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Reading the judgement, Norwegian Judge Erik Mose spoke of the "paucity" of the evidence against Mr Bagilishema, and said that the testimonies of many of the witnesses presented against him were contradictory and unreliable.
By a majority of two to one, the panel of three judges found that there was insufficient evidence to support any of the seven charges against Mr Bagilishema.
Throughout the trial, Mr Bagilishema had always maintained that he had tried to protect Tutsis, but had not been able to prevent all the attacks.
He was presented by his defence team as a good mayor dedicated to peaceful co-existence of Hutus and Tutsis.
The prosecutor has already said that he intends to appeal against the acquittal, and has also requested that the tribunal keep Mr Bagilishema in custody for another 30 days, in case he flees or poses a threat to witnesses.
The tribunal's normal procedure is for acquitted suspects to be released immediately.
The tribunal has been sitting in Arusha, Tanzania since November 1994 to look into the genocide that left about 800,000 people dead.
There is frustration in Rwanda at how slow the Arusha process has been. The tribunal has found only eight people guilty so far.
Select up to 3 trims below to compare some key specs and options for the 2009 Ford Taurus X. For full details such as dimensions, cargo capacity, suspension, colors, and brakes, click on a specific Taurus X trim.
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About us: Dr. Howard J. Schertzinger, Jr.
Story From OrthoCincy: About us: Dr. Howard J. Schertzinger, Jr.
Dr. Schertzinger treats patients with spine pain and has a strong interest in bone health and fragility fractures.
Dr. Howard J. Schertzinger, Jr., received his M.D. from The Ohio State University College of Medicine, and he completed an internship in Internal Medicine and Pediatrics at Duke University School of Medicine. Dr. Schertzinger completed a fellowship in Sports Medicine at the University of North Carolina and is board cer...
Dr. Schertzinger joined Commonwealth Orthopaedic Centers after many years in his own practice treating sports injuries, arthritis, spine disorders, and osteoporosis. He serves as Adjunct Assistant Professor of Internal Medicine at The Ohio State University College of Medicine and is a frequent speaker throughout the co...
Dr. Schertzinger treats patients with spine pain and has a strong interest in bone health and fragility fractures. He sees patients with work-related injuries as well.
Dr. Schertzinger sees patients in OrthoCincy’s Florence and Mt. Auburn offices.
It might not seem to be a good idea at this point in time to come up with slimmer smartphones, since there is this particular issue about the iPhone 6 Plus bending with some pressure applied at a certain angle. However, this has not stopped the folks over at Oppo with their latest announcement, the Oppo R5, which looks...
The China-based Oppo and their latest handset that is touted to be the world’s slimmest happens to carry the dimensions of 148.9mm x 74.5mm x 4.85mm, which clearly makes it the first of its kind to actually go under the 5mm department. Despite being extremely slender, this 3D-welded aluminum profile looks set to impres...
Apart from that, there is also a 5.2” AMOLED display with a resolution count of 1080 x 1920 pixels, while running on a 64-bit Snapdragon 615 SoC that boasts of eight Cortex-A53 cores which jives to the tune of 1.5GHz, making it more than just a decent performer. Would you fork out half a grand for the Oppo R5?
Filed in Cellphones. Read more about Oppo.
Sir David Attenborough in Beijing, holding a fossil of hadrocodium, as featured in the Smithsonian Channel series, “Rise of Animals – Triumph of the Vertebrates,” premiering Wednesday, May 13.
Sir David Attenborough, the world-famous nature host, recently found himself in a bat cave in Borneo, dangling from a rope 300 feet (91 meters) above the ground, as a drone hovered around filming him.
At 89 years old, the narrator and host of such well-known programs as the BBC's "Life" and "Planet Earth" series shows no signs of slowing down. He made an appearance here last week at the Smithsonian Institution National Museum of Natural History to preview his latest show, "Rise of Animals: Triumph of the Vertebrates...
"We decided in the end that I would hang from a rope 300 feet above the ground," Attenborough told the audience. "It wasn't actually my idea."
The bats weren't due to come out until about 6 p.m., but the show's producers hoisted Attenborough into position at about 5 p.m. During the hour that he hung there waiting, Attenborough said, "I thought, gosh, that rope is thin!" When the bats finally arrived and an "octocopter" drone hovered nearby to film the event, ...
Earlier in the day, Attenborough sat down with Live Science to talk about everything from his favorite experience during his travels, to how to stop humans from ruining the planet.
In real life, Attenborough is more soft-spoken than on TV, and looks young for his age (it was the day before his 89th birthday). After all this time, he still manages to conjure up a sense of wonder about the natural world.
While he has had countless amazing experiences during his long and successful career in wildlife broadcast television, Attenborough highlighted one event in particular. "There is one definable moment," he said, "when suddenly, it is breathtaking:" the first time he scuba dived on a coral reef. He described "the sensati...
As someone who grew up on a Hawaiian island, this reporter is very familiar with that experience. When Attenborough heard this, he skillfully pronounced the Hawaiian name of the state fish, "humuhumunukunukuāpua'a" (pronounced hoomoo-hoomoo-nookoo-nookoo-ah-poo-ah-ah).
Attenborough's new show traces the origins of animals, from the earliest vertebrates living in the Cambrian seas some 500 million years ago to the rise of mammals, marking the key developments that allowed animals to survive on land, breathe air and nurture their young. "It's the longest, most dramatic story in the uni...
Despite his amiable manner, Attenborough said he is under no delusions about how humans have impacted the environment. "The evidence is incontrovertible," he said. "We dominate the planet… We take everything we want."
That doesn't mean humans are evil, but "we have to be realistic," he added.
One solution he proposed is to harness more solar energy. If America could put a man on the moon within 10 years of undertaking the project, then finding ways to harvest and store enough energy to support humanity's needs should definitely be possible, he said.
Meanwhile, Attenborough himself plans to keep exploring, and has no plans to retire. "I'm having a ball," he said.
Follow Tanya Lewis on Twitter. Follow us@livescience,Facebook&Google+. Original article on Live Science.
Rajeev Peshawaria discusses his new book: Open Source Leadership: Reinventing Management When There's No More Business as Usual.
The digital age has democratized the workplace. Now employees can wield just as much knowledge and voice as their managers. It’s a profound change that is forcing an evolution in leadership. Rajeev Peshawaria, who heads the Iclif Leadership and Governance Centre in Malaysia, explores the idea in his new book, Open Sour...
Knowledge@Wharton: How has leadership changed in this open-source environment?
Rajeev Peshawaria: If you look at what technology has done in the last five to six years with the way we live at home and at work, there are two major things. One, ordinary people today are much more empowered than ever before because everybody has a super-computer in their pocket. I can join any debate I want to. I ca...
The second thing is that the 21st century is facing both amazing opportunities as well as daunting challenges related to basic things like food, water, jobs, environment. When it comes to leadership in the 21st century in the open-source era, just showing up to work and telling people what to do is not enough. Just cre...
Knowledge@Wharton: You have noted that Uber, the world’s biggest taxi company, does not own their taxis. The world’s largest hotel chain, Airbnb, doesn’t own the properties it rents. From that perspective alone, businesses are dynamically changing because of technology. Do you think that change is going to continue sig...
Peshawaria: Absolutely. It is just the tip of the iceberg. Two things that mark the open-source era, one of which we are talking about right now, is uber connectivity. Everything and everyone is super-connected, and that is why these new business models are emerging. Old business models are obliterating at a rate faste...
Knowledge@Wharton: These are changes that are happening in a majority of sectors, not just a couple of areas.
Peshawaria: Yes…. The question is, are large companies’ management practices keeping pace, and are they prepared for what’s coming?
Knowledge@Wharton: There has been tension at times between millennial employees and their managers, who may be in the baby boomer generation and not willing to accept what they bring to the table. Is that changing as millennials are providing more, partly because they’re the largest segment of the workforce?
Secondly, I look at college kids today. I don’t remember our generation having the kind of pressure that current college kids are going through with their coursework, etc. To say that they don’t work hard, to say that they don’t have the right work ethics, in my opinion, is dead wrong and not helpful.
Knowledge@Wharton: It’s not that students aren’t working hard, it’s that there is sometimes a mismatch between what they are learning in college and what they need to be the next generation of leaders.
Peshawaria: You’re absolutely right on that because we are in the fourth industrial revolution. If you look at the other previous revolutions in history, education takes a little bit of time to adjust to create what is needed in terms of skills and attitudes for the next wave. That’s the period we are going through now...
Knowledge@Wharton: You also discuss something called autocratic leadership. What is that?
Peshawaria: If you look at any literature on leadership, chances are you will find that when it talks about leadership style, most books idealize the democratic, all-inclusive style of leadership. You must get to consensus, you must love everybody, you must take everybody along with you. On the other hand, you have peo...
We asked over 16,000 people in 28 countries what’s common between great leaders. We gave them a set of behaviors to choose from, half of which were autocratic and half were democratic behaviors. Without exception, all 28 countries in our global study overwhelmingly agreed that to create breakthrough innovation and succ...
Knowledge@Wharton: Many companies are trying to bring more groups and subsets together within their organizations to focus on innovation. Do you think this trend will continue?
Peshawaria: I think so. I think group innovation — getting people together to put their heads together to innovate — is what it will take because the world is getting way too complex for any one person to have all the answers. I also think that the speed and the frequency of innovation is going to make a difference in ...
Knowledge@Wharton: How will this change the structure of companies and the traditional corporate ladder?
Peshawaria: Some people are predicting the death of the corporation in the next 20 to 25 years. I don’t go that far. But there will be profound changes. You will still have traditional research and development departments within organizations, and some of the work they do will still be secretive. But a huge amount will...
Knowledge@Wharton: Where do you stand on the state of leadership training?
Peshawaria: The problem with leadership training is we’ve been confusing followership with leadership for a long time. As parents, we love kids who listen to us and obey, and we sort of whack them into submission if they don’t. Then we reward them. In school and college, teachers’ pets are the people who do exactly wha...
In big companies, my bonus partly depends on whether I get a good score on my employee engagement survey, which makes me a pleaser, not a leader. And in the boardroom when I present a great strategy, the first question they ask is, “Where is the McKinsey Report that says 10 best-practice companies have already done it?...
The other problem is we equate title and position with leadership. The president is automatically the leader of the country. The prime minister is automatically the leader of the country. The CEO is the leader of the company. These ideas are not going to work in the 21st century. You have to have a burning desire to cr...
Knowledge@Wharton: Do you expect more companies will open to accepting innovative ideas from the lower rungs of the corporate ladder?
Peshawaria: Absolutely. Many companies are already doing it. I also think this has bearing on how succession planning and future leaders are identified. I think the days of identifying a pool of high potentials and developing them with a special development diet, as was the case in the 20th century, are over. Let me gi...
I think today we have to open it up to everybody to say, “Who has a good idea? Who wants to contribute in what way? Submit your projects.” Then make it no barrier to entry and see where the innovation comes from. The people that raise their hands every year and come up with great ideas and are able to back it up with t...
Knowledge@Wharton: What are the greatest changes you expect to see in leadership?
Peshawaria: We were talking about autocratic leadership before. The biggest change that I see is the fact that leaders are totally exposed and naked, and ordinary people are really empowered. The big dilemma is that our data says that you’ve got to be autocratic if you want to create quick and breakthrough success. The...
I think the big change is going to be for leaders to understand what it means to live in the open-source era totally exposed and naked, and practice what we call positive autocracy. You’re going to have to earn the right to be autocratic by living the right values and by pursuing a purpose at all times. You’re going to...
Third, provide freedom within a framework. Don’t just box people up into rules, policies and procedures because the world is working too fast these days. Instead, build a culture based on values. If United Airlines employees had acted according to values rather than procedures, they probably would not have dragged Davi...
You’ve got to keep listening and learning and reflecting continuously. That’s fourth. Learning and reflection is something that has to become part of the DNA of leaders.
Finally, if you want to create a culture of innovation, you’re going to have to create a lot more forgiveness within the organization. Why forgiveness? Not because it liberates the soul, but there’s a business reason. If you want your company to innovate, you’re going to want people to take risks and try new things. If...
Knowledge@Wharton: More companies are giving more employees the flexibility of working from home. How does that fit with innovation?
Peshawaria: Any extreme is not good. You cannot have every job working from home and people never interact. You need some group interaction for innovation to take place. I think what will emerge is a hybrid model where leaders will decide. The key is not whether you’re working from home, the key is how much flexibility...
By some estimates, 40% of the U.S. workforce is already a free agent, like an Uber driver. The kind of freedom that these people have, you cannot afford not to give a similar kind of freedom to the employees who are full time. Whether that comes purely from working from home or in other ways, leaders are going to have ...
As I was listening to this interview, it occurred to me that the author’s responses were remarkably familiar in the set of concepts, arguments made, but with some twists — familiar with Barbara Kellerman (Harvard Kennedy School)’s discussion of leadership / followers, technology empowering people and making leaders exp...
The PSC was considering a request from Kentucky Power to sell excess coal.
Kentucky Power received approval and recently notified the commission it had agreed to sell a total of 400,000 tons of coal to a Connecticut-based trading company for $44 a ton by the end of the year.
The sale comes amid a changing energy landscape in the country.
In 1990, coal-fired power plants generated about 52 percent of the electricity in the country, while natural gas produced about 12 percent,according to the U.S. Energy Information Administration.
By the end of 2017, coal’s share of national electricity generation had dropped to 30 percent and the share for natural gas had grown to 32 percent, while renewable sources such as wind energy had climbed to 17 percent.
The agency predicted the share of electricity generated using natural gas would edge even higher this summer, to 37 percent.
The switch has been hard on areas where coal traditionally underpinned the economy, particularly in Eastern Kentucky and nearby areas of Central Appalachia.
As coal-fired power plants have closed in the face of greater use of natural gas, the number of coal jobs in Eastern Kentucky dropped from 14,000 at one point in 2011 to just 3,835 in the first three months of this year, according to the state Energy and Environment Cabinet.
Floyd County Judge-Executive Ben Hale said it’s a conservative estimate that those 10,000-plus lost jobs had an average salary of at least $50,000.
That would mean the loss of $500 million in income in a cluster of about 15 counties.
“That’s a heck of a lot of money out of our economy,” said Hale, a Democrat.
The downturn has meant less money not only for families and businesses, but also local governments and schools because of a drop in revenue from a severance tax on mined coal and a lower property-tax assessment on unmined coal.
Hale said Floyd County used to get about $2 million annually — or $500,000 a quarter — from the mineral-severance tax, but with far less mining in the county these days, it received only $60,000 in the most recent quarter.
Local, state and federal officials, entrepreneurs, Kentucky Power and other businesses are working to create jobs in the region in manufacturing, energy, tourism, teleworks and other sectors, but so far nothing has come close to replacing the lost coal jobs.
Natural gas began cutting quickly into coal’s dominance in electricity production within the last decade, after oil and gas producers were able to combine hydraulic fracturing — a process that breaks up rock formations underground — with horizontal drilling.
That unlocked access to vast new reserves of natural gas, and the spike in supply drove down the cost of gas.
In the three years from 2015 to 2017, the cost of natural gas delivered to generating facilities was less than half what it was between 2006 and 2008, according to the EIA.
Other factors have played a role in the decline of coal, including tougher rules put forth in the Obama Administration to protect air and water quality and increased use of renewable energy.
However, studies have pinpointed competition from cheap natural gas as the main reason for the downturn in the use of coal to generate electricity.
The administration of President Donald Trump has searched for ways to prop up coal and nuclear plants, citing a concern that loss of the plants hurts the reliability of the electricity grid, but several groups have pushed back against the ideas, including other energy producers.
The cost of power generation with fossil fuels — coal, gas and oil — is mostly based on the cost of the fuel and the efficiency of the generating unit, said Tyler Hodge, an EIA analyst.
Coal plants historically had the lowest cost, but the low cost of natural gas has helped change the order in which grid operators seek power, called the dispatch curve.
“Natural-gas units are now often on the lower end of the curve and relatively higher-cost coal plants are ‘pushed’ higher up the curve” to where they are not needed, Hodge said.
That dynamic has affected Kentucky Power’s Mitchell coal plant in West Virginia.
“The current market price of gas is setting the market right now and it is cheaper than coal,” said Allison Barker, spokeswoman for Kentucky Power.
The Mitchell plant burns a mix of low-sulfur coal, including about 325,000 tons annually from Eastern Kentucky, and high-sulfur coal from Northern Appalachia.
It buys the low-sulfur coal under short-term contracts, but has a long-term contract to buy the high-sulfur coal from a Consolidation Coal Company mine near the power plant.

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