DESIGN CHALLENGES OF SOLVING CIRCULAR GEOMETRY IN RESIDENTIAL BUILDINGS

A dimensional geometrical shape such as a circular shape has been established all throughout the history of building design planning in order to find out the suitable arrangements for the living spaces: One of the most unusual designs planning in architecture is circular planning. Moreover, residential buildings that contain a circular plan are not built that frequently as well, but they still are a part of architecture since prehistoric times. Unfortunately, there are significant issues in such buildings, such as a structural challenge within the design module with orientation problems. In other words, there is a missing of the optimum use of space with acoustic problems including difficulties of furnishing. This paper therefore aims to provide the evidence that the geometry of a tiny minority of residential buildings are circular, and it questions why this is so. In addition, it intends to encourage the use of this type of buildings and to propose innovative design methods that can be applied in the circular residential buildings, trying to justify the architectural spaces to fit with the curvilinear walls and the recognition of the advantages produced within such buildings. To achieve this aim, this paper will begin by presenting literature review, based on desk research, carried out by re-reading the philosophical background of circular plans and its function. After that, the paper will theoretically highlight the historical use of circular-plan residential buildings, and will clarify the solution of design module, structural and services’ cores, circulation between apartments, terraces, and external walls, within the curvy design. The paper will investigate two case studies such as “Tour Lumière” 2017 by Jacques Ferrier in France, Paris and “Edelweiss Residence” 2010 by Matteo Thun & Partners in Austria as a consequence to comprehend their project\u27s concept and how they solved the circular form of their buildings

Modifying effect of dual antiplatelet therapy on incidence of stent thrombosis according to implanted drug-eluting stent type

Aim To investigate the putative modifying effect of dual antiplatelet therapy (DAPT) use on the incidence of stent thrombosis at 3 years in patients randomized to Endeavor zotarolimus-eluting stent (E-ZES) or Cypher sirolimus-eluting stent (C-SES). Methods and results Of 8709 patients in PROTECT, 4357 were randomized to E-ZES and 4352 to C-SES. Aspirin was to be given indefinitely, and clopidogrel/ticlopidine for ≥3 months or up to 12 months after implantation. Main outcome measures were definite or probable stent thrombosis at 3 years. Multivariable Cox regression analysis was applied, with stent type, DAPT, and their interaction as the main outcome determinants. Dual antiplatelet therapy adherence remained the same in the E-ZES and C-SES groups (79.6% at 1 year, 32.8% at 2 years, and 21.6% at 3 years). We observed a statistically significant (P = 0.0052) heterogeneity in treatment effect of stent type in relation to DAPT. In the absence of DAPT, stent thrombosis was lower with E-ZES vs. C-SES (adjusted hazard ratio 0.38, 95% confidence interval 0.19, 0.75; P = 0.0056). In the presence of DAPT, no difference was found (1.18; 0.79, 1.77; P = 0.43). Conclusion A strong interaction was observed between drug-eluting stent type and DAPT use, most likely prompted by the vascular healing response induced by the implanted DES system. These results suggest that the incidence of stent thrombosis in DES trials should not be evaluated independently of DAPT use, and the optimal duration of DAPT will likely depend upon stent type (Clinicaltrials.gov number NCT00476957

Employer reputation analysis and insights on how to attract next gen talent in the fast-service industry

McDonald’s Corporation is the world’s biggest burger and fast-food restaurant chain. With the ongoing war for talent, it is becoming increasingly hard for McDonald’s to attract management talent for its franchise facilities. A shortage of available workforce on the labor market is accompanied by an increased need for more talent triggered by growth ambitions. Before the COVID 19 crisis, the labor market was facing historic low unemployment rates on the one hand, and a war for talent on the other hand caused by a growing business. On an industry level, new competitors are entering the Belgian IEO segment (Informal Eating Out segment) like KFC, Burger King, and Five Guys. Other industries including retail, food delivery, e-commerce are also the competitors in terms of workforce, often appearing more attractive due to the absence of night shifts, autonomy, and better balanced work schedules. From a company perspective, McDonald's is also experiencing a substantial growth per restaurant, combined with an extensive new store opening plan. The general aim of this project is to focus on the Managers’ hiring category, and gain insights on how to attract NextGen (i.e., Next Generation) talent for this category better by exploring the job needs and wants of this age group. The focal management question is how can McDonald’s optimize its efforts to attract NextGen talent that take up a management role in its franchises in Belgium in the coming 1 to 3 years? To answer the focal management question, McDonald’s wants to get a clear view of the job expectations of NextGen talent. What do millennials (1980- 96) and Gen Z (1997-2013) expect from future employers like McDonald’s? Furthermore, there is a need to obtain clarity on the perception of millennials and the Gen Z generation on (1) McDonald’s general image as an employer and (2) on the management jobs offered at its franchises. Research demonstrates a significant gap between the internal and external employer reputation of McDonald’s, so there is a need to have a better understanding of the root cause of this. McDonald’s is facing an incongruent situation where the external image is not as strong as the internal experiences. In a first qualitative research phase, to gain insights on how to tackle the problem, we conducted a literature review and 3 in-depth interviews with HRM and talent enablement Experts, NextGen Specialists, and McDonald’s internal experts. In a next quantitative research phase, a survey was executed with a sample of 99 respondents of which 55 respondents were targeted school audience and 54 were broader group of respondents. Next to that, a sample of 11 employees of McDonald’s was interviewed. In the data analysis phase various techniques were used (e.g., text mining, correlation establishment, persona (mis)match assessment,) to distil tangible insights from the output of this research. The main results showed a clear shift in the expectations of millennials compared to before. People want to work for a cause, want to have an impact and want to have time for their family and friends. Aspects like salary and work security were clearly not ranked in top positions anymore. The gap between external and internal employer reputation also shows that there is a clear lack of communication about what working at McDonald’s looks like. These findings made us think about several ways to improve the external employer branding of McDonald’s. These will be discussed in the following chapter

Implementation and evaluation of a longitudinal diabetes educational programme for adolescents

Introduction International guidelines recommend structured and continuous educational programmes to expand diabetes knowledge and self-efficacy in youth. To address these recommendations within a paediatric diabetes clinic, we conducted a three-phase quality improvement project aimed at improving adolescents’ confidence in diabetes self-management skills.Methods In phase 1, the Diabetes Learning Centre (DLC), an educational programme for adolescents with type 1 diabetes (T1D) ages 13–17 years, was developed and implemented. Programme feasibility was evaluated through programme attendance rates. Phase 2 aimed to guide ongoing programme development and optimisation. DLC attendees rated their baseline confidence in overall and individual T1D self-management skills on a 5-point Likert scale. Patient characteristics were summarised using descriptive statistics and the association between patient characteristics and overall confidence in T1D self-management was evaluated. Phase 3 used patient surveys to evaluate patient satisfaction and reported change in confidence in self-management skills following DLC attendance.Results In phase 1, 232 (81%) of eligible adolescents attended the DLC during the study period. In phase 2, median overall confidence in diabetes management on a Likert scale (0–4) was 3, representing ‘quite confident’, although confidence was low in some essential self-management skills. Higher confidence was associated with lower HbA1c (p<0.001). In phase 3, 77 (85%) of participants reported high levels of satisfaction with the DLC. 106 (82%) of completed worksheets were associated with improved confidence in the diabetes self-management skill addressed.Conclusions Implementation of a longitudinal T1D educational model was feasible with good uptake in an existing T1D programme. While confidence at baseline was quite high for overall T1D self-management, it was low in some essential self-management skills, highlighting the need for this programme and specific educational gaps. Adolescents reported improvements in confidence and high levels of satisfaction following DLC attendance. Our model provides a replicable programme template to address longitudinal education needs