Previous Article Next Article Britannia staff rewarded for language skillsOn 3 Jul 2001 in Personnel Today Britannia Building Society counter staff receive extra pay if they can speakanother language which enables them to communicate with customers fromdifferent ethnic backgrounds. The language pay rewards scheme was introduced as a result of meetings ofBritannia’s staff forum on race, set up to improve the diversity of theworkforce. Britannia, which recently came second in the race category of the Businessin the Community Awards, has also established focus groups to promote women andthose with disabilities. Pauline Gibson, HR account manager for Britannia, said the company hadstarted the focus groups to ensure Britannia’s work culture fully embraceddiversity. She said Britannia wanted to reflect the diversity of the local community inthe staff it employed. “It is important that we are meeting the needs ofall of our members. It is about the fact that we believe in something. It ismore than an initiative, we want to integrate diversity as part of every daylife.” Britannia has re-designed its company logo to highlight the firm’s equalopportunities approach after a suggestion by the focus group on race. Britannia, which is a member of the Employers’ Network on Disability, regularlyaccepts people with disabilities on placements from the employment service andemploy them where possible in full-time positions. Karen Moir, Britannia’s director of organisational development, said thefirm’s focus group on women in the workforce had identified a need to promotemore women into senior managerial positions. Related posts:No related photos. Comments are closed.
Ihave had an interview recently and was turned down. The organisation hasoffered me feedback but I want to know what was said in my references. Where doI stand?JoSelby, associate director, EJ Human Resources, writes: Youare understandably frustrated that you did not get offered this position.However there could be any number of reasons, and references are only one. Seeing your references is not astraightforward process and so I would recommend you rule out other reasonsfirst.Ithink it is important that you accept the organisation’s offer of feedback asthis will give you an indication of how they perceived your interview and otherpossible reasons for you not having been successful. It may also provide you with areas to focus on for the future.PeterLewis, consultant, Chiumento Consulting Group, writes:Gettinggood feedback from a recruiting organisation is crucial for refining your jobsearch, so grasp the opportunity. Your approach should be along the lines of “Iparticularly wish to move into this field; how can I improve the presentationof my experience, or what further experience would improve my chances of doingso?”. This is a marked improvement on “Why didn’t I get the job?” which cansound like a disgruntled challenge to the decision. Yourright to know the content of your reference is a grey area.. References arenormally asked for and given on a confidential basis, though case law (and theHuman Rights Act) imply that you may have a right to know if a reference isderogatory, hence the increasing trend for bland written references, confinedto length of service and job title.Sowhile you could ask whether the reference weighed significantly in thedecision, think about what signals you are sending if you start to insist ondetails. Be aware, too, that some companies will ask for a standard writtenreference but follow up with an informal telephone chat with the referee “offthe record”. So even if you saw the reference, there is no absolute guaranteethat it would tell you everything. Am I entitled to see my references?On 11 Sep 2001 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.
Paying for differencesOn 1 Nov 2001 in Personnel Today Previous Article Next Article The gap between pay levels and cost of living is ever apparent for companiesmoving people around the world. Friction can arise when expats and local staffwork together on very different packages. Rob Outram reportsIt was late 2000 and student representatives – “tomorrow’sleaders” from around the world – had gathered for a conference inEdinburgh, Scotland. The keynote speaker, the chief executive of one of thebiggest IT and management consultancy firms in Europe, was telling them theywere valuable people. The war for talent was the biggest challenge facingglobal corporations, he said. But one of the students – from Lima, Peru – disagreed. “In mycountry,” she said, “medical and engineering graduates are waiting inrestaurants and driving taxis. There are just not enough jobs for qualifiedpeople.” It was a salutary lesson that conditions in developed, wealthy economies donot represent a universal way of life. Pay levels and the cost of living varywidely. These stark differences become an issue for companies operatingglobally when they move people around the world. Pay differentials can make itharder to persuade employees to go abroad on assignment, or they may make ithard to bring them home. They can also create friction when people workingtogether, notionally at the same level of responsibility, are on very differentpackages. Jeanne Poole, vice-president, global compensation and benefits atmultinational telecoms company Acterna, says, “It can depend on theemployee. Is this a global employee or a short-term assignee? “If it’s the latter, it makes sense to keep them in their home countrypay structure – although some companies would switch people onto localpay.” As Carolyn Gould, an international compensation specialist at professionalservices firm Pricewaterhouse-Coopers explains, “More and more companiesare sending people around the world to meet general staffing needs, notspecific strategic needs. In that case the most common approach is local levelsof pay, with allowances.” Expats expect to be well rewarded and compensated for any extra costs andhardships associated with the move. When the move is to a country where pay ismuch lower, that can create friction with local staff. Lance Richards, former director, global HR of Teleglobe CommunicationsCorporation, based in Virginia US, was formerly in Beijing, China, where thecost of living and salary rates were much lower than in the US. Richards says,”In China my monthly expat salary was more than the local HR managerworking for me earned in a year. But she knew I had come in with 17 years’experience, to set up the office and transfer skills to the local staff.” The main problems came, says Richards, when the company brought in twoChinese nationals returning to the US. As he explains, “There was a lot ofnoise about that and the fact that they were on expat packages. The local stafffelt that just because these two were lucky enough to leave China and completetheir education in the US, they were not worth 10 times the local rate. “But one had a second MSc to add to the one he had gained in China anda PHD at Cornell University, in the exact technology we were working on. Theother was an attorney, a Chinese national who had practised in New York City,who knew Chinese and US intellectual property law. “Over the two years the locals did grow to understand why Westerntraining was worth a premium, but they were never comfortable with the size ofthat premium.” Alice Wong, an HR consultant based in Beijing, agrees. She says, “Ingeneral expats are very well respected [in China] but friction will arise iflocal staff think that the expat is not as competent as they are, and if HRcares too much about the expats and ignores compensation and benefits for localstaff.” The gulf between wealthy expats and locals is also a particular issue whenbenefits are more apparent, says PwC’s Gould. “For example,” shesays, “Colleagues may not know your salary but they will be aware that youlive in a better neighbourhood. Sometimes it may even be a better neighbourhoodthan the head of your local company.” Another problem is that a too-generous expat package can provide a majordisincentive to ever return home. Lance Richards cites the example of a Britishcompany that paid two expats a hefty £70k-plus salary (approximately US$98k)plus housing allowance to work in Atlanta, Georgia, in the US where housingcosts were actually lower than in the UK. Says Richards, “The Americanview was ‘You Brits are crazy – if you pay them that much they will never wantto leave!’” One solution is to settle differences through clearly identified allowancesfor cost of living, hardship, education and so on, rather than through basicsalary. That way, expatriate packages are easier to justify to the expatsthemselves and to their colleagues. It also helps if those allowances are notarbitrary, but based on objective information from one of the specialistcompanies providing such information. These include ORC, AIRINC, William MMercer and ECA International and Runzheimer. Denise Oemig, director of international services at Runzheimer, advises, “Wewould not recommend paying more than the market rate in basic salary.Relocation, for example, should be a separate payment. It should not be part ofsalary or linked to salary.” Firms like Runzheimer provide up-to-date reports on cost of living differentialsand the cost of relocation. Life can often be more expensive for an expatriatethan for locals. Language, culture or safety considerations might dictate thatexpatriates live in certain high-cost areas and educate their children atfee-paying international schools. As Willam M Mercer’s Worldwide Cost of Living Survey 2001 shows (see above),the most expensive cities for expats are not necessarily those with the higheststandard of living. For example, Moscow is the second most expensive city (afterTokyo) while Sydney, Australia is only 103rd worldwide in cost terms. At least the cost appears to be narrowing, according to Mercers. The gapbetween the world’s most and least expensive cities has shrunk by around 20%,says senior researcher Rehan Mustafa. He explains, “What we are seeing isa gradual reduction in global cost of living extremes. This reflects pricereductions from wider availability of international products, particularly inthird world countries.” Cost of living is not the only factor affecting pay differentials. The jobmarket itself plays a part. For example, an international survey published inManagement Today magazine in July 2001 found that chief executives of companiesin the UK were paid on average a third more than their French peers – £509,000as opposed to £382,000 (US$713,000 to US$535,000 approximately) – but just overhalf their counterparts in the US rake in nearly £1m annually. Paydifferentials like that mean, when home country pay is used as a basis, therewill be considerable anomalies between teams of expats from different homecountries working together in a third country. Jill Mervin, an American HR consultant based in London explains, “Thecomplication comes when people are working side-by-side from several differentcountries. The traditional ‘balance sheet’ approach is based on the idea theywill all go home at the end of the assignment. But as a rule, the Americanalways ends up with more money. It’s OK if you only look at the individual. Ifthey work together, it’s a problem.” “Sensitive employers might say ‘everybody’s allowance will be the sameand it will be paid in local currency, and the difference in salary can be paidat home’. But employees might well say ‘That’s a sham, you’re playinggames’,” adds Mervin. An even bigger problem can come when moving someone to a much wealthiercountry. Malou Roth, HR consultant and former vice-president HR, training anddevelopment at Molex, a global high-tech manufacturing company, argues that thestandard “balance sheet” approach may not be right in such cases. Roth gives an example, “We transferred some entry level engineers intothe US, from China and Taiwan. Their home country salaries would have convertedto a very low US salary, even adding the cost of living allowances.” “In practice, you don’t worry if you have a Swede and a German workingside by side and one is making 10 per cent more, but when you bring thelower-wage countries into the equation it can be an issue.” Technically, Roth says, if you adopt the balance sheet approach “youare handling it”. But if the cost of living allowance is calculated as apercentage on a very low base salary, you will still end up without adequatemoney to live comfortably. As Mervin says, “If you have employees from a variety of countriesworking side by side, each should be able to buy a round of drinks withoutgoing broke.” But while the simplest short-term solution is to transfer the employee ontothe US payroll, says Roth, that can create problems in the long term. Theperson may be reluctant to return home if the net host country salary, takingtaxes into account, is much higher than the net salary they would be earning intheir home country. The differential between the high taxes of most WesternEuropean countries and low tax levels in, say, Hong Kong or the Middle East, isvery marked. Also, a period on a foreign payroll could affect the employee’spension, social security, and some social benefits in the home country. Some forward-thinking companies are looking at alternatives, according toDavid Arkless, CEO of Empower, an international performance improvementconsultancy based in London. One is to reduce the need for expat assignments.Arkless says, “The exchange of expertise internationally is happening moreand more, not so much physically as over networks, mentoring over a companyintranet.” Another is to create a cadre of globally mobile employees, typically youngMBA graduates, remunerated on a global package and mentored by an experiencedmanager back in head office. Arkless says, “The big petrochemicalcompanies are among those doing this.” There is no evidence that the movement of expats in itself is narrowing paydifferentials. So for any international transfer, according to Runzheimer’sOemig, “The intent of the move is all-important.” To arrive at a fair and workable solution, line management and the HRfunction must both understand the nature of any international transfer. Andthat means talking to each other. As Oemig puts it, “Sometimes companies can get confused about thereasons for the assignment. They only know that they need someone in thatcountry next week. And the HR department is often the last to know about themove. The guy may already be on the plane by the time they find out!” Robert Outram is editor of CA Magazine, the journal of the Institute ofChartered Accountants of Scotland and Scotland’s largest circulation financeand business magazine. Expatriate pay – three main approaches– Home country salary adjusted bycost of living, relocation, hardship and other allowances (the “balancesheet” approach).– Local pay rates, with or withoutallowances.– Global “expat” pay scalesunrelated to any one home country.The world’s most and leastexpensive cities for expatriate assignmentsTop 51st Tokyo, Japan2nd Moscow, Russia3rd Hong Kong4th Beijing, China5th Osaka, JapanBottom 5140th Johannesburg, South Africa141st Madras, India142nd Quito, Ecuador143rd Bangalore, India144th Blantyre, MalawiSource: Worldwide Cost of LivingSurvey 2001, William M MercerCalculating “hardship”Physical threat:– Actual or potential violence in area– Hostility of local population– Prevalence of disease– Limited medical facilities and servicesDiscomfort:– Difficult physical environment– Geographic isolation– Cultural or psychological isolationInconvenience:– Educational system– Quality or availability of housing– Community/ recreational facilities– Availability and quality of goods and servicesSource: AIRINC Comments are closed. 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Hot-water drilled access holes were used to obtain oceanographic data from beneath two sites on Larsen C Ice Shelf, one in the north and one in the south. At both sites the entire water column was colder than the surface freezing point, and the temperature-salinity characteristics are consistent with a High Salinity Shelf Water source of maximum salinity 34.65 psu. At the southern site the 0.08°C thermal driving at the ice base and the 0.2-m s−1 rms water speed resulted in a melt rate of 1.3 ± 0.2 m a−1, as measured over an eight-day period. When combined with the available ship-based data, the evidence suggests that the sub-ice cavity is flushed only by water at the surface freezing point. This implies that the reported decrease in surface elevation of Larsen C Ice Shelf is unlikely to be a result of thinning due to an increasing rate of basal melting.
Society is increasingly impacted by natural hazards which cause significant damage in economic and human terms. Many of these natural hazards are weather and climate related. Here, we show that North Atlantic atmospheric circulation regimes affect the propensity of extreme wind speeds in Europe. We also show evidence that extreme wind speeds are long-range dependent, follow a generalized Pareto distribution and are serially clustered. Serial clustering means that storms come in bunches and, hence, do not occur independently. We discuss the use of waiting time distributions for extreme event recurrence estimation in serially dependent time series.
FacebookTwitterCopy LinkEmail Fresenius USA Marketing Inc., a Delaware corporation that sells products such as dialysis machines and blood lines, collected sales tax on the medical equipment and supplies it sold in Indiana to medical clinics that provide dialysis to patients. It then sought a refund with the revenue department in December 2007 for sales tax paid between Jan. 1, 2004, to Oct. 31, 2007. The department denied the refund in 2010, leading to this tax appeal. Both parties filed for summary judgment in 2013.In 1998, the revenue department interpreted the predecessor to the Durable Medical Equipment Exemption to apply to sales of medical equipment made to health care service providers for treating patients with a prescription. In 2008, the department issued two Revenue Rulings that again exempted those purchases. But the department later revoked those 2008 rulings and replaced them with new ones that changed the interpretation of the Durable Medical Equipment Exemption to exempt only sales made directly to patients with a prescription, according to the court opinion.Fresenius argued that it’s entitled to the exemption because the department is bound to follow the interpretation of the exemption from the 1998 ruling, which was published in the Indiana Register. Because it was published there, the department is bound by it, despites its claims otherwise, Judge Martha Wentworth wrote in Fresenius USA Marketing, Inc. v. Indiana Department of State Revenue, 49T10-1008-TA-45.“Fresenius designated evidence demonstrating that its facts are substantially identical to those in the 1998 Ruling. Moreover, the Department did not demonstrate that Fresenius’s factual situation varied in some material respect to the facts set forth in the 1998 Ruling,” she wrote. “Indeed, the Department has stipulated, among other things, that Fresenius has facts identical to the facts in the 1998 Ruling. For example, the parties have stipulated that, like the taxpayer in the 1998 Ruling, Fresenius sold medical equipment and supplies to healthcare service providers to treat patients, that the healthcare service providers used the equipment to treat patients with prescriptions for its use, and that federal law required the equipment to be used by licensed practitioners or under a licensed practitioners’ direction.”Wentworth granted Fresenius’ motion for summary judgment and ruled against the department. She remanded the matter to the department to grant the refund, with applicable interest, after Fresenius provides the department with verification that it has refunding to its customers the full amount of sales tax it erroneously collected from them during the period at issue. The Indiana Department of State Revenue should have granted a medical equipment company’s request for a sales tax refund, the Indiana Tax Court ruled, finding the department is bound by its published ruling interpreting the exemption at issue.
Wanee Music Festival is the annual gathering of Allman Brothers Band family and friends at the amazing Spirit of Suwannee Music Park in Florida. When the band called it quits in 2014, the festival continued with headlining slots from members of the band and their respective groups. Butch Trucks & The Freight Train Band were scheduled to perform at the Wednesday pre-party, with Les Brers in a headlining slot over the weekend. With the sudden passing of drummer and bandleader Butch Trucks, fans wondered who would replace the two slots.Now, the festival announces that The Freight Train Band will perform their previously-scheduled slot with special guests and brothers Luther Dickinson and Cody Dickinson from North Mississippi Allstars. The band will close out the night after the New Orleans Suspects, Crazy Fingers, Ben Sparaco Band, Matt Reynolds, and Brothers & Sisters start the party.While no announcement has been made about the continuation of Les Brers, which features Jaimoe, Oteil Burbridge, Marc Quiñones, and other ABB-family members, we expect, and hope for, an appropriate tribute for all attendees to enjoy.The festival will run from April 20th through the 22nd, at the Spirit of Suwannee Music Park in Live Oak, FL. Wanee will see headlining sets from Bob Weir (2 days), Widespread Panic, Trey Anastasio Band, Gov’t Mule and Dark Star Orchestra (2 sets).The full lineup includes Dr. John & The Nite Trippers, JJ Grey & Mofro, Les Brers, Jaimoe’s Jasssz Band, Blackberry Smoke, Leftover Salmon (music of Neil Young), Matisyahu, The Greyboy Allstars, Keller Williams’ Grateful Grass, Papadosio, Turkuaz, Pink Talking Fu (music of David Bowie & Prince), DJ Logic, Kung Fu, Pink Talking Fish, Bobby Lee Rodgers Trio, Devon Allman Band, Marcus King Band, Yeti Trio and Brothers & Sisters.
Whether or not you knew what they stood for, everyone who listened to music in the earliest days of the 21st century is familiar with the characters “MP3.” MP3 files were the new standard that began to make your CD collection obsolete. With the rise of iTunes (and illegal file sharing platforms like Napster and LimeWire), MP3 and Digital Rights Management became hot-button topics in the media, as the market for music shifted from the “physical” to the “digital.”While the MP3 held strong as the leading format (at least in terms of prevalence) for many years, as the music industry has moved away from downloads and toward streaming, the ubiquitous file format has become increasingly obsolete. This is in addition to the rise of high-fi streaming services like Tidal, which cater to listeners who desire the highest possible sounds quality (the MP3 coding format is notorious for degrading the audio quality of music files).Last week, the “death” of the MP3 was made official by The Fraunhofer Institute for Integrated Circuits, a division of the state-funded German research institution that bankrolled the MP3’s development in the late ’80s. The company recently announced that its “licensing program for certain MP3-related patents and software of Technicolor and Fraunhofer IIS has been terminated.”Bernhard Grill, director of that Fraunhofer division and one of the principals in the development of the MP3, told NPR over email that another audio format, AAC — or “Advanced Audio Coding,” which his organization also helped create — is now the “de facto standard for music download and videos on mobile phones.” He said AAC is “more efficient than MP3 and offers a lot more functionality.”Of course, referring to Mp3 as being “dead” is something of a misnomer. Just like when the CD was declared “dead” at the height of MP3 and digital audio downloads, virtually everyone out there still has a bunch of Mp3s on their computer that they listen to, and will continue to do so for some time. But with those who peddle the audio format closing the pipeline, this is the beginning of the “phasing out” of this era in music consumption.The MP3 may be “dead” but its effect on the digital landscape is profound. It enabled easier downloading of audio files during the broadband days of the internet and drove technical newcomers to join the cyber age. MP3 players exploded in popularity and led to the iPod and iTunes, which in turn fueled the mobile technology-oriented world we live in today.[h/t – NPR]
8Crimson forward Philip Zielonka beats Clarkson’s goalie on the stick side to score the third goal. Harvard went on to win 6-3. Rose Lincoln/Harvard Staff Photographer 5Forward Jess Harvey ’16 looks to pass a loose puck in front of goalie Brianna Laing ’17. Jon Chase/Harvard Staff Photographer 11Crimson forward Brian Hart ’16 reaches for his airborne stick after colliding with a BU player. Jon Chase/Harvard Staff Photographer 17The scoreboard at TD Garden shows the score tied before the start of the fifth period, or the second overtime. BU won the game with a goal just minutes into the second overtime. Jon Chase/Harvard Staff Photographer 20Abbey Frazer ’17 rushes to beat her Yale opponent to the puck during the first ECAC women’s hockey quarterfinal game. Rose Lincoln/Harvard Staff Photographer 1The Harvard women’s hockey team practices at Bright-Landry Hockey Center. The team is currently ranked fourth in the nation. After defeating Yale in the ECAC quarterfinals, the Crimson will face No. 3-seed Quinnipiac in the ECAC semifinals this Saturday. Jon Chase/Harvard Staff Photographer 19Sami Reber ’15 leads a charge up ice ahead of several Yale players during the first ECAC quarterfinal game. Rose Lincoln/Harvard Staff Photographer 6The Harvard men’s hockey team stands for introductions before playing Clarkson at Bright-Landry Hockey Center on Jan. 16. Rose Lincoln/Harvard Staff Photographer 14Crimson defenseman Jake Horton ’18 tries to direct a bouncing puck past BU goaltender Matt O’Connor, to no avail. Teammate Seb Lloyd ’18 waits in the wings (right). Jon Chase/Harvard Staff Photographer 9Fans and players celebrate Harvard’s second goal of the night. Rose Lincoln/Harvard Staff Photographer 4Katey Stone, the Landry Family Head Coach for Harvard women’s ice hockey, is the winningest coach in the history of Division I women’s hockey, with 402 victories. Jon Chase/Harvard Staff Photographer 13A small but vocal Crimson cheering section tries to outshout BU rivals as their teams battle on the ice. Jon Chase/Harvard Staff Photographer 10Crimson players Wiley Sherman ’18 (from left), Desmond Bergin ’16, and Clay Anderson ’17 take a few quiet moments as they prepare to take the ice against their crosstown rivals Boston University in the Beanpot opening round. Jon Chase/Harvard Staff Photographer 3Crimson goalies Brianna Laing ’17, left, Emerance Maschmeyer ’16, center, and Molly Tissenbaum ’17, far right, converge for an impromptu meeting at mid-ice. Jon Chase/Harvard Staff Photographer 12Crimson forward Eddie Ellis ’18 tries to shovel-pass the puck to a teammate despite being flat on the ice at TD Garden. Jon Chase/Harvard Staff Photographer 15Crimson co-captain Kyle Criscuolo ’16 goes airborne while getting off a pass to a teammate before dropping to his knees. Jon Chase/Harvard Staff Photographer 7Harvard’s Joey Caffrey is followed closely by Clarkson’s Pat Megannety. Rose Lincoln/Harvard Staff Photographer The Harvard men’s hockey team came into this year’s Beanpot Tournament with high hopes, having beaten two of their possible opponents, top 10-ranked Boston College and Boston University, earlier in the season. When Harvard and BU played on Feb. 3, the game was one for the ages.The Crimson were up 3-1 midway through the second period, looking like a good bet to upset the then-No. 2 team in the country. But BU scored twice more in the second to pull even, with neither side able to find the net again in regulation. It was on to overtime, with a blank first period. Then, two minutes into the second overtime, BU’s Danny O’Regan, brother of Harvard forward Tommy O’Regan, scored the winner.The Crimson had played well, especially goalie Steve Michalek, who set a Harvard and Beanpot record with 63 saves. Two weeks later, the Crimson lost again in overtime, this time 3-2 to BC.The women’s team has been on a tear all season. Currently ranked No. 4 nationally, it beat Yale twice last weekend to clinch a spot in the ECAC semifinals this weekend. In the first game, Miye D’Oench and Sydney Daniels scored for the Crimson as they won, 2-1. It was Daniels’ sixth game-winning goal of the season. Emerance Maschmeyer was solid in goal with 22 saves, half of them coming in a hectic final period.The following night, the teams played again, the format being a best-of-three series. This time the Crimson upped their game even more, shutting out their rivals 3-0 on the strength of Maschmeyer’s 24 saves. Sami Reber, Josephine Pucci, and Daniels scored for Harvard. Daniels again scored the game-winner.The Harvard men will host Brown, the 11th seed, in a best-of-three ECAC series beginning Friday at 7 p.m. Game two will be played Saturday at the same time, as well as game three on Sunday, if necessary. The Harvard women face No. 3-seeded Quinnipiac on Saturday, with a chance to make the ECAC Championship Game the following day in Potsdam, N.Y.For the latest updates, visit Harvard Athletics.— Jon Chase 18Lexie Laing ’18 uses her body to protect the puck from her Yale opponent during the first ECAC quarterfinal game. Harvard won, 2-1. Laing has nine goals and 13 assists for 22 points, the fifth highest on the team. Rose Lincoln/Harvard Staff Photographer 2Miye D’Oench ’16 high-steps as she flicks a puck toward goalie Emerance Maschmeyer ’16 during practice. Jon Chase/Harvard Staff Photographer 16Forward Seb Lloyd ’18 lets out a yell while sprawling to the ice trying to maneuver between BU’s goalie and a defenseman. Jon Chase/Harvard Staff Photographer 21Harvard forward Haley Mullins ’18 tries to poke the puck past Yale’s goalie. Harvard won 2-1, and the following day beat Yale 3-0 to qualify for the semifinals. Rose Lincoln/Harvard Staff Photographer