Luke Walton will be wanted man on coaching market despite Lakers disaster

first_imgAnd while James might want to retread his old coach, former Lakers guard Tyronn Lue, or his old Olympic teammate, Jason Kidd, Johnson may want a push for Michigan State coach and friend Tom Izzo, who’s given no indication he wants to leave the collegiate ranks.Expect Buss, who has backed Walton all year, to support a reasonable, qualified head coach who can please multiple factions, like Monty Williams, who led New Orleans to playoff appearances in 2011 and 2015, and maintains a strong relationship with Lakers trade target Anthony Davis.It figures to be a hectic process for the Lakers. Maybe, for Walton, it’s a good thing that he’s getting going while the getting is good, no matter where he lands. MORE: Lakers could learn about identity from LA neighborsNow, as the Lakers slog through the final month of this miserable season, Walton appears to be on a countdown to the end of his tenure in LA.There’s been a wave of speculation about Walton all year, which makes him an excellent subject of this week’s Friday Rumor-rama.First, while the focus has been on whom the Lakers will target to replace Walton, there is also the issue of Walton’s future. Despite the battering he’s taken from fans, the media and within his own organization this year, Walton will still be an active candidate for coaching jobs this summer.He did, of course, go 39-4 filling in for Steve Kerr with the Warriors in 2015-16, and in two years with the Lakers, he brought them from 17 wins before he arrived to 26 wins, then to 35 wins last year. He could take time off, but if he decides to seek another job, he’ll be a wanted man for rebuilding teams.The Suns have not committed to bringing first-year coach Igor Kokoskov back for next season, and with just 16 wins, Phoenix could take a step backward in a season in which improvement was expected. A source told Sporting News that Walton, who starred at Arizona, is seen as a top potential replacement for Kokoskov should the Suns make a move.But Walton could look elsewhere for opportunities, given the apparent dysfunction in Phoenix. According to sources, the Cavaliers will seek a coach who can develop the franchise’s young players, particularly point guard Collin Sexton and whomever the Cavs select in this year’s draft. Should Cleveland land a top-three pick, the job will look much better.TRADE RUMORS: “No way” Pelicans send Davis to LakersWalton has ties to the Cavs, having finished out his playing career in Cleveland at the same time (2012-13) that current GM Koby Altman joined the franchise.”He wants to stay in the game,” one league source with knowledge of the situation said of Walton. “For most front offices, I think you look at what he did in Golden State, what he did in LA before LeBron came, and you have to say he has a good, solid resume developing players, dealing with stars.”Have to think Phoenix would jump on him, if everything falls into place, but he might get a better offer.”As for the Lakers, expect the coaching search to be packed with drama, a power struggle between Johnson, James’ camp and controlling partner Jeanie Buss. It was James’ associates, remember, who tried to get the Lakers to hire former Heat assistant David Fizdale (who went to the Knicks) last spring before James joined the team, an idea that was quickly nixed by Buss. The fate of Lakers coach Luke Walton may well have been sealed, oddly enough, on one of the better days in the recent history of the franchise: July 1 of last summer, when the team got LeBron James to sign a four-year contract. That’s because in meeting with James that day, team president Magic Johnson did not include Walton as part of the group making the Lakers’ pitch.James didn’t meet with Walton until two weeks after he joined the team last summer, reminiscent of the weeks he waited before sitting down with coach David Blatt when he signed with the Cavaliers in 2014. Blatt lasted the next season thanks to a Finals trip, but he was axed midway through the following year.last_img read more

Traditional International Race ’25 May’ held in Tuzla

first_imgTraditional International Race ’25 May’ in organisation of Cycling club ‘Zmaj od Bosne’ Tuzla was held on Thursday and clubs from BiH and region participated, reports Fena.The race started in front of café Sidney and afterwards cyclists rode to Kapija, a place of 1995 tragedy, and the race finished in Čaklovići.The winner of the race was Dejan Marić from Kragujevac, the second was Mensur Čorić from Tuzla and the third was Bruno Kristić from Vinkovci.The race had three categories: juniors, U23 and elites.The best junior cyclist was Srećko Gajić from Banja Luka, followed by Vedran Sandalj from Banja Luka and Muhamed Liha from Bihać.The best U23 cyclist was Mensu Čorić from Tuzla, followed by Refik Ramić from Tuzla and Mujo Kurtović, also from Tuzla.In the category of elites the best cyclist was Đulaga Trejić from Tuzla, followed by Adnan Bečić and Nikica Atlagić from Banja Luka.Winners were later awarded with money prizes, said PR of Cycling club ‘Zmaj od Bosne’.last_img read more

EY reports a 197 mean gender pay gap

first_imgProfessional services organisation EY has reported a mean gender pay gap of 19.7% for fixed hourly pay as at 5 April 2017.The organisation has reported its gender pay gap data in line with the government’s gender pay gap reporting regulations and ahead of the private sector submission deadline of 4 April 2018. In addition, EY’s Pay gap report 2017 also includes voluntary disclosures, such as its ethnicity pay gap.The gender pay gap reporting regulations require organisations with 250 or more employees to publish the difference between both the mean and median hourly rate of pay for male and female full-time employees; the difference between both the mean bonus pay and median bonus pay for male and female employees; the proportions of male and female employees who were awarded bonus pay; and the proportions of male and female full-time employees in the lower, lower middle, upper middle and upper quartile pay bands.The median gender pay gap for fixed hourly pay is 14.8% as at 5 April 2017.The mean gender pay gap for bonuses paid in the year to 5 April 2017 is 43.5%, and the median gender pay gap for bonus pay is 35.2%. Over this period, 52.3% of men received a bonus payment, which is based on performance and seniority, compared to 57.8% of women.More than a third (35.5%) of employees in the highest pay quartile at EY are women, compared to 47.8% in the second quartile, 53.7% in the third quartile, and 51.4% in the lowest pay quartile.The mean black and minority ethnic (BME) pay gap for hourly fixed pay is 17.3% at 5 April 2017, and the median BME pay gap is 9.8%. The mean ethnicity pay gap for bonuses paid in the 12 months to 5 April 2017 is 34.1% and the median BME pay gap for bonus pay is 35.7%. In this timeframe, 46.2% of BME employees received a bonus payment, compared to 61.3% of white employees.Less than a fifth (19.3%) of employees in the highest pay quartile at EY are BME, compared to 31% in the second pay quartile, 33.5% in the third pay quartile, and 29.6% in the lowest pay quartile.Two-fifths (40%) of EY UK’s board are women, and 6% are BME. Of its overall partnership in the UK, 20% of partners are female and 9% are BME.EY attributes both its gender pay gap and ethnicity pay gap to the make-up of its workforce, with more men and non-BME employees working across senior levels in the business. EY’s analysis found that there is a larger proportion of women employed in more junior, administrative and workplace service roles. For the organisation’s client serving staff, the median gender pay gap is 9.6% and the median ethnicity pay gap is 8.6%.EY has implemented more than 20 initiatives to date in order to improve diversity at the organisation. This includes mentoring and sponsorship programmes, such as its CareerWatch and BME Leadership programmes, inclusive leadership training, career and family coaching, and promoting flexible working, which 84% of employees currently utilise. In addition, EY has more than 26 employee networks in place, including its EY Black Network and Women’s Network, as well as its EY Reconnect network, which helps employees back to work after a career break.EY also monitor its recruitment, promotion, performance assessment and nomination to leadership programmes processes to take into consideration gender and race. This includes placing a greater focus on the representation of women and ethnic minorities on its client project teams, and using shared parental leave policies to encourage decision making around being a working parent as gender neutral as possible, as well as accessible to all.The organisation is also committed to making progress on its gender and ethnicity targets, which are measured on a three-yearly rolling basis. EY aims to have at least 30% female and 10% black and minority ethnic representation in its new partner intake every three years. For 2017, these figures stand at 27% and 13% respectively.Steve Varley (pictured), managing partner at EY UK, said: “We have made strong progress in the last five years to improve the representation of diverse talent, in all its forms, and we have an action plan in place to tackle this business critical issue. However, we know there is more work to do to speed up the process of achieving parity in the workplace and looking at this challenge through the lens of the pay gap figures has given us even greater resolve.“Publishing both our gender and ethnicity pay gap will help to ensure that we have an equal and sustained focus internally on improving these measures of diversity. We also hope to advance change by encouraging other businesses to follow this approach. It is a commercial imperative for EY and part of our business purpose, to build a better working world, improving diversity and inclusion in our own business and contributing to change in wider society.“To increase the diversity of our own organisation we have taken a two-pronged approach; the first is the most fundamental, cultural change. The ‘game changer’ on this agenda is shifting the perceptions and behaviours of our people across the organisation, to create an inclusive and flexible working culture, where everyone can thrive and be themselves at work. At the same time we know that, by particularly supporting our female and BME talent with targeted initiatives, we can increase the diversity of our leaders.”last_img read more