jollibee vow SANTA CLARA, Calif. (AP) — When the San Francisco 49ers used a third-round pick to draft Jake Moody last year, the hope was it would settle their kicking position for years to come. A shaky second half to Moody's second season with San Francisco has put that into question headed to the offseason. Moody missed his sixth field goal in the past seven games last week, leading to questions about whether the 49ers will need to replace him or at least bring in competition for next season. Coach Kyle Shanahan expressed confidence in Moody on Thursday, attributing some of the struggles to a high ankle sprain he suffered in his kicking leg earlier in the season. “I still feel the same about him, that I believe he is going to be our guy," Shanahan said. “Everyone has got to perform and do things like that and I think he has had a tough year. ... I thought he was doing really well and then had a high ankle sprain to his kicking foot. Since he’s come back, he hasn’t been as consistent, obviously. But I think a lot of that probably has to do with that, just common-sense wise.” Moody got off to a strong start this season, making all six field goals he attempted in the season opener and going 13 for 14 before injuring his ankle while attempting to make a tackle on a kickoff return in Week 5. He missed three games and has struggled since he returned. He missed three field goals in first first game back at Tampa Bay, two more in the snow at Buffalo in Week 13 and then a 41-yarder last week against the Dolphins. “That’s the great thing about kicking is, you can be as talented as whoever and you can struggle,” Moody said. “I feel like this year, I’ve struggled. It doesn’t really waver my confidence or anything. I feel like, throughout my entire life, I’ve gone through struggles, I’ve gone through high points. The biggest thing is to just stay consistent, not change anything.” Moody had an up-and-down rookie season, making 21 of 25 field goals in the regular season and missing only one extra point. But he missed a potential game-winning kick in a loss at Cleveland and missed field goals in playoff wins against Green Bay and Detroit. Moody then made three field goals in the Super Bowl with two coming from more than 50 yards, including a go-ahead 53-yard kick late in the fourth quarter against Kansas City. But Moody also had an extra point blocked in that game. “I believe we’ve got the right guy and I think that eventually, I think he has shown that at times,” Shanahan said. "I thought he showed that at times his rookie year. I thought he showed that big time being 12 out of 13 to start this year. And I think he’ll show us all that in the future.” NOTES: The Niners placed LT Trent Williams on IR after his ankle injury hasn't healed as quickly as hoped. Shanahan didn't think there were any long-term issues. ... LB Dre Greenlaw (calf) will be shut down for the rest of the season after playing parts of two games in his return from a torn left Achilles tendon. ... OL Spencer Burford (calf) didn't practice but might be able to play this week. ... San Francisco has signed two OL this week, adding Matt Hennessy and Charlie Heck. ... RB Isaac Guerendo (hamstring, foot) was limited but appears on track to play this week. ___ AP NFL: https://apnews.com/hub/NFL Josh Dubow, The Associated PressUBS's Lefkowitz says U.S. stock valuations are 'reasonable'

( MENAFN - IANS) Guwahati, Dec 27 (IANS) For the first time in Indian Railways, Northeast Frontier Railway (NFR) has embarked upon a novel initiative for maintenance of electrification infrastructure, including Overhead Equipment's and Power supply Installation by collaborating with IRCON, officials said on Thursday. NFR Chief Public Relations Officer (CPRO), Kapinjal Kishore Sharma, said that NFR General Manager Chetan Kumar Shrivastava and IRCON International Limited Chief Managing Director H. M. Gupta signed a Memorandum of Understanding (MoU) on Thursday. He added that the MoU would provide maintenance of Overhead Equipment (OHE) and Power Supply Installation (PSI) in the Lumding and Tinsukia divisions of the NFR. The CPRO said that electrification works of the Lumding and Tinsukia divisions are progressing at a rapid pace with most of the sections already electrified and the balance of 425 RKM set to be commissioned by June next year. Due to the rapid commissioning of the sections, maintenance of electrification works has grown manifold which needs trained and experienced railway personnel for scheduled maintenance and breakdown attention as electric traction is directly related to train operations, Sharma added. He said electrification work in NFR is at a new stage and railway authorities have decided to rope in IRCON for the maintenance and breakdown attention of the sections for a period of two years as a contract addition which marks an exemplary step towards systemic maintenance. According to the officials, the MoU would serve as a platform for NFR to engage in knowledge exchange and access the latest technologies and expertise in the management of electrification infrastructure. IRCON is a reputed organisation well known for undertaking challenging infrastructure projects, especially in difficult terrains in India and abroad since 1976, the CPRO said. The NFR operates in the northeastern states and in seven districts of West Bengal and five districts of north Bihar with more than 6,400 Km of tracks within its jurisdiction. MENAFN26122024000231011071ID1109033445 Legal Disclaimer: MENAFN provides the information “as is” without warranty of any kind. We do not accept any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information contained in this article. If you have any complaints or copyright issues related to this article, kindly contact the provider above.NF Railway Signs Mou With IRCON For Maintenance Of Electrification InfrastructureMind the Gap: Six Tips to Assess Your Healthcare Coverage Before the New Year

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As we step into 2025, businesses are facing an environment defined by uncertainty and complexity. Geopolitical tensions, economic fluctuations, and rapid technological shifts are testing the resilience of even the most established organizations. For chief executive officers (CEOs), the challenge lies not just in reacting to these external headwinds but in proactively steering their companies toward sustained growth and relevance. Last weekend, I traveled to Taiwan to conduct a strategic audit review of the 2025 plans of a family business engaged in real estate and manufacturing. As an outsider and board advisor, my role is to offer an objective perspective, constructive critique, and strategic insight. Over the past three years, I have had the privilege of mentoring the 40-year-old successor of this family business. His openness to guidance and dedication to transparency have been pivotal in achieving meaningful strides, and our relationship underscores the value of mentorship in leadership development. Drawing from my experiences, I’ve identified strategies CEOs can adopt internally to build resilience and maintain agility. These strategies focus on the controllable “P’s”—People, Process, Product, Productivity and Profit. In this first part, we’ll explore People and Process, the foundation for organizational resilience. 1. Prioritize People: The foundation of resilience In a world of constant change, the strength of an organization lies in its people. Employees are not just assets but critical enablers of innovation, adaptability, and growth. For CEOs, fostering a people-first culture is essential to navigating challenges effectively. Here’s how leaders can prioritize their workforce: Upskilling and cross-skilling: Equip employees with diverse competencies to handle evolving market demands. By investing in continuous learning, organizations ensure their teams remain versatile and competitive. Open communication channels: Transparent communication helps align employees with the company’s vision and immediate goals, reducing confusion and boosting morale. Recognition and rewards: Acknowledging and celebrating contributions fosters a sense of belonging and motivates teams to stay engaged. During the strategic audit in Taiwan, I saw firsthand how the successor has embraced a people-first approach. He introduced leadership development programs and aligned incentives with business objectives, enhancing loyalty and building a workforce capable of tackling complex challenges. His efforts exemplify how prioritizing people strengthens an organization’s ability to weather external disruptions. 2. Streamline Processes: Building agility and efficiency Rigid and outdated processes are often liabilities during uncertain times. To stay agile, CEOs must streamline operations, removing bottlenecks and inefficiencies that hinder responsiveness. Agile processes enable organizations to pivot swiftly in response to external shocks or opportunities. Key steps to achieving streamlined processes include: Conducting regular process audits: Periodically review workflows to identify inefficiencies and redundancies. Leveraging digital tools and automation: Implement technology to optimize repetitive tasks, freeing up resources for strategic priorities. Embedding a culture of continuous improvement: Encourage employees to regularly suggest and implement enhancements to processes. In Taiwan, the successor has adopted lean manufacturing practices and modernized workflows in real estate development. These improvements have enabled the company to respond more rapidly to market fluctuations, enhancing their competitive edge. By investing in technology and fostering a mindset of continuous improvement, the business has built the operational agility needed to stay ahead. The role of leadership in people and process Strong leadership is essential to the success of any strategy. As a Board advisor, I emphasize that CEOs must be both empathetic and decisive. Empowering people while driving process improvements requires a balance of soft skills and strategic vision. My collaboration with the successor over the past three years has been marked by mutual respect and transparency. This dynamic has allowed us to address difficult truths, recalibrate strategies, and celebrate achievements together. His willingness to adapt and innovate in the areas of people and process has been critical to his success. Laying the foundation for 2025 As organizations brace for the uncertainties of 2025, CEOs must focus on controllable internal factors. Prioritizing people ensures resilience, while streamlining processes builds agility and operational efficiency. Together, these elements form the bedrock of a thriving organization, enabling it to weather external headwinds while seizing new opportunities. In the next part of this series, we’ll delve into the remaining “P’s”—Product, Productivity, and Profit—to complete the roadmap for sustained success in uncertain times. ====== Register and let’s make a difference—both in business and in the lives of those in need: Dec 11, 2024, Wednesday 9:30 a.m. to 11:30 a.m: Future Proofing 2025: Bold Strategies for Navigating Uncertainty and Driving Growth. This Zoom event is open to the public, where the speakers will share actionable growth strategies tailored for CEOs and business owners to implement in 2025. To secure your spot, contact Thomas +639565128299 and register via this link, Future-Proofing 2025: Bold Strategies for Navigating Uncertainty and Pursuing Growth. 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