Download PDF by : The New Yorker (30 May 2016)

Evaluation: the recent Yorker is a countrywide weekly journal that provides a signature mixture of reporting and remark on politics, overseas affairs, enterprise, expertise, pop culture, and the humanities, in addition to humor, fiction, poetry, and cartoons.
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To score well, a gymnast simply had to meet a minimum level of difficulty and not screw up. Gold medals were being given to safe routines that limited mistakes, while gymnasts who pushed the sport’s boundaries received no reward. ) In 2006, the International Federation of Gymnastics did away with the perfect ten, to the initial chagrin of pretty much everyone. “It’s crazy, terrible, the stupidest thing that ever happened to the sport of gymnastics,” Bela Karolyi said at the time. ” The new system, laid out in the Code of Points, is an open-ended one, in which gymnasts are given two marks: one for execution, worth up to ten points, and another for difficulty, which is theoretically infinite.

Earlier this year, Maggie Nichols, who is an Olympic contender, was practicing Biles’s Amanar vault when she under-rotated and tore the meniscus in her knee. Several promising gymnasts who routinely beat Biles earlier in their careers have been sidelined with injuries. 5”—because many gymnasts retire around the time that professional athletes in other sports are beginning their careers. “It’s such a short window,” Boorman said. ” Gymnasts prefer to grow either early or late—Biles has barely grown since she was thirteen—and although being tall is not a death sentence, a spurt at the wrong time can force a gymnast to relearn each of her flips and twists with weight in different places.

Most Swiss banks had compliance procedures designed to prevent tax evasion, money laundering, and other financial crimes. C. executive vice-president in charge of compliance in Luxembourg, • and who worked closely with the Geneva bank, told me that “compliance really took a back seat” to making profits. Shelley found that when compliance officers raised too many questions about large deposits with dodgy origins they risked being sidelined. Compliance was often perceived as “a business-prevention department,” and as a result the division was chronically understaffed.

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The New Yorker (30 May 2016)

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