight years straight. But the hotel’s early solid performance also demonstrates why hotels are frequently landing in developments that combine retail and restaurants with housing or offices or both.

By inserting hotels into the mixed-use projects, developers are able to generate more pedestrian traffic for stores, said Tim Marvin, an executive vice president at Jones Lang LaSalle’s hotels and hospitality group in Bethesda, Md. That’s particularly important as brick-and-mortar retailers seek ways to remain relevant in the age of e-commerce.

However, unfamiliarity with how hotels operate can hinder chances for success. Stores or office tenants may lease space for several years, for example, which can provide developers with rental income during challenging economic times. But hotels rent out rooms daily, which makes them more susceptible to downswings. Hotel brands typically require landlords to spruce up the property every few years, said Andrea Olshan, chief executive of Olshan Properties, a developer based in New York.

What’s more, enmeshing hotels in a mixed-use project only increases their complexity and risk. Competition from newer hotels is another threat, especially around successful and longstanding developments like Easton Town Center in Columbus, Ohio, where Olshan Properties owns three hotels. In fact, given the retail world’s cautious approach to expansion amid store bankruptcies, mall closures and the intrusion of ecommerce, Ms. Olshan worries less about retail development and more about new hotel construction.

“If you have a successful mixed-use center with lots of apparel stores, you’ll attract tenants and it’s less likely that a shopping center will be built near you,” said Ms. Olshan, whose firm expects to open a hotel and retail development in Boston’s Haymarket district this year. “But with hotels, we’re seeing more and more ankle biters.”

Despite the challenges, developers are finding more reasons to incorporate hotels in their projects.

As mixed-use developments become destinations for leisure and business travelers, they are likewise becoming a preferred destination for hotel investors, said Gary Isenberg, president of asset and property management services for LW Hospitality Advisors in New York.

“Having all those amenities nearby makes you more of a value proposition when the traveler is choosing your hotel versus one on the side of a highway,” he said.

Cities are also leveraging mixed-use destinations as a means to market their communities to expansion-minded businesses. Alpharetta contributed nearly $25 million to create a conference center at Avalon. In Allen, Tex., a fast-growing suburb north of Dallas, city officials are plowing almost $20 million into a $91 million project adjacent to the Watters Creek at Montgomery Farm mixed-use development that will include a convention center and lodging from Delta Hotels by Marriott.

“We are bolting onto the Watters Creek amenity for the City of Allen to create a destination for entertainment, sports bookings, conventions and business meetings,” said Mike Kennedy, a principal with Altera Development in Dallas, the project’s developer. “This facility is going to be a driver of growth.”

Hotels graced a few mixed-use developments around the turn of the century as the properties started becoming fashionable. North American Properties spent months studying a handful of successful projects, including Hotel Valencia at Santana Row in San Jose, Calif., and Hotel Sorella at CityCentre in Houston, Mr. Toro said.

Today, hotels are under construction or planned at mixed-use projects such as Water Street Tampa in Florida and Lighthouse Point on Staten Island. Mixed-use projects that have opened hotels include Pike & Rose in North Bethesda, Md., which welcomed a 177-room Canopy by Hilton in March, and Pearl in San Antonio, which opened the 146-room Hotel Emma in late 2015.

Simon Property Group, the Indianapolis-based mall and outlet center landlord, began adding hotels to its properties some 15 years ago, said Richard S. Sokolov, president and chief operating officer of the company. But it recently stepped up that effort. As part of a multibillion-dollar investment plan to diversify and expand its centers, the company will add 10 hotels to its properties through 2019, up from a total of four in 2016 and 2017.

Among other projects, Simon intends to replace a closing Belk department store at its Phipps Plaza mall in Atlanta’s Buckhead district with a 150-room Nobu Hotel and a restaurant, a Life Time fitness operation, and an office building. Simon previously added a hotel and apartments to the property.

“It’s fair to say that we are now devoting more resources to pursuing hotel opportunities because we have demonstrated that they work,” Mr. Sokolov said. “They can range from the higher end, like Nobu in Buckhead, to a more limited service offering on the peripheral of a suburban mall.”

To date, evidence that hotels and mixed-use projects benefit each other is largely anecdotal. Still, 11 years ago, the retail landlord GGP (formerly General Growth Properties) in Chicago surveyed several shopping centers and mixed-use developments where at least one hotel was present. Albeit narrow, the inquiry indicated that hotel revenue per available room in those locations was as much as 40 percent higher than nationally. Plus, a larger number of retailers tended to seek space in those projects versus other properties.

“When you get the right synergies, it’s pretty remarkable what one property brings to the other,” said Jim Butler, chairman of the global hospitality group for the Jeffer Mangels Butler & Mitchell law firm in Los Angeles. “But in mixed-use, there’s greater complexity and therefore greater risk to screw up if you don’t do it right.”

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Wall Street Lower, Trump’s Iran Decision Awaited

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(Reuters) – U.S. stocks were whipsawed on Tuesday on conflicting reports on whether President Donald Trump will withdraw the United States from the Iran nuclear deal.

The stocks pared losses to trade flat after CNN reported Trump was expected to allow sanctions to go forward on Iran, but would not withdraw from the deal.

But those moves evaporated after the New York Times reported that Trump told French President Emmanuel Macron the United States was going to pull out of the deal.

“We’re getting conflicting reports about the Iran deal. CNN reported that (Trump) would not withdraw but the New York Times is reporting that he will withdraw,” said Michael Antonelli, managing director, institutional sales trading at Robert W. Baird in Milwaukee.

“The market will struggle until we get clarity on this.”

At 11:51 a.m. ET, the Dow Jones Industrial Average was down 25.41 points, or 0.08 percent, at 24338.76. The S&P 500 lost 3.99 points, or 0.15 percent, to 2,668.64 and the Nasdaq Composite dropped 11.70 points, or 0.16 percent, to 7,253.52.

(Reporting by Sruthi Shankar in Bengaluru; Editing by Anil D’Silva)

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4 More Nike Executives Are Out Amid Inquiry Into Harassment Allegations

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A sweeping investigation into workplace behavior at Nike has resulted in the departure of four more top-level executives, raising to 10 the number of senior managers to leave the company as it continues to overhaul its upper ranks amid widespread allegations of harassment and discrimination against female employees.

Together, the departing executives oversee some of the most important business categories and highest-profile departments at the world’s largest sports footwear and apparel company.

The four additional people who have either left the company already or will depart soon, Nike confirmed on Tuesday are Steve Lesnard, the head of running in North America; Helen Kim, who oversaw Eastern North America; Simon Pestridge, a head of marketing for the performance categories; and Tommy Kain, Nike’s director of sports marketing.

In a companywide address last week, Mark Parker, Nike’s chief executive, apologized to employees and said that departures related to the company’s broad investigation into workplace behavior would be completed by this week.

Inside Nike, the new departures may provide more reassurance to employees seeking signs that Mr. Parker is trying to address the workplace problems that have plagued the company in recent years. But for Wall Street, the internal turmoil could be worrisome and prompt questions about whether Nike will have the leaders it needs in place to execute its aggressive business strategy.

Six top executives have previously left the company or have said they would leave in connection with the investigation. In March, Nike announced the departures of Trevor Edwards, the president of the Nike brand and a potential successor to Mr. Parker; and Jayme Martin, who oversaw many of Nike’s global businesses. Other managers who subsequently left included the head of diversity and inclusion and a head of footwear.

The latest departures come amid a rash of rumors and speculation that more managerial changes are in store at the company’s Beaverton, Ore., campus in the wake of a revolt, led by women, that is shaking up Nike’s executive ranks.

Earlier this year, a group of women at the company began an informal survey that sought input on discrimination and sexual harassment at the company. The survey was presented to Mr. Parker on March 5, and 10 days later, the executive shake-up began with the announcement that Mr. Edwards was resigning.

The moves come a little more than a week after The New York Times, using interviews with more than 50 current and former Nike employees, reported about women’s complaints of being marginalized, harassed and thwarted in their careers at the company, and about indignities that included humiliating visits to strip clubs and unwanted kisses. Many of those interviewed said when they took their grievances to human resources, they seemed to not be taken seriously.

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Valeant, Distancing Itself From Its Past, Will Change Its Name to Bausch Health

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Valeant Pharmaceuticals International, the company whose enormous price increases on old drugs helped fuel public outrage over high drug costs, is changing its name, the company announced Tuesday.

The new name will be Bausch Health Companies, to reflect the company’s better-known and more respected subsidiary, the eye care company Bausch + Lomb, which it acquired in 2013. The company announced the change, which will take effect in July, as part of its first-quarter earnings.

Joseph C. Papa, the chief executive of Valeant who took over in 2016 as part of an effort to turn around the ailing company, said the Bausch name invokes the rich history of Bausch + Lomb, which dates to when J.J. Bausch opened his first optical goods shop in Rochester, N.Y., more than 165 years ago.

“These qualities form the foundation of who we are today as we continue to build an innovative company striving to improve the health of patients globally,” Mr. Papa said in a statement.

The name change also comes as a former Valeant executive is on trial in federal court in Manhattan on charges that he defrauded the company through hidden ties to a mail-order company that Valeant used to get around insurers’ efforts to substitute cheap generics for the company’s expensive drugs.

Valeant was once a Wall Street favorite whose stock skyrocketed after selling investors on its brash business model of buying up companies, slashing costs and raising drug prices, sometimes by a thousand percent or more. But the company’s run of success ended in the fall of 2015 amid congressional and regulatory inquiries into its drug-pricing practices and its struggles dealing with $30 billion of debt.

The company’s decision to change its name recalled other companies’ efforts to revamp their reputations in the wake of scandal, such as the tobacco maker Philip Morris Co. changing its name to Altria, or ValuJet Airlines’s switch to AirTran.

Since taking over as chief executive, Mr. Papa has sought to rebuild the company’s reputation, replacing much of its top management and vowing to limit annual price increases to less than 10 percent a year. It still had about $25 billion in debt as of the end of 2017.

In addition to the name change, the Canadian company will trade under a new symbol, BHC, and will debut a new logo and website.

Valeant said Tuesday that revenue from the first quarter of 2018 was down 5 percent, to $1.995 billion, a decrease of $114 million compared to $2.109 billion in the first quarter of 2017. But it also raised its revenue guidance for the year.

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Tech Tip: Adding Art to iPad Documents

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Tech Tip

You can add downloaded illustrations, graphics and photos to files created in Microsoft Word, Pages or other word-processing apps on Apple’s tablet.

Q. How do I add clip art to documents created on the iPad?

A. If your chosen word-processing app does not come with its own image library, one alternative is to point your iPad’s web browser to one of the many royalty-free clip art sites like Open Clip Art or Classroom Clip Art. Many such sites display preview versions of each file, and when you find an image you want to use, look for a button to save it. Some sites offer a selection of sizes and formats, so make sure you download images in an iPad-friendly file type like .JPG.

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Using your iPad’s web browser, find a gallery of free clip art and save the images you would like to use in your word-processing documents.CreditThe New York Times

On some sites, you can press and hold the picture on the screen until the Save Image command appears. In the Safari browser, the tool bar’s Share menu also has a Save Image option. By default, the downloaded image files land in the Camera Roll album in the Photos app.

In many popular word-processing programs for the iPad — including the mobile version of Microsoft Word, Apple’s own Pages software and the Notes app included with iOS, you can insert images from the Camera Roll. Just look for an Insert menu or a photo icon in the app’s tool bar. Tap the icon, select the downloaded art file from the Camera Roll and add the image to your document.

After you have downloaded the clip art to the iPad’s Camera Roll album, insert the image into your document.CreditThe New York Times

Although somewhat basic, both Word and Pages include a library of shapes and other graphic elements you can insert into documents. To see what is available in Word, go to the Insert tab and tap Shapes to see the collection. In Pages, tap the plus (+) icon on the top-right side of the tool bar, select the Shapes tab (third from the left) and tap through the categories to see if any of the graphics fit your needs.

Personal Tech invites questions about computer-based technology to This column will answer questions of general interest, but letters cannot be answered individually.

J.D. Biersdorfer has been answering technology questions — in print, on the web, in audio and in video — since 1998. She also writes the Sunday Book Review’s “Applied Reading” column on ebooks and literary apps, among other things.@jdbiersdorfer


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