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TriOceans Tangaroa Research Institute of Oceanographic Studies 32 Klinac Lane, Waipapa, Bay of Islands, New Zealand https://www.trioceans.org/ https://www.facebook.com/TriOceansNZ https://vimeo.com/user45185259 Marine research, Conservation technology, Technology in marine conservation, Marine conservation awareness and education The Tangaroa Research Institute of Oceanographic Studies (TriOceans) is a marine research institute based on the North Island of New Zealand, describing themselves as ‘a collective of scientists and innovators’. They focus on marine mammal science and engineering, with a view to producing quality research and new technologies, while inspiring conservation through education.
2023-14/0037/en_head.json.gz/13334
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FORM 20-F ¨ REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 ¨ SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Date of event requiring this shell company report Commission file number 001-12518 BANCO SANTANDER, S.A. Kingdom of Spain (Jurisdiction of incorporation) 28660 Boadilla del Monte (Madrid), Spain José Antonio Álvarez 28660 Boadilla del Monte (Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person) Securities registered or to be registered, pursuant to Section 12(b) of the Act Name of each exchange on which registered American Depositary Shares, each representing the right to receive one Share of Capital Stock of Banco Santander, S.A., par value Euro 0.50 each Shares of Capital Stock of Banco Santander, S.A., par value Euro 0.50 each New York Stock Exchange * Guarantee of Non-cumulative Guaranteed Preferred Stock of Santander Finance Preferred, S.A. Unipersonal, Series 1,4,5, 6, 10 and 11 New York Stock Exchange ** * Banco Santander Shares are not listed for trading, but are only listed in connection with the registration of the American Depositary Shares, pursuant to requirements of the New York Stock Exchange. ** The guarantee is not listed for trading, but is listed only in connection with the registration of the corresponding Non-cumulative Guaranteed Preferred Stock of Santander Finance Preferred, S.A. Unipersonal (a wholly owned subsidiary of Banco Santander, S.A.) Securities registered or to be registered pursuant to Section 12(g) of the Act. (Title of Class) Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x No ¨ If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934. Yes ¨ No x Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes ¨ No ¨ Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See definition of “accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act. (Check one): Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing: US GAAP ¨ International Financial Reporting Standards as issued by the International Accounting Standards Board x Other ¨ If “Other” has been checked in response to the previous question indicate by check mark which financial statement item the registrant has elected to follow. Item 17 ¨ Item 18 ¨ If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Indicate the number of outstanding shares of each of the issuer’s classes of capital stock or common stock as of the close of business covered by the annual report. 9,076,853,400 shares Presentation of Financial and Other Information ITEM 1. IDENTITY OF DIRECTORS, SENIOR MANAGEMENT AND ADVISERS ITEM 2. OFFER STATISTICS AND EXPECTED TIMETABLE ITEM 3. KEY INFORMATION A. Selected financial data B. Capitalization and indebtedness C. Reasons for the offer and use of proceeds D. Risk factors ITEM 4. INFORMATION ON THE COMPANY A. History and development of the company B. Business overview C. Organizational structure D. Property, plant and equipment ITEM 4A. UNRESOLVED STAFF COMMENTS ITEM 5. OPERATING AND FINANCIAL REVIEW AND PROSPECTS A. Operating results B. Liquidity and capital resources C. Research and development, patents and licenses, etc. D. Trend information E. Off-balance sheet arrangements F. Tabular disclosure of contractual obligations G. Other disclosures ITEM 6. DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES A. Directors and senior management B. Compensation C. Board practices D. Employees E. Share ownership ITEM 7. MAJOR SHAREHOLDERS AND RELATED PARTY TRANSACTIONS A. Major shareholders B. Related party transactions C. Interests of experts and counsel ITEM 8. FINANCIAL INFORMATION A. Consolidated statements and other financial information B. Significant Changes ITEM 9. THE OFFER AND LISTING A. Offer and listing details B. Plan of distribution C. Markets D. Selling shareholders E. Dilution F. Expense of the issue ITEM 10. ADDITIONAL INFORMATION A. Share capital B. Memorandum and articles of association C. Material contracts D. Exchange controls E. Taxation F. Dividends and paying agents G. Statement by experts H. Documents on display I. Subsidiary information ITEM 11. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK Part 1. Corporate principles of risk management, control and risk appetite Part 2. Corporate governance of the risks function Part 3. Integral control of risk Part 4. Credit risk Part 5. Operational risk Part 6. Reputational risk Part 7. Adjustment to the new regulatory framework Part 8. Economic capital Part 9. Risk training activities Part 10. Market risk ITEM 12. DESCRIPTION OF SECURITIES OTHER THAN EQUITY SECURITIES A. Debt Securities B. Warrants and Rights C. Other Securities D. American Depositary Shares ITEM 13. DEFAULTS, DIVIDEND ARREARAGES AND DELINQUENCIES ITEM 14. MATERIAL MODIFICATIONS TO THE RIGHTS OF SECURITY HOLDERS AND USE OF PROCEEDS ITEM 15. CONTROLS AND PROCEDURES ITEM 16 [Reserved]. A. Audit committee financial expert B. Code of Ethics C. Principal Accountant Fees and Services D. Exemptions from the Listing Standards for Audit Committees E. Purchases of Equity Securities by the Issuer and Affiliated Purchasers F. Changes in Registrant’s Certifying Accountant G. Corporate Governance H. Mine Safety Disclosure ITEM 17. FINANCIAL STATEMENTS ITEM 19. EXHIBITS Under Regulation (EC) No. 1606/2002 of the European Parliament and of the Council of July 19, 2002, all companies governed by the law of an EU Member State and whose securities are admitted to trading on a regulated market of any Member State must prepare their consolidated financial statements in conformity with the International Financial Reporting Standards previously adopted by the European Union (“EU-IFRS”). The Bank of Spain Circular 4/2004 of December 22, 2004 on Public and Confidential Financial Reporting Rules and Formats (“Circular 4/2004”) requires Spanish credit institutions to adapt their accounting systems to the principles derived from the adoption by the European Union of International Financial Reporting Standards. Therefore, Grupo Santander (“the Group” or “Santander”) is required to prepare its consolidated financial statements for the year ended December 31, 2011 in conformity with the EU-IFRS and Bank of Spain’s Circular 4/2004. Differences between EU-IFRS, Bank of Spain’s Circular 4/2004 and International Financial Reporting Standards as issued by the International Accounting Standard Board (IFRS-IASB) are not material. Therefore, we assert that the financial information contained in this annual report on Form 20-F complies with IFRS-IASB. We have formatted our financial information according to the classification format for banks used in Spain. We have not reclassified the line items to comply with Article 9 of Regulation S-X. Article 9 is a regulation of the US Securities and Exchange Commission that contains formatting requirements for bank holding company financial statements. Our auditors, Deloitte, S.L., an independent registered public accounting firm, have audited our consolidated financial statements in respect of the three years ended December 31, 2011, 2010 and 2009 in accordance with IFRS-IASB. See page F-1 to our consolidated financial statements for the 2011, 2010 and 2009 report prepared by Deloitte, S.L. Our consolidated financial statements are in Euros, which are denoted “euro”, “euros”, “EUR” or “€” throughout this annual report. Also, throughout this annual report, when we refer to: “dollars”, “US$” or “$”, we mean United States dollars; “pounds” or “£”, we mean United Kingdom pounds; and “one billion”, we mean 1,000 million. When we refer to “average balances” for a particular period, we mean the average of the month-end balances for that period, unless otherwise noted. We do not believe that monthly averages present trends that are materially different from trends that daily averages would show. In calculating our interest income, we include any interest payments we received on non-accruing loans if they were received in the period when due. We have not reflected consolidation adjustments in any financial information about our subsidiaries or other business units. When we refer to “loans”, we mean loans, leases, discounted bills and accounts receivable, unless otherwise noted. The loan to value “LTV” ratios disclosed in this report refer to LTV ratios upon origination unless otherwise noted. Additionally, if a debt is approaching a doubtful status, we update the appraisals which are then used to estimate allowances for loan losses. When we refer to “impaired balances” or “non-performing balances”, we mean impaired or non-performing loans and contingent liabilities (“NPL”), securities and other assets to collect. When we refer to “allowances for credit losses”, we mean the specific allowances for credit losses, and unless otherwise noted, the collectively assessed allowance for credit losses and any allowances for country-risk. See “Item 4. Information on the Company—B. Business Overview—Classified Assets—Allowances for Credit Losses and Country-Risk Requirements”. Where a translation of foreign exchange is given for any financial data, we use the exchange rates of the relevant period (as of the end of such period for balance sheet data and the average exchange rate of such period for income statement data) as published by the European Central Bank, unless otherwise noted. This annual report contains statements that constitute “forward-looking statements” within the meaning of the US Private Securities Litigation Reform Act of 1995. Forward-looking statements include, but are not limited to, information regarding: exposure to various types of market risks; management strategy; capital expenditures; earnings and other targets; and asset portfolios. Forward-looking statements may be identified by words such as “expect,” “project,” “anticipate,” “should,” “intend,” “probability,” “risk,” “VaR,” “RORAC,” “target,” “goal,” “objective,” “estimate,” “future” and similar expressions. We include forward-looking statements in the “Operating and Financial Review and Prospects,” “Information on the Company,” and “Quantitative and Qualitative Disclosures About Market Risk” sections. Forward-looking statements are not guarantees of future performance and involve risks and uncertainties, and actual results may differ materially from those in the forward-looking statements. You should understand that adverse changes in the following important factors, in addition to those discussed in “Key Information—Risk Factors”, “Operating and Financial Review and Prospects,” “Information on the Company” and elsewhere in this annual report, could affect our future results and could cause those results or other outcomes to differ materially from those anticipated in any forward-looking statement: Economic and Industry Conditions exposure to various types of market risks, principally including interest rate risk, foreign exchange rate risk and equity price risk; general economic or industry conditions in Spain, the United Kingdom, the United States, other European countries, Brazil, other Latin American countries and the other areas in which we have significant business activities or investments; a default on, or a ratings downgrade of, the sovereign debt of Spain, and the other countries where we operate; a worsening of the economic environment in the United Kingdom, other European countries, Brazil, other Latin American countries, and the United States, and an increase of the volatility in the capital markets; a further deterioration of the Spanish economy; the effects of a continued decline in real estate prices, particularly in Spain, the UK and the US; monetary and interest rate policies of the European Central Bank and various central banks; inflation or deflation; the effects of non-linear market behavior that cannot be captured by linear statistical models, such as the VaR model we use; changes in competition and pricing environments; the inability to hedge some risks economically; the adequacy of loss reserves; acquisitions or restructurings of businesses that may not perform in accordance with our expectations; changes in demographics, consumer spending, investment or saving habits; and changes in competition and pricing environments as a result of the progressive adoption of the internet for conducting financial services and/or other factors. Political and Governmental Factors political stability in Spain, the United Kingdom, other European countries, Latin America and the US; changes in Spanish, UK, EU, Latin American, US or other jurisdictions’ laws, regulations or taxes; and increased regulation in light of the global financial crisis. Transaction and Commercial Factors damage to our reputation; our ability to integrate successfully our acquisitions and the challenges inherent in diverting management’s focus and resources from other strategic opportunities and from operational matters while we integrate these acquisitions; and the outcome of our negotiations with business partners and governments. Operating Factors potential losses associated with an increase in the level of substandard loans or non-performance by counterparties to other types of financial instruments. technical difficulties and the development and use of new technologies by us and our competitors; the occurrence of force majeure, such as natural disasters, that impact our operations or impair the asset quality of our loan portfolio; and the impact of changes in the composition of our balance sheet on future net interest income. The forward-looking statements contained in this annual report speak only as of the date of this annual report. We do not undertake to update any forward-looking statement to reflect events or circumstances after that date or to reflect the occurrence of unanticipated events. B. Advisers C. Auditor A. Offer Statistics B. Method and Expected Timetable Selected Consolidated Financial Information We have selected the following financial information from our consolidated financial statements. You should read this information in connection with, and it is qualified in its entirety by reference to, our consolidated financial statements. In the F-pages of this Form 20-F, the audited financial statements for the years 2011, 2010 and 2009 are presented. The audited financial statements for 2008 and 2007 are not included in this document, but they can be found in our previous annual reports on Form 20-F. Under IFRS-IASB, revenues and expenses of discontinued businesses must be reclassified from each income statement line item to “Profit from discontinued operations”. Revenues and expenses from prior years are also required to be reclassified for comparison purposes to present the same businesses as discontinued operations. This change in presentation does not affect “Consolidated profit for the year” (see Note 37 to our consolidated financial statements). In addition, the income statement for the year ended December, 31, 2011 reflects the impact of the consolidation of Bank Zachodni WBK, S.A. and the income statement for the year ended December, 31, 2009 reflects the impact of the consolidation of Banco Real, Alliance & Leicester, Bradford & Bingley’s branch network and retail deposits, Sovereign and other consumer businesses. (in millions of euros, except percentages and per share data) Interest and similar income Interest expense and similar charges (30,035 ) (23,683 ) (26,874 ) (37,506 ) (31,069 ) Interest income / (charges) Income from equity instruments Income from companies accounted for using the equity method 57 17 (1 ) 792 438 Fee and commission income 12,749 11,681 10,726 9,741 9,290 Fee and commission expense (2,277 ) (1,946 ) (1,646 ) (1,475 ) (1,422 ) Gains/losses on financial assets and liabilities (net) Exchange differences (net) (522 ) 441 444 582 649 Other operating income Other operating expenses Administrative expenses Personnel expenses (10,326 ) (9,329 ) (8,451 ) (6,813 ) (6,435 ) Other general administrative expenses Provisions (net) (2,601 ) (1,133 ) (1,792 ) (1,641 ) (896 ) Impairment losses on financial assets (net) (11,868 ) (10,443 ) (11,578 ) (6,283 ) (3,430 ) Impairment losses on other assets (net) (1,517 ) (286 ) (165 ) (1,049 ) (1,548 ) Gains/(losses) on disposal of assets not classified as non-current assets held for sale 1,846 350 1,565 101 1,810 Gains/(losses) on non-current assets held for sale not classified as discontinued operations (2,109 ) (290 ) (1,225 ) 1,731 643 Operating profit/(loss) before tax 7,939 12,052 10,588 10,849 10,970 Profit from continuing operations Profit/(loss) from discontinued operations (net) (24 ) (27 ) 31 319 988 Consolidated profit for the year Profit attributable to the Parent Profit attributable to non-controlling interest Per share information: Average number of shares (thousands) (1) 8,892,033 8,686,522 8,554,224 7,271,470 6,801,899 Basic earnings per share (euros) Basic earnings per share continuing operation (euros) Diluted earnings per share (euros) Diluted earnings per share continuing operation (euros) Remuneration paid (euros) (2) Remuneration paid (US$) (2) 1,251,526 1,217,501 1,110,529 1,049,632 912,915 Loans and advances to credit institutions (net) (3) Loans and advances to customers (net) (3) 750,100 724,153 682,551 626,888 571,099 Investment securities (net) (4) Investments: Associates and joint venture 4,155 273 164 1,323 15,689 Contingent liabilities (net) Deposits from central banks and credit institutions (5) Customer deposits (5) Debt securities (5) Guaranteed subordinated debt excluding preferred securities and preferred shares (6) Other subordinated debt Preferred securities (6) Preferred shares (6) 449 435 430 1,051 523 Non-controlling interest (including net income of the period) Stockholders’ equity (7) Total capitalization 105,851 111,390 110,675 98,875 93,751 Stockholders’ equity per share (7) Other managed funds 102,611 113,510 105,216 90,306 119,211 Managed portfolio Total other managed funds Consolidated ratios Profitability ratios: Net yield (8) 2.74 % 2.68 % 2.62 % 2.05 % 1.80 % Return on average total assets (ROA) Return on average stockholders’ equity (ROE) 7.14 % 11.80 % 13.90 % 17.07 % 21.91 % Capital ratio: Average stockholders’ equity to average total assets Ratio of earnings to fixed charges (9) Excluding interest on deposits Including interest on deposits Credit quality data Loans and advances to customers Allowances for impaired balances including country risk and excluding contingent liabilities as a percentage of total gross loans Impaired balances as a percentage of total gross loans Allowances for impaired balances as a percentage of impaired balances 60.52 % 70.58 % 74.32 % 89.08 % 143.24 % Net loan charge-offs as a percentage of total gross loans Ratios adding contingent liabilities to loans and advances to customers and excluding country risk (*) Allowances for impaired balances (**) as a percentage of total loans and contingent liabilities Impaired balances (**) (10) as a percentage of total loans and contingent liabilities Allowances for impaired balances (**) as a percentage of impaired balances (**) Net loan and contingent liabilities charge-offs as a percentage of total loans and contingent liabilities (*) We disclose these ratios because our credit risk exposure comprises loans and advances to customers as well as contingent liabilities, all of which are subject to impairment and, therefore, allowances are taken in respect thereof. (**) Impaired or non-performing loans and contingent liabilities, securities and other assets to collect. (1) Average number of shares has been calculated on the basis of the weighted average number of shares outstanding in the relevant year, net of treasury stock. (2) The shareholders at the annual shareholders’ meeting held on June 19, 2009 approved a dividend of €0.6508 per share to be paid out of our profits for 2008. In accordance with IAS 33, for comparative purposes, dividends per share paid, as disclosed in the table above, take into account the adjustment arising from the capital increase with pre-emptive subscription rights carried out in December 2008. As a result of this adjustment, the dividend per share for 2008 amounts to €0.6325. The shareholders also approved a new remuneration scheme (scrip dividend), whereby the Bank offered the shareholders the possibility to opt to receive an amount equivalent to the second interim dividend on account of the 2009 financial year in cash or new shares. In light of the acceptance of this remuneration program (81% of the capital opted to receive shares instead of cash), at the general shareholders’ meetings held in June 2010 and 2011, the shareholders approved to offer again this option to the shareholders as payment for the second and third interim dividends on account of 2010 and 2011. The remuneration per share for 2009, 2010 and 2011 disclosed above, €0.60, is calculated assuming that the four dividends for these years were paid in cash. In 2010 and 2011, 85% and 80% of the capital, respectively, opted to receive the second and third interim dividends in the form of shares instead of cash. Additionally, at its meeting on December 19, 2011, the board of directors resolved to apply the scrip dividend program on the dates on which the fourth interim dividend is traditionally paid, and offered shareholders the option of receiving an amount equal to this dividend of €0.220 per share, to be paid in shares or cash. This resolution was approved by the annual general shareholders’ meeting held on March 30, 2012. (3) Equals the sum of the amounts included under the headings “Financial assets held for trading”, “Other financial assets at fair value through profit or loss” and “Loans and receivables” as stated in our consolidated financial statements. (4) Equals the amounts included as “Debt instruments” and “Equity instruments” under the headings “Financial assets held for trading”, “Other financial assets at fair value through profit or loss”, “Available-for-sale financial assets” and “Loans and receivables” as stated in our consolidated financial statements. (5) Equals the sum of the amounts included under the headings “Financial liabilities held for trading”, “Other financial liabilities at fair value through profit or loss” and “Financial liabilities at amortized cost” included in Notes 20, 21 and 22 to our consolidated financial statements. (6) In our consolidated financial statements, preferred securities and preferred shares are included under “Subordinated liabilities”. (7) Equals the sum of the amounts included at the end of each year as “Own funds” and “Valuation adjustments” as stated in our consolidated financial statements. We have deducted the book value of treasury stock from stockholders’ equity. (8) Net yield is the total of net interest income (including dividends on equity securities) divided by average earning assets. See “Item 4. Information on the Company—B. Business Overview—Selected Statistical Information—Assets—Earning Assets—Yield Spread”. (9) For the purpose of calculating the ratio of earnings to fixed charges, earnings consist of pre-tax income from continuing operations before adjustment for income or loss from equity investees plus fixed charges. Fixed charges consist of total interest expense (including or excluding interest on deposits as appropriate) and the interest expense portion of rental expense. (10) Impaired loans reflect Bank of Spain classifications. These classifications differ from the classifications applied by U.S. banks in reporting loans as non-accrual, past due, restructured and potential problem loans. See “Item 4. Information on the Company—B. Business Overview—Classified Assets—Bank of Spain Classification Requirements”. Set forth below is a table showing our allowances for impaired balances broken down by various categories as disclosed and discussed throughout this annual report on Form 20-F: IFRS-IASB Allowances refers to: (in millions of euros) Allowances for impaired balances (*) (excluding country risk) 19,661 20,748 18,497 12,863 9,302 Allowances for contingent liabilities and commitments (excluding country risk) (648 ) (1,011 ) (623 ) (622 ) (587 ) Allowances for impaired balances of loans (excluding country risk): Allowances referred to country risk and other Allowances for impaired balances (excluding contingent liabilities) Allowances for Loans and receivables: Allowances for Customers Allowances for Credit institutions and other financial assets Allowances for Debt Instruments Allowances for Debt Instruments available for sale (*) Impaired or non-performing loans and contingent liabilities, securities and other assets to collect. Fluctuations in the exchange rate between euros and dollars have affected the dollar equivalent of the share prices on Spanish stock exchanges and, as a result, are likely to affect the dollar market price of our American Depositary Shares, or ADSs, in the United States. In addition, dividends paid to the depositary of the ADSs are denominated in euros and fluctuations in the exchange rate affect the dollar conversion by the depositary of dividends paid on the shares to the holders of the ADSs. Fluctuations in the exchange rate of euros against other currencies may also affect the euro value of our non-euro denominated assets, liabilities, earnings and expenses. The following tables set forth, for the periods and dates indicated, certain information concerning the exchange rate for euros and dollars (expressed in dollars per euro), based on the Noon Buying Rate as announced by the Federal Reserve Bank of New York for the dates and periods indicated. The New York Federal Reserve Bank announced its decision to discontinue the publication of foreign exchange rates on December 31, 2008. From that date, the exchange rates shown are those published by the European Central Bank (“ECB”), and are based on the daily consultation procedures between central banks within and outside the European System of Central Banks, which normally takes place at 14:15 p.m. ECB time. Rate During Period Calendar Period Period End ($) Average Rate Last six months High $ Low $ April (through April 26) On April 26, 2012, the exchange rate for euros and dollars (expressed in dollars per euro), as published by the ECB, was $1.32. For a discussion of the accounting principles used in translation of foreign currency-denominated assets and liabilities to euros, see Note 2 (a) of our consolidated financial statements. B. Capitalization and indebtedness. C. Reasons for the offer and use of proceeds. D. Risk factors. Because our loan portfolio is concentrated in Continental Europe, the United Kingdom and Latin America, adverse changes affecting the economies of Continental Europe, the United Kingdom or certain Latin American countries could adversely affect our financial condition. Our loan portfolio is concentrated in Continental Europe (in particular, Spain), the United Kingdom and Latin America. At December 31, 2011, Continental Europe accounted for 42% of our total loan portfolio (Spain accounted for 29% of our total loan portfolio), while the United Kingdom and Latin America accounted for 34% and 19%, respectively. Continued recessionary economic conditions in the economies of Continental Europe (in particular, Spain), or a return to recessionary conditions in the United Kingdom or the Latin American countries in which we operate, would likely have a significant adverse impact on our loan portfolio and, as a result, on our financial condition, cash flows and results of operations. See “Item 4. Information on the Company—B. Business Overview.” Some of our business is cyclical and our income may decrease when demand for certain products or services is in a down cycle. The level of income we derive from certain of our products and services depends on the strength of the economies in the regions where we operate and market trends prevailing in those regions. Customer loans and deposits, which collectively account for most of our earnings, are particularly sensitive to economic conditions. In 2011, Continental Europe, the United Kingdom, Latin America and Sovereign (US) represented 31%, 12%, 51% and 6%, respectively, of the profit attributable to the Group’s operating areas for the year. However, many of the economies of Continental Europe, including Spain and Portugal, are forecast to have flat or weakening economies in 2012. If the business environment in any of our geographic segments does not improve or worsens, our results of operations could be materially adversely affected. Our business could be affected if our capital is not managed effectively or if changes limiting our ability to manage our capital position are adopted. Effective management of our capital position is important to our ability to operate our business, to continue to grow organically and to pursue our business strategy. However, in response to the recent financial crisis, a number of changes to the regulatory capital framework have been adopted or are being considered. For example, on December 16, 2010 and January 13, 2011, the Basel Committee on Banking Supervision issued its final guidance on a number of regulatory reforms to the regulatory capital framework in order to strengthen minimum capital requirements, including the phasing out of Innovative Tier 1 Capital instruments with incentives to redeem and implementing a leverage ratio on institutions in addition to current risk-based regulatory requirements. As these and other changes are implemented or future changes are considered or adopted that limit our ability to manage our balance sheet and capital resources effectively or to access funding on commercially acceptable terms, we may experience a material adverse effect on our financial condition and regulatory capital position. Reduced access to financing or increases in our cost of funding could have an adverse effect on our liquidity and results of operations. Historically, our principal source of funds has been customer deposits (demand, time and notice deposits). Total time deposits (including repurchase agreements) represented 52.5%, 53.0% and 46.8% of total customer deposits at the end of 2011, 2010 and 2009, respectively. Large-denomination time deposits may be a less stable source of deposits than other type of deposits and, at December 31, 2011, 21.5% of total customer deposits were time deposits in amounts greater than $100,000. The ongoing availability of deposits as a source of funding is sensitive to a variety of factors outside our control, such as general economic conditions and the confidence of retail depositors in the economy and the financial services industry, in general, and in our creditworthiness, in particular, and the availability and extent of deposit guarantees, as well as competition between banks for deposits. In the event deposit levels decrease, we may be forced to raise the rates we pay on deposits, with a view to attracting more customers, and/or to increase our reliance on capital markets financing, which may be more expensive or unavailable. We also fund our operations through the capital markets by issuing long-term debt, by issuing promissory notes and commercial paper or by obtaining bank loans or lines of credit. The cost and availability of capital markets financing generally are dependent on our short-term and long-term credit ratings and the market’s perception of the risks inherent in European banks and Spain. Factors that are important to the determination of our credit ratings include the level and quality of our earnings, capital adequacy, liquidity, risk appetite and management, asset quality, business mix and actual and perceived levels of government support. Banco Santander S.A.’s rating, together with that of the other main Spanish banks, was downgraded by all three rating agencies in October 2011 and by Standard & Poor’s and Fitch in February 2012. Any further downgrade in our ratings would likely increase our borrowing costs and could limit our access to capital markets and adversely affect our commercial business. See “—Credit, market and liquidity risks may have an adverse effect on our credit ratings and our cost of funds. Any reduction in our credit rating would likely increase our cost of funding, require us to post additional collateral or take other actions under some of our derivative contracts and adversely affect our interest margins and results of operations.” The effects of the widespread crisis in investor confidence and resulting liquidity crisis experienced in 2008 and early 2009, and to some extent in 2011, have resulted in increased costs of funding and limited access to some of our traditional sources of liquidity, such as domestic and international capital markets and the interbank market, which has adversely affected our results of operations and financial condition. Further or continued reductions in our access to financing or increases in our cost of funding may make it harder and more expensive to obtain funding for our businesses. If our available funding is limited or we are forced to fund our operations at a higher cost, we may experience further adverse effects on our results of operations and financial condition. The possibility of the moderate economic recovery returning to recessionary conditions or of turmoil or volatility in the financial markets would likely have an adverse effect on our business, financial position and results of operations. In 2011, the global economy began to recover from the severe recessionary conditions of mid-2009, and certain regions (such as Latin America, the US and the UK) experienced a moderate economic recovery. However, the sustainability of this partial recovery has been dependent on a number of factors that are not within our control, such as a return of job growth and investment in the private sector, strengthening of housing sales and construction and timing of the exit from government credit easing policies. In addition, the modest economic recovery that had been experienced in Continental Europe has been tempered by adverse financial conditions in Europe, triggered by high sovereign budget deficits, austerity measures and rising sovereign debt levels in Greece, Ireland, Italy and Portugal, and is projected to slow or, in some cases, reverse in 2012. We continue to face risks resulting from the aftermath of the severe recession and the uneven and fragile recovery. A slowing or failing of the economic recovery or a deterioration in the economy of Continental Europe, especially in Spain, could result in a return of some or all of the adverse effects of the earlier recessionary conditions. Since the middle of 2007, there has been disruption and turmoil in financial markets around the world. Throughout many of our largest markets, including Spain, there have been dramatic declines in the housing market, with falling home prices and increasing foreclosures, high levels of unemployment and underemployment, and reduced earnings, or, in some cases, losses, for businesses across many industries, with reduced investments in growth. This overall environment resulted in significant stress for the financial services industry, led to distress in credit markets, reduced liquidity for many types of financial assets, including loans and securities and caused concerns regarding the financial strength and adequacy of the capitalization of financial institutions. Some financial institutions around the world have failed, some have needed significant additional capital, and others have been forced to seek acquisition partners. Concerned about the stability of the financial markets generally, the strength of counterparties and about their own capital and liquidity positions, many lenders and institutional investors reduced or ceased providing funding to borrowers. The resulting economic pressure on consumers and businesses and the lack of confidence in the financial markets exacerbated the state of economic distress and hampered, and to some extent continues to hamper, efforts to bring about sustained economic recovery. While certain segments of the global economy are currently experiencing a moderate recovery, we expect these conditions to continue to have an ongoing negative impact on our business and results of operations. A slowing or failing of the economic recovery would likely aggravate the adverse effects of these difficult economic and market conditions on us and on others in the financial services industry. In an attempt to prevent the failure of the financial system, Spain, the United States and other European governments intervened on an unprecedented scale. In Spain, the government increased consumer deposit guarantees, made available a program to guarantee the debt of certain financial institutions, created a fund to purchase assets from financial institutions and the Spanish Ministry of Economy and Finance was authorized, on an exceptional basis and until December 31, 2009, to acquire, at the request of credit institutions resident in Spain, shares and other capital instruments (including preferred shares) issued by such institutions. Additionally, in 2009 the Spanish government created the Orderly Banking Restructuring Fund (FROB) to manage the restructuring processes of credit institutions and reinforce the equity of institutions undergoing integration. In the United States, the federal government took equity stakes in several financial institutions, implemented a program to guarantee the short-term and certain medium-term debt of financial institutions, increased consumer deposit guarantees, and brokered the acquisitions of certain struggling financial institutions, among other measures. In the United Kingdom, the government effectively nationalized some of the country’s largest banks, provided a preferred equity program open to all financial institutions and a program to guarantee short-term and certain medium-term debt of financial institutions, among other measures. For more information on recent regulatory changes, see “—Changes in the regulatory framework in the jurisdictions where we operate could adversely affect our business.” Despite the extent of the aforementioned intervention, global investor confidence remains cautious. The economies of the United States, United Kingdom, Brazil and other Latin American countries grew during 2011, although, in most cases, still at a slow pace. Spain, however, continued to suffer from a recession. In addition, recent downgrades of the sovereign debt of Ireland, Greece, Portugal, Italy and Spain have caused volatility in the capital markets. Our exposure to the sovereign debt of Greece, Portugal, Italy and Spain as of December 31, 2011 was €0.1, €1.8, €0.7 and €39.3 billion, respectively, and we had no exposure to the sovereign debt of Ireland. Risks and ongoing concerns about the debt crisis in Europe could have a detrimental impact on the global economic recovery, sovereign and non-sovereign debt in these countries and the financial condition of European financial institutions, including us, and international financial institutions with exposure to the region. Market and economic disruptions have affected, and may continue to affect, consumer confidence levels and spending, personal bankruptcy rates, levels of incurrence and default on consumer debt and residential mortgages, and housing prices, among other factors. There can be no assurance that the market disruptions in Europe, including the increased cost of funding for certain governments and financial institutions, will not continue, nor can there be any assurance that future assistance packages will be available or, even if provided, will be sufficient to stabilize the affected countries and markets in Europe or elsewhere. To the extent uncertainty regarding the European economic recovery continues to negatively impact consumer confidence and consumer credit factors, or should the EU enter a deep recession, our business and results of operations could be materially adversely affected. Continued or worsening disruption and volatility in the global financial markets could have a material adverse effect on our ability to access capital and liquidity on financial terms acceptable to us, if at all. If capital markets financing ceases to become available, or becomes excessively expensive, we may be forced to raise the rates we pay on deposits to attract more customers. Any such increase in capital markets funding costs or deposit rates would entail a repricing of loans, which would result in a reduction of volume, and may also have an adverse effect on our interest margins. Risks concerning borrower credit quality and general economic conditions are inherent in our business. Risks arising from changes in credit quality and the recoverability of loans and amounts due from counterparties are inherent in a wide range of our businesses. Adverse changes in the credit quality of our borrowers and counterparties or a general deterioration in Spanish, United Kingdom, Latin American, United States or global economic conditions, or arising from systemic risks in the financial systems, could reduce the recoverability and value of our assets and require an increase in our level of allowances for credit losses. Deterioration in the economies in which we operate could reduce the profit margins for our banking and financial services businesses. The financial problems faced by our customers could adversely affect us. Market turmoil and economic recession, especially in Spain, the United Kingdom, the United States and certain Latin American countries, could materially and adversely affect the liquidity, businesses and/or financial conditions of our borrowers, which could in turn increase our non-performing loan (“NPL”) ratios, impair our loan and other financial assets and result in decreased demand for borrowings in general. The uneven global recovery from the recent market turmoil and economic recession and the possibility of renewed economic contraction in Continental Europe, combined with continued high unemployment and low consumer spending, could cause the value of assets collateralizing our secured loans, including homes and other real estate, to decline significantly, which could result in the impairment of the value of our loan assets. Accordingly, in 2011 we experienced an increase in our non-performing ratios and a deterioration in asset quality as compared to 2010. In addition, our customers may further significantly decrease their risk tolerance to non-deposit investments such as stocks, bonds and mutual funds, which would adversely affect our fee and commission income. Any of the conditions described above could have a material adverse effect on our business, financial condition and results of operations. We are exposed to risks faced by other financial institutions. We routinely transact with counterparties in the financial services industry, including brokers and dealers, commercial banks, investment banks, mutual funds, hedge funds and other institutional clients. Defaults by, and even rumors or questions about the solvency of, certain financial institutions and the financial services industry generally have led to market-wide liquidity problems and could lead to losses or defaults by other institutions. Many of the routine transactions we enter into expose us to significant credit risk in the event of default by one of our significant counterparties. In 2011, the financial health of a number of European governments was shaken by the European sovereign debt crisis, contributing to volatility of the capital and credit markets, and the risk of contagion throughout and beyond the Eurozone remains, as a significant number of financial institutions throughout Europe have substantial exposures to sovereign debt issued by nations which are under considerable financial pressure. These liquidity concerns have had, and may continue to have, an adverse effect on interbank financial transactions in general. Should any of those nations default on their debt, or experience a significant widening of credit spreads, major financial institutions and banking systems throughout Europe could be destabilized. A default by a significant financial counterparty, or liquidity problems in the financial services industry generally, could have a material adverse effect on our business, financial condition and results of operations. Our exposure to Spanish and UK real estate markets makes us more vulnerable to adverse developments in these markets. Mortgage loans are one of our principal assets, comprising 52% of our loan portfolio as of December 31, 2011. As a result, we are highly exposed to developments in real estate markets, especially in Spain and the United Kingdom. In addition, we have exposure to a number of large real estate developers in Spain. From 2002 to 2007, demand for housing and mortgage financing in Spain increased significantly driven by, among other things, economic growth, declining unemployment rates, demographic and social trends, the desirability of Spain as a vacation destination and historically low interest rates in the Eurozone. The United Kingdom experienced an increase in housing and mortgage demand driven by, among other things, economic growth, declining unemployment rates, demographic trends and the increasing prominence of London as an international financial center. During late 2007, the housing market began to adjust in Spain and the United Kingdom as a result of excess supply (particularly in Spain) and higher interest rates. Since 2008, as economic growth stalled in Spain and the United Kingdom, persistent housing oversupply, decreased housing demand, rising unemployment, subdued earnings growth, greater pressure on disposable income, a decline in the availability of mortgage finance and the continued effect of global market volatility have caused home prices to decline, while mortgage delinquencies increased. As a result, our NPL ratio increased from 0.94% at December 31, 2007, to 2.02% at December 31, 2008, to 3.24% at December 31, 2009 and to 3.55% at December 31, 2010. At December 31, 2011, our NPL ratio was 3.89%. These trends, especially higher unemployment rates coupled with declining real estate prices, could have a material adverse impact on our mortgage payment delinquency rates, which in turn could have a material adverse effect on our business, financial condition and results of operations. Portions of our loan portfolio are subject to risks relating to force majeure events and any such event could materially adversely affect our operating results. Our financial and operating performance may be adversely affected by force majeure events, such as natural disasters, particularly in locations where a significant portion of our loan portfolio is composed of real estate loans. Natural disasters such as earthquakes and floods may cause widespread damage which could impair the asset quality of our loan portfolio and could have an adverse impact on the economy of the affected region. We may generate lower revenues from brokerage and other commission—and fee—based businesses. Market downturns have lead, and are likely to continue to lead, to a decline in the volume of transactions that we execute for our customers and, therefore, to a decline in our non-interest revenue. In addition, because the fees that we charge for managing our clients’ portfolios are in many cases based on the value or performance of those portfolios, a market downturn that reduces the value of our clients’ portfolios or increases the amount of withdrawals would reduce the revenues we receive from our asset management, private banking and custody businesses and adversely affect our results of operations. Even in the absence of a market downturn, below-market performance by our mutual funds may result in increased withdrawals and reduced inflows, which would reduce the revenue we receive from our asset management business and adversely affect our results of operations. Market risks associated with fluctuations in bond and equity prices and other market factors are inherent in our business. Protracted market declines can reduce liquidity in the markets, making it harder to sell assets and leading to material losses. The performance of financial markets may cause changes in the value of our investment and trading portfolios. In some of our businesses, protracted adverse market movements, particularly asset price declines, can reduce the level of activity in the market, reducing market liquidity. These developments can lead to material losses if we cannot close out deteriorating positions in a timely way. This risk is especially great for assets with normally less liquid markets. Assets that are not traded on stock exchanges or other public trading markets, such as derivative contracts between banks, may have values that we calculate using models other than publicly quoted prices. Monitoring the deterioration of prices of assets like these is difficult and could lead to losses that we did not anticipate. The volatility of world equity markets due to the continued economic uncertainty and sovereign debt crisis has had a particularly strong impact on the financial sector. Continued volatility may affect the value of our investments in entities in this sector and, depending on their fair value and future recovery expectations, could become a permanent impairment which would be subject to write-offs against our results. Volatility in interest rates may negatively affect our net interest income and increase our non-performing loan portfolio. Changes in market interest rates could affect the interest rates charged on our interest-earning assets differently than the interest rates paid on our interest-bearing liabilities. This difference could result in an increase in interest expense relative to interest income leading to a reduction in our net interest income. Income from treasury operations is particularly vulnerable to interest rate volatility. Because the majority of our loan portfolio reprices in less than one year, rising interest rates may also lead to an increasing non-performing loan portfolio. Interest rates are highly sensitive to many factors beyond our control, including deregulation of the financial sector, monetary policies, domestic and international economic and political conditions and other factors. As of December 31, 2011, our interest rate risk measured in daily Value at Risk (“VaRD”) terms amounted to €328.5 million. Foreign exchange rate fluctuations may negatively affect our earnings and the value of our assets and shares. Fluctuations in the exchange rate between the euro and the US dollar will affect the US dollar equivalent of the price of our securities on the stock exchanges in which our shares and ADSs are traded. These fluctuations will also affect the conversion to US dollars of cash dividends paid in euros on our ADSs. In the ordinary course of our business, we have a percentage of our assets and liabilities denominated in currencies other than the euro. Fluctuations in the value of the euro against other currencies may adversely affect our profitability. For example, the appreciation of the euro against some Latin American currencies and the US dollar will depress earnings from our Latin American and US operations, and the appreciation of the euro against the sterling will depress earnings from our UK operations. Additionally, while most of the governments of the countries in which we operate have not imposed material prohibitions on the repatriation of dividends, capital investment or other distributions, no assurance can be given that these governments will not institute restrictive exchange control policies in the future. Moreover, fluctuations among the currencies in which our shares and ADSs trade could reduce the value of your investment. As of December 31, 2011, our largest exposures on temporary positions (with a potential impact on the income statement) were concentrated on, in descending order, the pound sterling, the Mexican peso, the Chilean peso the Polish zloty (PLN) and the US dollar. At December 31, 2011, our largest exposures on permanent positions (with a potential impact on equity) were concentrated on, in descending order, the Brazilian real, the pound sterling, the US dollar, the Mexican peso, and the Polish zloty. Despite our risk management policies, procedures and methods, we may nonetheless be exposed to unidentified or unanticipated risks. Our risk management techniques and strategies may not be fully effective in mitigating our risk exposure in all economic market environments or against all types of risk, including risks that we fail to identify or anticipate. Some of our qualitative tools and metrics for managing risk are based upon our use of observed historical market behavior. We apply statistical and other tools to these observations to arrive at quantifications of our risk exposures. These qualitative tools and metrics may fail to predict future risk exposures. These risk exposures could, for example, arise from factors we did not anticipate or correctly evaluate in our statistical models. This would limit our ability to manage our risks. Our losses thus could be significantly greater than the historical measures indicate. In addition, our quantified modeling does not take all risks into account. Our more qualitative approach to managing those risks could prove insufficient, exposing us to material unanticipated losses. If existing or potential customers believe our risk management is inadequate, they could take their business elsewhere. This could harm our reputation as well as our revenues and profits. Our recent and future acquisitions may not be successful and may be disruptive to our business. We have acquired controlling interests in various companies and have engaged in other strategic partnerships. See “Item 4. Information on the Company—A. History and development of the Company.” Additionally, we may consider other strategic acquisitions and partnerships from time to time. While we are optimistic about the acquisitions we have made, there can be no assurances that we will be successful in our plans regarding the operation of these or other acquisitions and strategic partnerships. We can give no assurance that our recent and any future acquisition and partnership activities will perform in accordance with our expectations. We base our assessment of potential acquisitions and partnerships on limited and potentially inexact information and on assumptions with respect to operations, profitability and other matters that may prove to be incorrect. We can give no assurances that our expectations with regards to integration and synergies will materialize. Increased competition in the countries where we operate may adversely affect our growth prospects and operations. Most of the financial systems in which we operate are highly competitive. Financial sector reforms in the markets in which we operate have increased competition among both local and foreign financial institutions, and we believe that this trend will continue. In particular, price competition in Europe, Latin America and the US has increased recently. Our success in the European, Latin American and US markets will depend on our ability to remain competitive with other financial institutions. In addition, there has been a trend towards consolidation in the banking industry, which has created larger and stronger banks with which we must now compete. There can be no assurance that this increased competition will not adversely affect our growth prospects, and therefore our operations. We also face competition from non-bank competitors, such as brokerage companies, department stores (for some credit products), leasing and factoring companies, mutual fund and pension fund management companies and insurance companies. Changes in the regulatory framework in the jurisdictions where we operate could adversely affect our business. Extensive legislation affecting the financial services industry has recently been adopted in Spain, the United States, the European Union and other jurisdictions, and regulations are in the process of being implemented. In Spain, the Bank of Spain issued Circular 9/2010 on December 22, 2010, which amends certain rules in order to establish more restrictive conditions regarding capital requirements for credit risk, credit risk mitigation techniques, securitization and treatment of counterparty and trading book risk. This Circular has not had and it is not expected that it will have a quantifiable material impact on our business. The Circular was issued following the passage of two EU Directives on risk management (Directive 2009/27/CE and Directive 2009/83/CE). The European Union has created a European Systemic Risk Board to monitor financial stability and has implemented rules that will increase capital requirements for certain trading instruments or exposures and impose compensation limits on certain employees located in affected countries. In addition, the European Union Commission is considering a wide array of other initiatives, including new legislation that will affect derivatives trading, impose surcharges on “globally” systemically important firms and possibly impose new levies on bank balance sheets. In the United States, the Dodd-Frank Wall Street Reform and Consumer Protection Act (the “Dodd-Frank Act”) that was adopted in 2010 will result in significant structural reforms affecting the financial services industry. This legislation provides for, among other things: the establishment of a Consumer Financial Protection Bureau which will have broad authority to regulate the credit, savings, payment and other consumer financial products and services that we offer; the creation of a structure to regulate systemically important financial companies; more comprehensive regulation of the over-the-counter derivatives market; prohibitions on our engaging in certain proprietary trading activities and restricting our ownership of, investment in or sponsorship of, hedge funds and private equity funds; restrictions on the interchange fees that we earn on debit card transactions; and a requirement that bank regulators phase out the treatment of trust preferred capital debt securities as Tier 1 capital for regulatory capital purposes. Regulators in the UK have produced a range of proposals for future legislative and regulatory changes, which could force us to comply with certain operational restrictions or take steps to raise further capital, or could increase our expenses or otherwise adversely affect our results of operations and financial condition. These proposals include: (i) the introduction of recovery and resolution planning requirements (popularly known as ‘living wills’) for banks and other financial institutions as contingency planning for the failure of a financial institution that may affect the stability of the financial system; (ii) the implementation of the Financial Services Act 2010, which enhances the FSA’s disciplinary and enforcement powers; (iii) the introduction of more regular and detailed reporting obligations; and (iv) a requirement for large UK retail banks to hold a minimum Core Tier 1 to risk-weighted assets ratio of at least 10%, which is approximately 3% higher than the minimum capital levels required under Basel III. In December 2010, the Basel Committee on Banking Supervision announced revisions to its Capital Accord, which will require higher capital ratio requirements for banks, narrow the definition of capital, and introduce short term liquidity and term funding standards, among other things. The Basel Committee is also proposing to consider the imposition of a bank surcharge on institutions that are determined to be “globally significant financial institutions,” a liquidity coverage ratio and a net stable funding ratio. Compliance with these requirements could increase our funding and operational costs. During the last few months of 2011 the European Banking Authority (EBA) established new requirements to strengthen capital ratios. These requirements are part of a series of measures adopted by the European Council in the second half of 2011, which aim to restore stability and confidence in the European markets. These capital requirements are expected to be exceptional and temporary. The selected banks are required to have a core capital Tier 1 ratio of at least 9% by June 30, 2012, in accordance with the EBA’s rules. Each bank was required to present by January 20, 2012 their capitalization plan to reach the requirement by June 30, 2012. In the beginning of December 2011, the EBA disclosed its capital requirements for the main European banks. According to the EBA, our additional capital needs amounted to €15,302 million. During the last few months of 2011 we have carried out a series of measures which allowed us, at the beginning of 2012, to achieve a core capital ratio of 9% ahead of the EBA deadline of June 30, 2012. On February 3, 2012 the Ministry of Economy and Competitiveness approved the Royal Decree-Law 2/2012 on the clean-up of the financial sector (see Item 4. Information on the Company—A. History and Development of the Company – Recent Events) These and any additional legislative or regulatory actions in Spain, the European Union, the United States, the UK or other countries, and any required changes to our business operations resulting from such legislation and regulations, could result in significant loss of revenue, limit our ability to pursue business opportunities in which we might otherwise consider engaging, affect the value of assets that we hold, require us to increase our prices and therefore reduce demand for our products, impose additional costs on us or otherwise adversely affect our businesses. Accordingly, we cannot provide assurance that any such new legislation or regulations would not have an adverse effect on our business, results of operations or financial condition in the future. We may also face increased compliance costs and limitations on our ability to pursue certain business opportunities and provide certain products and services. As some of the banking laws and regulations have been recently adopted, the manner in which those laws and related regulations are applied to the operations of financial institutions is still evolving. Moreover, to the extent these recently adopted regulations are implemented inconsistently in the various jurisdictions in which we operate, we may face higher compliance costs. No assurance can be given generally that laws or regulations will be adopted, enforced or interpreted in a manner that will not have material adverse effect on our business and results of operations. Operational risks are inherent in our business. Our businesses depend on the ability to process a large number of transactions efficiently and accurately, and on our ability to rely on our digital technologies, computer and email services, software and networks, as well as on the secure processing, storage and transmission of confidential and other information in our computer systems and networks. Losses can result from inadequate personnel, inadequate or failed internal control processes and systems or from external events that interrupt normal business operations. We also face the risk that the design of our controls and procedures prove to be inadequate or are circumvented. Although we work with our clients, vendors, service providers, counterparties and other third parties to develop secure transmission capabilities and prevent against cyber attacks, we routinely exchange personal, confidential and proprietary information by electronic means, and we may be the target of attempted cyber attacks. We take protective measures and continuously monitor and develop our systems to protect our technology infrastructure and data from misappropriation or corruption, but our systems, software and networks nevertheless may be vulnerable to unauthorized access, misuse, computer viruses or other malicious code and other events that could have a security impact. An interception, misuse or mishandling of personal, confidential or proprietary information sent to or received from a client, vendor, service provider, counterparty or third party could result in legal liability, regulatory action and reputational harm. Although we have not experienced any material losses to date relating to cyber attacks or other such security breaches, we have suffered losses from operational risk in the past, and there can be no assurance that we will not suffer material losses from operational risk in the future. Further, as cyber attacks continue to evolve, we may incur significant costs in our attempt to modify or enhance our protective measures or investigate or remediate any vulnerabilities. In addition, there have been a number of highly publicized cases around the world involving actual or alleged fraud or other misconduct by employees in the financial services industry in recent years and we run the risk that employee misconduct could occur. This misconduct has included and may include in the future the theft of proprietary information, including proprietary software. It is not always possible to deter or prevent employee misconduct and the precautions we take to prevent and detect this activity have not been and may not be effective in all cases. We rely on recruiting, retaining and developing appropriate senior management and skilled personnel. Our continued success depends in part on the continued service of key members of our management team. The ability to continue to attract, train, motivate and retain highly qualified professionals is a key element of our strategy. The successful implementation of our growth strategy depends on the availability of skilled management, both at our head office and at each of our business units. If we or one of our business units or other functions fails to staff our operations appropriately or loses one or more of our key senior executives and fails to replace them in a satisfactory and timely manner, our business, results of operations and financial condition, including control and operational risks, may be adversely affected. In addition, the financial industry has and may continue to experience more stringent regulation of employee compensation, which could have an adverse effect on our ability to hire or retain the most qualified employees. If we fail or are unable to attract and appropriately train, motivate and retain qualified professionals, our business may also be adversely affected. Damage to our reputation could cause harm to our business prospects. Maintaining a positive reputation is critical to our attracting and maintaining customers, investors and employees. Damage to our reputation can therefore cause significant harm to our business and prospects. Harm to our reputation can arise from numerous sources, including, among others, employee misconduct, litigation or regulatory outcomes, failure to deliver minimum standards of service and quality, compliance failures, unethical behavior, and the activities of customers and counterparties. Further, negative publicity regarding us, whether or not true, may harm our business prospects. Actions by the financial services industry generally or by certain members of, or individuals in, the industry can also affect our reputation. For example, the role played by financial services firms in the financial crisis and the seeming shift toward increasing regulatory supervision and enforcement has caused public perception of us and others in the financial services industry to decline. We could suffer significant reputational harm if we fail to properly identify and manage potential conflicts of interest. Management of potential conflicts of interest has become increasingly complex as we expand our business activities through more numerous transactions, obligations and interests with and among our clients. The failure to adequately address, or the perceived failure to adequately address, conflicts of interest could affect the willingness of clients to deal with us, or give rise to litigation or enforcement actions against us. Therefore, there can be no assurance that conflicts of interest will not arise in the future that could cause material harm to us. Different disclosure and accounting principles between Spain and the US may provide you with different or less information about us than you expect. There may be less publicly available information about us than is regularly published about companies in the United States. While we are subject to the periodic reporting requirements of the Securities Exchange Act of 1934 (the “Exchange Act”), the disclosure required from foreign private issuers under the Exchange Act is more limited than the disclosure required from US issuers. Additionally, we present our financial statements under IFRS-IASB which differs from U.S. GAAP. The lack of PCAOB inspections of our auditor in Spain may reduce the confidence in our reported financial information. Our auditor, Deloitte, S.L., as auditor of companies, including the Bank, that are traded publicly in the United States and a firm registered with the US Public Company Accounting Oversight Board (United States) (“the “PCAOB”), is required by the laws of the United States to undergo regular inspections by the PCAOB to assess its compliance with the laws of the United States and applicable United States professional standards. Because our auditor is located in Spain, a jurisdiction where the PCAOB is currently unable to conduct inspections without the approval of the Spanish authorities, our auditor is not currently inspected by the PCAOB. Inspections of other firms that the PCAOB has conducted outside Spain have identified deficiencies in those firms’ audit procedures and quality control procedures. This lack of PCAOB inspections in Spain prevents the PCAOB from evaluating our auditor’s audit and quality control procedures and deprives investors in our securities and those of other Spanish companies of the potential benefits of such inspections. We are exposed to risk of loss from legal and regulatory proceedings. We face various issues that may give rise to risk of loss from legal and regulatory proceedings. These issues, including appropriately dealing with potential conflicts of interest, legal and regulatory requirements, ethical issues and conduct by companies in which we hold strategic investments or joint venture partners, could increase the number of litigation claims and the amount of damages asserted against the Group or subject the Group to regulatory enforcement actions, fines and penalties. In addition, amidst the changing regulatory landscape described above, many of our consumers, customers and counterparties have become more litigious. The current regulatory environment, which suggests a migration toward increasing supervisory focus on enforcement, including in connection with alleged violations of law and customer harm, combined with enhanced enforcement and uncertainty about the evolution of the regulatory regime, may lead to significant operational and compliance costs. Currently, the Bank and its subsidiaries are the subject of a number of legal proceedings and regulatory actions. For information relating to the legal proceedings and regulatory actions involving our businesses, see “Item 8. Financial Information—A. Consolidated statements and other financial information—Legal proceedings.” Additionally, the Bank and its subsidiaries may be the subject of future legal proceedings and regulatory actions. An adverse result in one or more of the Bank’s current or future legal proceedings or regulatory actions could have a material adverse effect on our operating results for any particular period, could require changes to our business practices and may even require that we exit certain businesses. Credit, market and liquidity risks may have an adverse effect on our credit ratings and our cost of funds. Any reduction in our credit rating would likely increase our cost of funding, require us to post additional collateral or take other actions under some of our derivative contracts and adversely affect our interest margins and results of operations. Credit ratings affect the cost and other terms upon which we are able to obtain funding. Rating agencies regularly evaluate us and their ratings of our long-term debt are based on a number of factors, including our financial strength as well as conditions affecting the financial services industry generally. Any downgrade in our ratings would likely increase our borrowing costs, and require us to post additional collateral or take other actions under some of our derivative contracts, and could limit our access to capital markets and adversely affect our commercial business. For example, a ratings downgrade could adversely affect our ability to sell or market certain of our products, such as subordinated securities, engage in certain longer-term and derivatives transactions and retain our customers, particularly customers who need a minimum rating threshold in order to invest. This, in turn, could reduce our liquidity and have an adverse effect on our operating results and financial condition. Under the terms of certain of our derivative contracts, we may be required to maintain a minimum credit rating or terminate such contracts. Banco Santander, S.A.’s long-term debt is currently rated investment grade by the major rating agencies Aa3 by Moody’s Investors Service España, S.A., A+ by Standard & Poor’s Ratings Services and A by Fitch Ratings Ltd. all of which have a negative outlook due to the difficult economic environment in Spain. Banco Santander, S.A.’s rating together with that of the other main Spanish banks, was downgraded by all three rating agencies in October 2011 (and by Standard & Poor’s and Fitch additionally in February 2012), due to the tougher-than-previously-anticipated macroeconomic and financial environment in Spain with dimming growth prospects in the near term, depressed real estate market activity and heightened turbulence in the capital markets. Santander UK’s long-term debt is currently rated investment grade by the major rating agencies A1 with outlook under review by Moody’s Investors Service, A+ with negative outlook by Standard & Poor’s Ratings Services and A+ with stable outlook by Fitch Ratings. Standard & Poor’s Ratings Services downgraded Santander UK’s rating in February 2012 from AA- to A+ with negative outlook, following their downgrading of Banco Santander, S.A. because the rating for both entities is equalized under Standard & Poor’s rating criteria of ‘core subsidiaries’. We conduct substantially all of our material derivative activities through Banco Santander, S.A. and Santander UK. Following the credit rating downgrades described above, Banco Santander, S.A. posted a total of approximately €250 million of additional collateral pursuant to derivative and other financial contracts while the impact on Santander UK was not significant. Under the terms of certain derivative and other financial contracts, in the event of a further downgrade of Banco Santander, S.A.’s or a downgrade of Santander UK’s long-term debt rating, counterparties to those agreements may require Banco Santander, S.A. or Santander UK, as appropriate, to provide additional collateral, terminate these contracts or provide other remedies. If the rating agencies were to downgrade their long-term senior debt ratings for Banco Santander, S.A. by one or two incremental notches, we expect that the amount of additional collateral we would post would likely be in line with the collateral posted in response to Banco Santander, S.A.’s most recent downgrades. An additional downgrade of Santander UK’s long-term senior debt ratings would lower Santander UK’s credit ratings below the minimum allowed by certain of its derivative and other financial contracts and could require that such counterparty contracts be renegotiated. The impact of any such downgrade cannot be accurately predicted as the impact would largely depend on the response of Santander UK, the Group and the respective counterparties. For example, as a result of the renegotiations, Santander UK could be required to cancel derivative contracts, post additional collateral, sell its position to another party that holds the required minimum credit ratings and/or provide a guarantee from an entity that holds the required minimum credit ratings, among others. It is not possible to know in advance what actions Santander UK, the Group and the respective counterparties would undertake in the event of a further downgrade of Santander UK’s credit ratings. We expect that any such downgrade would have a material adverse effect on the Group’s financial condition and results of operations, significantly larger than the impact of the downgrades of Banco Santander, S.A.’s credit ratings in October 2011 and February 2012 and of Santander UK in February 2012. In addition, if due to future downgrades, Banco Santander, S.A. or Santander UK were required to cancel their derivative contracts with certain counterparties and were unable to replace such contracts, the Group’s market risk profile could be altered. The derivative and financial contracts that would be at risk of renegotiation as a result of a one-notch downgrade of Santander UK’s long-term credit rating primarily are basis swaps with a consolidated special purpose entity used in Santander UK’s covered bond programme. The aggregate notional amount of these swaps as at December 31, 2011 was approximately £40 billion. The derivative and financial contracts that would be at risk of renegotiation as a result of a two -notch downgrade of Santander UK’s long-term credit rating primarily are basis swaps and currency swaps with consolidated special purposes entities used in Santander UK’s Residential Mortgage Backed Securities (RMBS) and covered bond programs. The aggregate notional amount of these swaps as at December 31, 2011 was approximately £83 billion (in addition to the £40 billion notional amount of swaps that would be at risk of renegotiation as a result of a one-notch downgrade). Santander UK would also be required to take action in relation to the bank account arrangements with the consolidated special purposes entities under these programs. Such accounts are currently held by Santander UK. The action required could involve obtaining guarantees, transferring the accounts to another bank or re-negotiating the account bank agreement. While certain potential impacts are contractual and quantifiable, the full consequences of a credit ratings downgrade to a financial institution are inherently uncertain, as they depend upon numerous dynamic, complex and inter-related factors and assumptions, including market conditions at the time of any downgrade, whether any downgrade of a firm’s long-term credit ratings precipitates downgrades to its short-term credit ratings, and assumptions about the potential behaviors of various customers, investors and counterparties. For a further discussion of our liquidity matters, see “Item 5. Operating and Financial Review and Prospects — B. Liquidity and capital resources.” In light of the difficulties in the financial services industry and the financial markets, there can be no assurance that the rating agencies will maintain their current ratings or outlooks, or with regard to those rating agencies that have a negative outlook on the Group, there can be no assurances that such agencies will revise such outlooks upward. The Group’s failure to maintain favorable ratings and outlooks would likely increase our cost of funding and adversely affect the Group’s interest margins and results of operations. Our Latin American subsidiaries’ growth, asset quality and profitability may be adversely affected by volatile macroeconomic and political conditions. The economies of the eight Latin American countries where we operate have experienced significant volatility in recent decades, characterized, in some cases, by slow or regressive growth, declining investment and hyperinflation. This volatility has resulted in fluctuations in the levels of deposits and in the relative economic strength of various segments of the economies to which we lend. Latin American banking activities (including Retail Banking, Global Wholesale Banking, Asset Management and Private Banking) accounted for €4,664 million of our profit attributable to the Parent bank for the year ended December 31, 2011 (a decrease of 1% from €4,728 million for the year ended December 31, 2010). Negative and fluctuating economic conditions, such as a changing interest rate environment, impact our profitability by causing lending margins to decrease and leading to decreased demand for higher margin products and services. Negative and fluctuating economic conditions in some Latin American countries could also result in government defaults on public debt. This could affect us in two ways: directly, through portfolio losses, and indirectly, through instabilities that a default in public debt could cause to the banking system as a whole, particularly since commercial banks’ exposure to government debt is high in several of the Latin American countries in which we operate. In addition, revenues from our Latin American subsidiaries are subject to risk of loss from unfavorable political and diplomatic developments, social instability, and changes in governmental policies, including expropriation, nationalization, international ownership legislation, interest-rate caps and tax policies. No assurance can be given that our growth, asset quality and profitability will not be affected by volatile macroeconomic and political conditions in the Latin American countries in which we operate. Latin American economies can be directly and negatively affected by adverse developments in other countries. Financial and securities markets in the Latin American countries where we operate are, to varying degrees, influenced by economic and market conditions in other countries in Latin America and beyond. Negative developments in the economy or securities markets in one country, particularly in an emerging market, may have a negative impact on other emerging market economies. These developments may adversely affect the business, financial condition and operating results of our subsidiaries in Latin America. Banco Santander, S.A. (“Santander”, the “Bank”, the “Parent” or the “Parent bank”) is the Parent bank of Grupo Santander. It was established on March 21, 1857 and incorporated in its present form by a public deed executed in Santander, Spain, on January 14, 1875. On January 15, 1999, the boards of directors of Banco Santander, S.A. and Banco Central Hispanoamericano, S.A. agreed to merge Banco Central Hispanoamericano, S.A. into Banco Santander, S.A., and to change Banco Santander’s name to Banco Santander Central Hispano, S.A. The shareholders of Banco Santander, S.A. and Banco Central Hispanoamericano, S.A. approved the merger on March 6, 1999, at their respective general meetings. The merger and the name change were registered with the Mercantile Registry of Santander, Spain, by the filing of a merger deed. Effective April 17, 1999, Banco Central Hispanoamericano, S.A. shares were extinguished by operation of law and Banco Central Hispanoamericano, S.A. shareholders received new Banco Santander shares at a ratio of three shares of Banco Santander, S.A. for every five shares of Banco Central Hispanoamericano, S.A. formerly held. On the same day, Banco Santander, S.A. changed its legal name to Banco Santander Central Hispano, S.A. The general shareholders’ meeting held on June 23, 2007 approved the proposal to change the name of the Bank to Banco Santander, S.A. We are incorporated under, and governed by the laws of the Kingdom of Spain. We conduct business under the commercial name “Santander”. Our corporate offices are located in Ciudad Grupo Santander, Avda. de Cantabria s/n, 28660 Boadilla del Monte (Madrid), Spain. Telephone: (011) 34-91-259-6520. Principal Capital Expenditures and Divestitures Acquisitions, Dispositions, Reorganizations Our principal acquisitions and dispositions in 2011, 2010 and 2009 are as follows: Acquisition of the Polish institution Bank Zachodni WBK On September 10, 2010, we announced that we had reached an agreement with Allied Irish Banks (“AIB”) to acquire 70.36% of the Polish institution Bank Zachodni WBK (“BZ WBK”) for an amount of approximately €2.938 billion in cash. On February 7, 2011, we announced that we had launched a tender offer in Poland (the “Tender Offer”) for 100% of the share capital of BZ WBK in accordance with applicable Polish law and regulation. The Tender Offer forms part of the agreement of Banco Santander with AIB for the acquisition of AIB’s stake in BZ WBK announced in September 10, 2010. Under the Tender Offer, Banco Santander offered PLN 226.89 in cash per share (approximately €58.74) resulting in a total maximum consideration of PLN 16,580,216,589.57 (approximately €4,293.4 million) for the total share capital of BZ WBK. The Tender Offer was made in Poland subject to Polish law and subject to the terms and conditions included in the Tender Offer document (dokument wezwania) submitted to the Polish securities regulator—Polish Financial Supervision Commission (Komisja Nadzoru Finansowego) and the Warsaw Stock Exchange (Giełda Papierów Wartościowych w Warszawie S.A.). The consummation of the Tender Offer was subject to the satisfaction of the conditions indicated in the Tender Offer document, including the acceptance of the tender offer by holders of more than 70% of the outstanding shares of BZ WBK and the approval by the Polish regulatory authorities of the acquisition by Grupo Santander of BZ WBK. The acceptance period of the tender offer commenced on February 24, 2011 and ended on March 25, 2011. 69,912,653 BZ WBK shares were tendered, representing 95.67% of BZ WBK’s capital. Since the Tender Offer was made at a cash price of PLN 226.89 per share (approximately €57.05), the purchase of the shares tendered in the offer resulted in a payment of PLN 15,862.48 million (approximately €3,987 million). Since the 70% acceptance threshold (which was a condition of the Tender Offer) was exceeded and all the remaining conditions, including the obtaining of the appropriate regulatory authorizations, were met, the tender offer was settled and the transfer of the shares was made on April 1, 2011. Additionally, on April 1, 2011, we acquired AIB’s 50% stake in BZ WBK Asset Management for €174 million in cash. Subsequently, based on the terms and conditions of the takeover bid, certain non-controlling shareholders of BZ WBK opted to sell their shares. As a result, the Group acquired 421,859 additional shares for €24 million. Finally, in May and June 2011, we acquired and aggregate of 113,336 additional BZ WBK shares. As of December 31, 2011, the Group held a total of 70,334,512 shares of Bank Zachodni WBK S.A. (96.25%). Sales of 1.9% and 7.8% of Banco Santander Chile On February 17, 2011, we announced that we had sold shares representing 1.9% of the share capital of Banco Santander Chile, for a total consideration of US$291 million. This transaction generated a capital gain for Banco Santander of approximately €110 million, entirely accounted for as reserves. Following the transaction, we hold a 75% stake in the share capital of Banco Santander Chile. On November 22, 2011, we announced the launch of a public secondary offering of approximately 14,741.6 million shares of common stock of Banco Santander Chile, representing 7.8% of the company’s share capital. On December 7, 2011, we announced that we had successfully completed the offering. As a result, 7.82% of the capital of such bank was sold at a price of 33 Chilean pesos per share and US$66.88 per ADR. The placement amounted to US$950 million, with a positive impact on the core capital of the Group of 11 basis points. Following the transaction, we hold 67% of the share capital of Banco Santander Chile. We have agreed not to reduce our stake in Banco Santander Chile for one year. Agreement with Zurich Financial Services Group On February 22, 2011, the Group signed a Memorandum of Understanding with insurer Zurich Financial Services Group (“Zurich”) to form a strategic alliance to strengthen insurance distribution in five key Latin American markets: Brazil, Chile, Mexico, Argentina and Uruguay. Once the required authorizations from the various regulators were obtained, in the fourth quarter of 2011 Zurich acquired, for €1,044 million 51% of the share capital of ZS Insurance América, S.L. (holding company for the Group’s insurance businesses in Latin America), thereby gaining control over this company, and it has taken over management of the companies concerned. The agreement also provides for deferred payments based on the achievement of the business plan targets over the coming 25 years. Following this transaction Santander retained 49% of the share capital of the holding company and entered into a distribution agreement for the sale of insurance products in each of the relevant countries for 25 years. As a result of the aforementioned transaction, the Group recognized a gain of €641 million (net of the related tax effect) under Gains (losses) on disposal of assets not classified as non-current assets held for sale in the consolidated income statement for 2011, of which €233 million related to the measurement at fair value of the 49% ownership interest retained in this company. Santander Banif Inmobiliario On December 3, 2010, exclusively for commercial reasons, we decided to contribute resources to the Santander Banif Inmobiliario, FII property investment fund (the “Fund”) through the subscription of new units and the granting of a two-year liquidity guarantee in order to meet any outstanding redemption claims by the unit holders of the Fund and to avoid winding up the Fund. We offered the unit holders of the Fund the opportunity to submit new requests for the total or partial redemption of their units or for the total or partial revocation of any redemption requests that they had previously submitted. Any such requests were required to be submitted before February 16, 2011. Redemptions from the Fund, managed by Santander Real Estate, S.G.I.I.C. S.A., had been suspended for a period of two years in February 2009, in accordance with the request filed with the Spanish National Securities Market Commission (CNMV), due to the lack of sufficient liquidity to meet the redemptions requested at that date. On March 1, 2011, we paid the full amount of the redemptions requested by the Fund’s unit holders, which amounted to €2,326 million (93.01% of the Fund’s net assets), through the subscription of the related units by us at their redemption value at February 28, 2011. Following the aforementioned acquisition, we own 95.54% of the Fund. The suspension of redemptions was lifted from said date and the Fund is operating normally. Metrovacesa, S.A. (“Metrovacesa”) On February 20, 2009, certain credit institutions, including Banco Santander, S.A. and Banco Español de Crédito, S.A., entered into an agreement for the restructuring of the debt of the Sanahuja Group, whereby they received shares representing 54.75% of the share capital of Metrovacesa in consideration for payment of the Sanahuja Group’s debt. The agreement also included the acquisition by the creditor entities of an additional 10.77% of the share capital of Metrovacesa (shares for which the Sanahuja family was granted a call option for four years), which gave rise to an additional disbursement of €214 million for the Group, and other conditions concerning the administration of this company. Following the execution of the agreement, Grupo Santander had an ownership interest of 23.63% in Metrovacesa, S.A., and 5.38% of the share capital was subject to the call option described above. At 2009 year-end, the Group measured this investment at €25 per share, which gave rise to additional write-downs and impairment losses of €269 million net of tax. At December 31, 2010, the value of this holding amounted to €402 million, after deducting the write-downs, equivalent to €24.4 per share. Also, the Group has granted the company loans amounting to €109 million, which were fully provisioned. On March 17, 2011, the creditor entities that had been party to the agreement for the restructuring of Metrovacesa’s debt in 2009, including Banco Santander, S.A. and Banco Español de Crédito, S.A., entered into a capitalization and voting agreement relating to Metrovacesa (which is subject to certain conditions precedent, including the implementation by Metrovacesa of a capital increase through monetary contributions and the conversion of debt into equity) whereby the creditor entities, taken as a whole, will convert approximately €1,360 million of Metrovacesa’s financial debt into equity, the Group’s share of which would be €492 million. On June 28, 2011, the shareholders at the annual general meeting of Metrovacesa resolved to approve the aforementioned capital increase for a par value of €1,949 million, subject to certain conditions precedent such as the CNMV releasing the Group from the obligation to launch a takeover bid for all of the share capital, since the transaction might raise the Group’s holding in the share capital of Metrovacesa above 30%. This release was granted on July 6, 2011. On August 1, 2011, we announced that, following the execution of the capital increase of Metrovacesa, S.A. as approved by the shareholders at the annual general meeting held on June 28, 2011, Banco Santander, S.A. and the individuals and legal entities whose voting rights are attributed to the Bank pursuant to the assumptions provided in article 5 of Royal Decree 1066/2007, of July 27, governing the legal framework for public take-over bids of securities, have become the holders of a total of 344,530,740 shares in Metrovacesa, S.A., representing 34.88% of the company’s share capital (excluding the treasury shares held by it which, according to the information provided by Metrovacesa, S.A., amounted to 401,769 as at July 29, 2011). New partners for Santander Consumer USA On October 21, 2011 we announced that Santander Holdings USA, Inc. (“SHUSA”) and Santander Consumer USA Inc. (“SCUSA”), a majority-owned subsidiary of SHUSA, entered into an investment agreement with Sponsor Auto Finance Holdings Series LP, a Delaware limited partnership (“Auto Finance Holdings”). Auto Finance Holdings is jointly owned by investment funds affiliated with each of Warburg Pincus LLC, Kohlberg Kravis Roberts & Co. L.P. and Centerbridge Partners L.P. (collectively, the “New Investors”), as well as DFS Sponsor Investments LLC, a Delaware limited liability company affiliated with Thomas G. Dundon, the Chief Executive Officer of SCUSA and a Director of SHUSA, and Jason Kulas, Chief Financial Officer of SCUSA. As previously reported on October 20, 2011, SCUSA also entered into an investment agreement with DDFS LLC (“DDFS”), a Delaware limited liability company affiliated with Thomas G. Dundon. On December 31, 2011, Auto Finance Holdings Series and DDFS completed their investments in SCUSA. SCUSA increased its share capital on that date through the issuance of shares to Auto Finance Holdings for an aggregate consideration of $1.0 billion and to DDFS for an aggregate consideration of $158.2 million. The transaction valued SCUSA at $4 billion. Upon its completion, Banco Santander, S.A. realized a capital gain of €872 million under Gains (losses) on disposal of assets not classified as non-current assets held for sale, of which €649 million related to the measurement at fair value of the 65% ownership interest retained in SCUSA. The fair value of SCUSA was determined using comparable market data, recent transactions and discounted cash flow analyses, taking into account contingent payments. As a result of these transactions, SHUSA, the New Investors (indirectly through Auto Finance Holdings) and Mr. Dundon (indirectly through DDFS and DFS Sponsor Investments LLC) own approximately 65%, 24% and 11% of the common stock of SCUSA, respectively. Also on December 31, 2011, SHUSA, SCUSA, Auto Financing Holdings, DDFS, Thomas G. Dundon and Banco Santander, S.A. entered into a shareholders agreement (the “Shareholders Agreement”). The Shareholders Agreement provides each of SHUSA, DDFS and Auto Finance Holdings with certain board representation, governance, registration and other rights with respect to their ownership interests in SCUSA. Subject to the terms and conditions of the Shareholders Agreement, SHUSA, Auto Finance Holdings and DDFS jointly manage SCUSA and share control over it. Pursuant to the Shareholders Agreement, depending on SCUSA’s performance during 2014 and 2015, if SCUSA exceeds certain performance targets, SCUSA may be required to pay up to $595.0 million in favor of SHUSA. If SCUSA does not meet such performance targets during 2014 and 2015, SCUSA may be required to make a payment to Auto Finance Holdings of up to the same amount. The Shareholders Agreement also provides that each of Auto Finance Holdings and DDFS will have the right to sell, and SHUSA will be required to purchase, their respective shares of SCUSA common stock, at its then fair market value, and Auto Finance Holdings and DDFS, if applicable, will receive the payment referred to above at that time (i) at the fourth, fifth and seventh anniversaries of the closing of the investments, unless an initial public offering of SCUSA common stock has been previously consummated or (ii) in the event there is a deadlock with respect to certain specified matters which require the approval of the board of directors or shareholders of SCUSA. Offer to exchange subordinated debt instruments for non-subordinated debt instruments On November 15, 2011, we announced an offer (“the Offer”) to holders of the existing securities identified in the table below (“the Existing Securities”), to exchange Existing Securities for new securities to be issued (“the New Securities”). The Existing Securities constituted eight series of subordinated debt instruments issued by Santander Issuances, S.A.U., which are listed on the Luxembourg Stock Exchange. The New Securities are senior debt instruments denominated in pounds sterling and euros with a maturity date of December 1, 2015. The New Securities trade on the Luxembourg Stock Exchange. We used funds pursuant to the Offer from our ordinary available liquidity to comply with our payment obligations pursuant to the Offer. The Offer allows managing more effectively the Group’s outstanding liabilities, taking into consideration prevailing market conditions. On November 24, 2011, we announced (i) the aggregate nominal amount of the Existing Securities accepted for the exchange; and (ii) the final nominal amount and interest rate of the New Securities. Such amounts as set forth in the table below. ISIN Aggregate Amount of Existing Securities accepted for Exchange Aggregate Nominal Amount of New Securities to be issued Aggregate Outstanding Amount of Existing Securities after the exchange XS0291652203 € 274,000,000 € 243,300,000 € 1,226,000,000 XS0261717416 € 202,200,000 € 180,000,000 € 347,800,000 XS0284633327 £ 146,053,000 £ 124,800,000 £ 153,947,000 XS0301810262 € 85,150,000 € 72,600,000 € 414,850,000 XS0440403797 £ 70,950,000 £ 65,000,000 £ 772,400,000 The final nominal amount and interest rate of the New Securities are set forth below: €1,116,200,000 3.381% senior notes due December 1, 2015. GBP 189,800,000 3.160% senior notes due December 1, 2015. The Offer generated gross capital gains of approximately €144 million, included in the 2011 accounts. Offer to repurchase preferred securities and subscribe Banco Santander shares On December 2, 2011, we announced an offer (the “Repurchase Offer”) to repurchase Series X Preferred Securities issued by Santander Finance Capital, S.A.U. in June 2009 and guaranteed by the Bank (the “Series X Preferred Securities”) and a simultaneous public offer to subscribe for newly-issued shares of Banco Santander (the “New Shares”), on the terms set out below. We refer to the Repurchase Offer and the issuance of New Shares as the “Capital Increase.” In order to participate in the Repurchase Offer, holders of Series X Preferred Securities were required to irrevocably subscribe the number of New Shares which corresponded to the repurchase price of their Series X Preferred Securities. The New Shares were offered solely to the abovementioned holders of Series X Preferred Securities who accepted the Repurchase Offer. The issue price of the New Shares (nominal plus premium) equaled the arithmetic mean of the average weighted prices of Banco Santander shares on the Spanish stock exchanges during the Acceptance Period. Consequently, the number of New Shares to be subscribed by each holder of Series X Preferred Securities who accepted the Repurchase Offer was the result of dividing the nominal value of the preferred securities (€25.00) by the issue price of the New Shares. On December 28, 2011, we announced that during the acceptance period, the holders of 77,743,969 preferred securities, representing 98.88% of the preference shares outstanding, had accepted the repurchase offer. The holders of these preferred securities subscribed 341,802,171 shares under the Capital Increase. Consequently, the total amount (nominal plus premium) subscribed was €1,943,599,225, and the nominal value of the Capital Increase was €170,901,085.50. The New Shares represented 3.84% of the share capital of Banco Santander following the Capital Increase. On December 30, 2011, Banco Santander acquired the Series X Preferred Securities and the new shares subscribed by the holders of those preferred securities were paid up. The new shareholders were, as of December 30, 2011, entitled to all of the rights pertaining to the shares of Banco Santander and, in particular, have the right to participate in the Santander Dividendo Elección program. The Capital Increase resulted in a raise in core capital of 34 basis points. Sale of the Colombian unit to the Chilean group Corpbanca On December 6, 2011, we reported that we had reached an agreement with the Chilean group Corpbanca for the sale of Banco Santander Colombia and its other subsidiaries in that country. The transaction values our Colombian operations (which in 2010 contributed US$54 million to the Group’s profits and is not a core market for the Group) at US$1,225 million and will generate for Santander a capital gain of approximately €615 million, which will be allocated to reinforce our balance sheet. Banco Santander Colombia shares are listed on the Colombian Stock Exchange and has a free float of approximately 2.15% of its share capital. The transaction is subject to obtaining the relevant regulatory approvals and is expected to be completed within the second quarter of 2012. New capital requirements On December 8, 2011, the European Banking Authority (“EBA”) published aggregate figures relating to capital requirements of a temporary and extraordinary nature applicable to financial institutions, calculated on the basis of data as of September 30, 2011. According to the updated calculations, the additional capital required for Grupo Santander amounts to €15,302 million versus the €14,971 million published by the EBA on October 26, 2011, which was based on estimated figures for September 30, 2011. In accordance with the new requirements of the EBA, our objective is to attain a 10% core capital ratio, which we expect to achieve through the organic creation of capital, optimization of risk-weighted assets, expansion of the use of internal capital calculation models and other measures, including the possible sale of assets. Tender offer for subordinated notes On January 11, 2010, Banco Santander, S.A. offered to purchase for cash 13 series of subordinated notes issued by several entities of Grupo Santander for an aggregate nominal amount of €3.3 billion. The acceptance level of the exchange offers reached 60% and the nominal amount of the securities accepted for purchase was approximately €2 billion. Also, on February 17, 2010, Banco Santander, S.A. offered to purchase for cash perpetual subordinated notes issued by Santander Perpetual, S.A.U. for a total nominal amount of US$1.5 billion (of which Santander held approximately US$350 million). The aggregate nominal amount of securities accepted for purchase was US$1.1 billion, representing 95% of the outstanding notes not held by Santander. Bolsas y Mercados Españoles (“BME”) On February 22, 2010, we sold to institutional investors 2,099,762 shares of BME representing approximately 2.5% of its share capital, at a price of €20.0 per share, which amounts to a total of approximately €42 million. The capital gain for Grupo Santander was of €30.4 million. Grupo Santander maintains a stake of 2.5% in the capital of BME and will continue to be represented on its board of directors. James Hay Holdings Limited On March 10, 2010, Santander Private Banking UK Limited completed the sale of James Hay Holdings Limited (including its five subsidiaries) through the transfer of all the shares of James Hay Holdings Limited to IFG UK Holdings Limited, a subsidiary of the IFG Group, for a total of £39 million. Companhia Brasileira de Soluções e Serviços (“CBSS”) and Cielo S.A. On April 25, 2010, we announced that we had reached an agreement with Banco do Brasil S.A. and Banco Bradesco S.A. for the sale of the entire stake held by Grupo Santander in the companies Companhia Brasileira de Soluções e Serviços (15.32% of the capital), and Cielo S.A. – formerly Visanet – (7.20% of the capital). The total agreed sale price was BRL200 million (approximately €89 million) for the 15.32% of CBSS and BRL1,487 million (approximately €650.7 million) for the 7.20% of Cielo. The net capital gain generated for Grupo Santander was approximately €245 million. The closing of the transactions took place in July 2010. Acquisition of AIG Bank Polska Spolka Akcyina On June 8, 2010, Santander Consumer Bank S.A. (Poland) increased capital through the issuance of 1,560,000 new shares, fully subscribed by AIG Consumer Finance Group Inc. who made a contribution of 11,177,088 shares of AIG Bank Polska S.A. representing a 99.92% of its share capital. The amount of the capital increase amounted to 452 million Polish zlotys (€109 million approximately as of the date of the transaction). The capital increase has diluted the Group’s share capital of Santander Consumer Bank S.A. (Poland), which is now 70%. Acquisition of 24.9% of Banco Santander Mexico On June 9, 2010, we announced that Banco Santander had reached an agreement with Bank of America to acquire the 24.9% stake held by the latter in Grupo Financiero Santander (“Banco Santander Mexico”) for an amount of US$ 2.5 billion. Following this transaction, our holding in Banco Santander Mexico will amount to 99.9%. In 2003, Bank of America acquired this 24.9% stake from Santander for an amount of US$1.6 billion. The transaction was completed on September 23, 2010. Agreement to purchase Royal Bank of Scotland branch offices In August 2010 Santander UK plc announced that it had entered into an agreement to acquire the portion of the banking business carried on by Royal Bank of Scotland (RBS) through its branches in England and Wales and the NatWest network in Scotland, as well as certain SME and corporate banking centers. The acquisition is currently in progress and is expected to be completed in the fourth quarter of 2012, once the necessary approvals have been obtained and certain other conditions have been met. Acquisition of CitiFinancial Auto’s auto loan portfolio On June 24, 2010, we announced that we had reached an agreement with Citigroup Inc. (“Citi”) to purchase US$3.2 billion of CitiFinancial Auto’s auto loan portfolio. In addition, Santander and Citi entered into an agreement under which Santander will service a portfolio of US$7.2 billion of auto loans that will be retained by Citi. Santander purchased the US$ 3.2 billion portion of the portfolio at a price equal to 99% of the value of the gross receivables. The transaction closed on September 3, 2010. Acquisition of the commercial banking business of Skandinaviska Enskilda Banken in Germany On July 12, 2010, we announced that we had reached an agreement with Skandinaviska Enskilda Banken (SEB Group) for the acquisition by our affiliate Santander Consumer Bank AG of SEB’s commercial banking business in Germany for an amount of approximately €494 million (€555 million deducting certain amendments to the purchase price agreed between the parties). Following the acquisition of SEB’s commercial banking business in Germany, which includes 173 branches and serves one million customers, the number of branches of Santander Consumer Bank’s network in Germany almost doubled. The transaction closed on January 31, 2011, once the appropriate regulatory approvals were obtained. Tender offer for Santander Bancorp shares On July 23, 2010, we announced the completion of the tender offer by our wholly-owned subsidiary, Administración de Bancos Latinoamericanos Santander, S.L. (“ABLASA”), for all outstanding shares of common stock of Santander BanCorp not owned by ABLASA at US$12.69 per share. The offer expired at 12:00 midnight, New York City time, on July 22, 2010. Based on information provided by BNY Mellon Shareowner Services, the depositary for the tender offer, 3,644,906 Santander BanCorp shares were validly tendered and not withdrawn. The tendered shares represented approximately 7.8% of Santander BanCorp’s outstanding shares of common stock. Together with the 90.6% of the outstanding shares already held by ABLASA, ABLASA held a total of approximately 45,886,244 shares or 98.4% of the 46,639,104 Santander BanCorp shares outstanding after the expiration of the tender offer. All Santander BanCorp shares that were validly tendered and not withdrawn immediately prior to the expiration of the tender offer were accepted and purchased by ABLASA. ABLASA acquired the remaining publicly held shares of Santander BanCorp through a short-form merger under Puerto Rico law on July 29, 2010. As a result of the merger, any remaining shares of Santander BanCorp common stock were cancelled pursuant to the merger in consideration for the same offer price of US$12.69 cash paid in the tender offer, without interest and less any required withholding taxes (other than shares of Santander BanCorp common stock for which appraisal rights were validly exercised under Puerto Rico law). Upon completion of the merger, Santander BanCorp became a wholly owned subsidiary of Banco Santander, its shares ceased to be traded on the New York Stock Exchange, and Santander BanCorp was no longer required to file certain information and periodic reports with the U.S. Securities and Exchange Commission. Acquisition of auto loan portfolio in the USA from HSBC On August 27, 2010, we purchased a US$ 4.3 billion auto loan portfolio in the USA from HSBC, for a total consideration of approximately US$ 4 billion. The portfolio amount represents the carrying amount of the loans at June 30, 2010, and the purchase price is subject to final adjustments. Santander Consumer USA is already servicing the auto loan portfolio that was acquired. The transaction required only US$ 342 million financing from Grupo Santander, since it carries financing from a third party as well as assumptions of existing securitizations pertaining to part of the portfolio. Agreement with Qatar Holding by which it will subscribe a bond issue On October 18, 2010, Banco Santander announced that it had reached an agreement with Qatar Holding, by which the latter will subscribe bonds issued by Banco Santander amounting to US$ 2.719 billion, mandatorily exchangeable for existing or for new shares of Banco Santander Brasil, at the choice of Banco Santander. This transaction represents 5% of the share capital of Banco Santander Brasil. The bonds will mature on the third anniversary of the issuance date. The conversion or exchange price will be Brazilian reais 23.75 per share and the bonds will pay an annual coupon of 6.75% in U.S. dollars. The transaction is part of Banco Santander’s commitment for its Brazilian affiliate to have a free float of 25% by the end of 2014. Acquisition of Sovereign On October 13, 2008, we announced that we would acquire Sovereign through a share exchange. At the date of the announcement, we held 24.35% of the outstanding ordinary shares of Sovereign. The capital and finance committee of Sovereign, composed of independent directors, requested that Santander consider acquiring the 75.65% of the company that it did not own. The committee assessed the transaction and recommended it to the company’s board of directors. Under the terms of the definitive transaction agreement, which was unanimously approved by the non-Santander directors of Sovereign and by the executive committee of Santander, Sovereign shareholders received 0.2924 Banco Santander American Depository Shares (“ADSs”) for every 1 ordinary Sovereign share they owned (or 1 Banco Santander ADS for every 3.42 Sovereign shares). On January 26, 2009, Banco Santander held an extraordinary general meeting at which its shareholders approved the capital increase for the acquisition of 75.65% of Sovereign Bancorp Inc. On January 28, 2009, the shareholders at the general meeting of Sovereign approved the acquisition. On January 30, 2009, the acquisition of Sovereign was completed and Sovereign became a wholly-owned subsidiary of Grupo Santander. The transaction involved the issuance of 0.3206 ordinary shares of Banco Santander for each ordinary share of Sovereign (equivalent to the approved exchange of 0.2924 ADSs adjusted for the dilution arising from the capital increase carried out in December 2008). To this end, 161,546,320 ordinary shares were issued by Banco Santander for a cash amount (par value plus share premium) of €1.3 billion. At the time of the acquisition this transaction gave rise to goodwill of US$2,053 million (€1,601 million at the exchange rate on the date of the acquisition, €1,425 million at the exchange rate on December 31, 2009). Acquisition of Real Tokio Marine Vida e Previdencia In March 2009, the Santander Brazil Group acquired the 50% of the insurance company Real Seguros Vida e Previdencia (formerly Real Tokio Marine Vida e Previdencia) that it did not already own from Tokio Marine for BRL 678 million (€225 million). CEPSA On March 31, 2009, we announced that we had reached an agreement with the International Petroleum Investment Company (“IPIC”) of the Emirate of Abu Dhabi for the sale of our 32.5% stake in CEPSA to IPIC, at a price of €33 per share, which would be reduced by the amount of any dividends paid, prior to the closing of the transaction, charged to the 2009 fiscal year. With this transaction, our historical annual return derived from our investment in CEPSA was of 13%. The sale had no impact on Grupo Santander’s earnings. On July 30, 2009, we announced that we had transferred to IPIC our 32.5% stake in CEPSA at the agreed price of €33 per share. The acquirer applied to the CNMV for exemption from the obligation to launch a tender offer, in accordance with the provisions of article 4.2 of Royal Decree 1066/2007, owing to the existence of a shareholder with a higher stake in the share capital, the denial of which would be cause for termination of the contract. On September 15, 2009, the CNMV granted this exemption. France Telecom España, S.A. (“France Telecom”) On April 29, 2009, we announced that we had reached an agreement with the company Atlas Services Nederland BV (a 100%-owned affiliate of France Telecom) on the sale of the 5.01% share package held by Grupo Santander in France Telecom España, S.A. for an amount of €378 million. The sale generated a loss for Grupo Santander of €14 million. Triad Financial Corporation In June 2008, Banco Santander’s executive committee authorized the acquisition by Santander Consumer USA Inc. of the vehicle purchase loan portfolio and an internet-based direct loan platform (www.roadloans.com) belonging to the US group Triad Financial Corporation. The acquisition price, US$615 million, was determined on the basis of an analysis of each individual loan. In July 2009, Banco Santander’s executive committee authorized Santander Consumer USA Inc. to acquire Triad Financial SM LLC with its remaining portfolio for US$260 million. Banco de Venezuela On July 6, 2009, we announced that we had closed the sale of our stake in Banco de Venezuela to Bank for Economic and Social Development of Venezuela (Banco de Desarrollo Económico y Social de Venezuela), a public institution of the Bolivarian Republic of Venezuela for US$1,050 million, of which US$630 million were paid on that date, US$210 million were paid in October 2009 and the remainder was paid in December 2009. This sale did not have a material impact on the Group’s income statement. Offers to exchange perpetual issues for other financial instruments On July 9, 2009, Banco Santander, S.A. and its subsidiary Santander Financial Exchanges Limited launched various offers to exchange 30 issues of securities eligible to be included in capital for a total nominal amount of approximately €9.1 billion for securities to be issued by Santander and its subsidiaries. The exchange envisaged the delivery of new securities that meet the current market standards and regulatory requirements to be classified as equity at the consolidated Group level. The purpose of these offers was to improve the efficiency of the Group’s capital structure and to strengthen Grupo Santander’s balance sheet. The Group’s annual borrowing costs were not increased as a result of exchange offers. The acceptance level of the exchange offers reached 49.8% and the nominal amount of the new securities issued was €3,210 million. The capital gains generated by this transaction amounted to €724 million which were used to strengthen the Group’s balance sheet. Purchase of securitizations On August 24, 2009, Banco Santander invited holders of certain securitization bonds for a total nominal amount of €25,273 million to tender any or all of the bonds for purchase by Banco Santander for cash. The aggregate outstanding nominal amount of securities accepted for purchase was €609 million. The capital gains generated amounted to €97 million which were used to strengthen the Group’s balance sheet. Initial Public Offering of Banco Santander (Brasil) S.A. On October 13, 2009, our subsidiary Banco Santander (Brasil) S.A. (Santander Brasil) closed its initial public offering of 525,000,000 units, each unit representing 55 ordinary shares and 50 preference shares, without par value. The offered securities (units) are share deposit certificates. The units were offered in a global offering consisting of an international tranche in the United States and in other countries other than Brazil, in the form of American Depositary Shares (“ADSs”), in which each ADS represented a unit, and a domestic tranche of units in Brazil. The initial public offering price was BRL 23.50 per unit and $13.4033 per ADS. Additionally, Santander Brasil granted the international underwriters an option, exercisable before November 6, 2009, to purchase an additional 42,750,000 ADSs to cover any over-allotments in connection with the international tranche. Santander Brasil also granted the domestic underwriters an option, exercisable during the same period, to purchase an additional 32,250,000 units to cover any over-allotments in connection with the Brazilian tranche. Once the global offering was completed and after the underwriters exercised their options, the capital increase amount was BRL 13,182 million (€5,092 million). The free float of Santander Brasil rose to approximately 16.45% of its share capital, from only 2.0% before the global offering. Santander Brasil undertook to raise the free float to at least 25% of its share capital within three years from the date of the initial public offering in order to maintain its listing on Level 2 of the Bolsa de Valores, Mercadorias e Futuros (BM&FBOVESPA). The ADSs are listed on the New York Stock Exchange. Santander Group’s net gains from the placement amounted to €1,499 million. Prior to the public offering, on August 14, 2009, the Group transferred to Santander Brasil, through share exchange transactions, all the share capital of certain Brazilian asset management, insurance and banking companies (including Santander Seguros S.A. and Santander Brasil Asset Management Distribuidora de Títulos e Valores Mobiliários S.A.) which were owned by Santander Group and certain non-controlling shareholders. The total equity of the transferred businesses was valued at BRL 2.5 billion. The purpose of these transactions was to consolidate in a single entity Santander Group’s investments in Brazil, thus streamlining the current corporate structure and grouping the ownership interests held by Santander Group and by the non-controlling shareholders in those entities in the share capital of Santander Brasil. As a result of these transactions, the share capital of Santander Brasil was increased by approximately BRL 2.5 billion through the issuance of 14,410,886,181 shares, of which 7,710,342,899 were ordinary shares and 6,700,543,282 were preference shares. Additionally, on September 17, 2009, Banco Santander sold to Santander Brasil a loan portfolio consisting of loans to Brazilian companies and their affiliates abroad for US$ 806.3 million. Santander Brasil is the third largest private-sector bank in Brazil, the largest bank controlled by an international financial group and the fourth largest bank overall in Brazil in absolute terms, with a market share of 10.5% in terms of loans. Santander Brasil carries on its business activity across the country, although its presence is concentrated in the Southern and South Eastern regions, where it has one of the largest branch networks, according to the Central Bank of Brazil. In August 2008, Santander Brasil acquired Banco Real, which was then the fourth largest private-sector Brazilian bank in terms of volume of assets. At the time of the purchase, Santander Brasil was the fifth largest private-sector bank in Brazil in terms of volume of assets. The businesses of Banco Real and Santander Brasil were highly complementary before the acquisition. Santander Brasil considered that the acquisition provided considerable opportunities in terms of operational, commercial and technological synergies, building on the best practices of each bank. Banco Real’s strong representation in the states of Rio de Janeiro and Minas Gerais has further enhanced Santander Brasil’s position in the Southern and South Eastern regions of the country, adding to this entity’s already significant presence in those regions, particularly in the State of São Paulo. The acquisition of Banco Real consolidated Santander Brasil’s position as a full-service bank with nationwide coverage, whose size enables it to compete efficiently in its target markets. In the third quarter of 2010, we sold 2.616% of the share capital of Santander Brasil. The sale price amounted to €867 million, which gave rise to increases of €162 million in Reserves and €790 million in Non-controlling interest, and a decrease of €85 million in Valuation adjustments—Exchange differences. Sale of 10% of the share capital of Attijariwafa Bank On December 28, 2009, we announced that we had sold to the Moroccan Société Nationale d’Investissement (SNI) 10% of the share capital of Attijariwafa Bank, at a price of Dirhams 4,149.4 million (approximately €367 million at the exchange rate on such date). The transaction generated for Grupo Santander a capital gain of approximately €218 million, which was recognized under Gains/(losses) on non-current assets held for sale in the consolidated income statement. Following the sale, Grupo Santander holds 4.55% of Attijariwafa Bank. General Electric Money and Interbanca The first quarter of 2009 saw the completion of the agreement reached by Banco Santander and General Electric (“GE”) in March 2008 whereby Banco Santander would acquire the units of GE Money in Germany (already acquired in the fourth quarter of 2008), Finland and Austria and its card (Santander Cards UK Limited) and vehicle financing units in the UK, and GE Commercial Finance would acquire Interbanca, an entity specializing in wholesale banking which was assigned to Banco Santander in the distribution of ABN AMRO’s assets. The initial goodwill arising from the acquisition of the GE business amounted to €558 million at December 2009. Capital Increases As of December 31, 2009, our capital consisted of 8,228,826,135 fully subscribed and paid shares of €0.50 par value each. In 2009, our capital increased by 234,766,732 shares, or 2.94% of our total capital as of December 31, 2008, as a result of the following transactions: Sovereign acquisition: The acquisition of Sovereign involved the issuance, on January 30, 2009, of 0.3206 ordinary shares of Banco Santander for each ordinary share of Sovereign. To this end, 161,546,320 ordinary shares were issued by Santander for a cash amount (par value plus share premium) of €1.3 billion. Valores Santander: Conversion of 754 Valores Santander was requested in the ordinary conversion period that ended on October 5, 2009. Pursuant to the terms of such securities, we issued 257,647 new shares in exchange for those Valores Santander which commenced trading in the Spanish Stock Exchanges on October 15, 2009. Scrip Dividend: On November 2, 2009 we issued 72,962,765 ordinary shares par value €0.5 in the free-of-charge capital increase, corresponding to 0.89% of our share capital. The amount of the capital increase was €36,481,382.50. As of December 31, 2010, our capital had increased by 100,295,963 shares, or 1.22% of our total capital as of December 31, 2009, to 8,329,122,098 shares as a result of the following transactions: Valores Santander: On October 7, 2010, the Bank issued 11,582,632 new shares in exchange for 33,544 Valores Santander. Valores Santander: On October 6, 2011, 1,223,457 new shares were issued in exchange for 3,458 Valores Santander. Scrip Dividend: On February 1, 2011, we issued 111,152,906 ordinary shares par value €0.5 in the free-of-charge capital increase, corresponding to 1.33% of our share capital. The amount of the capital increase was €55,576,453. Additionally, on November 2, 2011, the Bank issued 125,742,571 ordinary shares par value €0.5 in the free-of-charge capital increase, corresponding to 1.49% of our share capital. The amount of the capital increase was €62,871,285.50. Repurchase of Series X Preferred Securities and subscription of Banco Santander shares: On December 28, 2011, we announced that the holders of 77,743,969 preference shares had accepted the Repurchase Offer. On December 30, 2011, the holders of these preference shares subscribed 341,802,171 shares. Consequently, the total amount (nominal plus premium) subscribed was €1,944 million and the nominal value was €170.9 million. The New Shares represent 3.84% of our share capital after the Capital Increase. Scrip dividend On January 31, 2012, further to the reports on Form 6-K dated December 12, 2011 and January 12, 2012, we announced that the trading period for the free allotment rights corresponding to the free-of-charge capital increase by means of which the Santander Dividendo Elección program was carried out ended on January 30, 2012. During the period set for that purpose, the holders of 13.35% of the free allotment rights accepted the irrevocable undertaking to waive their free allotment rights issued by Banco Santander. Consequently, Banco Santander has acquired 1,189,774,111 rights for a total gross consideration of €141,583,119.21. Banco Santander has waived the free allotment rights so acquired. The holders of the remaining 86.65% of the free allotment rights have chosen to receive new shares. Thus, the definitive number of ordinary shares of €0.5 of face value issued in the free-of-charge capital increase is 167,810,197, corresponding to 1.88% of the share capital, and the amount of the capital increase is €83,905,098.50. The value of the remuneration corresponding to the shareholders who have requested new shares amounts to €918,593,018.38. The authorization for the admission to listing of the new shares in the Spanish Stock Exchanges and in the other stock exchanges where Banco Santander is listed was granted in February 2012. Resignation of Francisco Luzón On January 23, 2012, we announced that our board of directors resolved at the meeting held that day to leave record of the resignation presented by Francisco Luzón from his positions as director and member of the executive committee of the Bank, with effect from January 23, 2012. Francisco Luzón has taken voluntary pre-retirement, also ceasing to hold office as an executive vice president of the Bank and head of its America division. Transfer of interest in Banco Santander (Brasil), S.A. In January and March 2012 the Group transferred shares representing 4.41% and 0.77%, respectively, of the capital stock of Banco Santander (Brasil), S.A. to two leading international financial institutions. These institutions have undertaken to deliver these shares to the holders of bonds issued by Banco Santander in October 2010 which are exchangeable for Banco Santander (Brasil), S.A. shares upon maturity, in accordance with their terms. Royal Decree-Law 2/2012 On February 3, 2012 the Spanish Ministry of Economy and Competitiveness approved the Royal Decree-Law 2/2012 on the clean-up of the financial sector. This Royal Decree-Law forms part of the Government’s structural reforms and contains, among others, a series of measures aimed at cleaning up Spanish credit institutions’ balance sheets, which were adversely affected by the impairment of their assets linked to the real estate industry. With this legislation, the Government intends to design an integrated reform strategy that will impact the valuation of these assets and entail the clean-up of Spanish credit institutions’ balance sheets so that financial institutions can once again fulfill their essential function of channeling savings into efficient investment projects that encourage economic activity, growth and employment. The balance sheet clean-up measures take the form of two main ideas: i) A revision of the minimum percentages of the provisions that institutions must recognize in their balance sheets in relation to lending to the real estate industry and to foreclosed assets and assets received in payment of loans to the real estate industry; and ii) An increase in the minimum capital required for Spanish credit institutions, calculated on the basis of real estate industry related assets recorded on their balance sheet. The Royal Decree-Law stipulates that credit institutions must comply with its provisions by December 31, 2012. The provision required is a one-off provision aimed at eliminating the uncertainty regarding the value of these assets –particularly land– on Spanish credit institutions’ balance sheets. It should be noted that these minimum percentages are established on a general basis and the legislation does not include sufficient details for the specific features of the assets held by different institutions, or of those held by a single institution to be reflected. Taking into account the above, and that at 2011 year-end the Group had reviewed the recoverable values of its real estate assets pursuant to IFRSs, we do not believe that this is an adjusting event as defined by IAS 10. With respect to the recognition of the impact of Royal Decree-Law 2/2012 on the Group’s IFRS-IASB consolidated financial statements for 2012, the Group will continue to apply its current procedure with regard to Spanish regulatory requirements related to the loan provision and to the valuation of foreclosed assets,, i.e. it will compare the amount of the provisions for loans and foreclosed assets to be recognized at each date calculated pursuant to IFRSs (obtained from internal models for credit loss provisions and from external valuations and other evidence for foreclosed assets and assets received in payment of loans) with the amount of the provisions required by the Spanish regulatory requirement including Royal Decree-Law 2/2012, in order to ascertain whether the difference between the two amounts is not material in relation to the Group’s consolidated financial statements as a whole and, accordingly, does not require any adjustment to be made for the preparation of the consolidated financial statements under IFRS-IASB. As of the date hereof, it was not possible to estimate the provisions that will have to be recognized in the consolidated IFRS books at December 31, 2012, since the provisions will depend, among others, on the rate of sales of the real estate portfolio, the general performance of the economy in the year and, in particular, on the value of real estate assets. However, if the Government’s negative forecasts are borne out, it is possible that the provision required under IFRSs will converge with the provision required for regulatory purposes calculated pursuant to Royal Decree-Law 2/2012. Santander and KBC agree to merge Bank Zachodni WBK and Kredyt Bank in Poland On February 28, 2012, we announced that Banco Santander, S.A. and KBC Bank NV had entered into an investment agreement to combine their Polish banking subsidiaries, Bank Zachodni WBK S.A. (‘Bank Zachodni WBK’) and Kredyt Bank S.A. (‘Kredyt Bank’). The transaction will entail a share capital increase in Bank Zachodni WBK, where the newly issued shares in Bank Zachodni WBK will be offered and rendered to KBC and the other shareholders of Kredyt Bank in exchange for their shares in Kredyt Bank. Under the agreements, and subject to independent evaluation and final agreement by Bank Zachodni WBK and Kredyt Bank, as well as to obtaining regulatory approval from the Polish Financial Supervision Authority (Komisja Nadzoru Finansowego) and relevant competition clearance, Bank Zachodni WBK will merge with Kredyt Bank at the ratio of 6.96 Bank Zachodni WBK shares for every 100 Kredyt Bank shares. At current market prices, the transaction values Kredyt Bank at PLN 15.75 a share and BZ WBK at PLN 226.4 a share. The combined bank’s total pro forma value will be PLN 20.8 billion (€5 billion). Both Bank Zachodni WBK and Kredyt Bank are listed on the Warsaw Stock Exchange. The merged bank will continue to be listed on the Warsaw Stock Exchange. Following the proposed merger, we will hold approximately 76.5% of the merged bank and KBC around 16.4%. The rest will be held by other minority shareholders. We have committed ourselves to help KBC to lower its stake in the merged bank from 16.4% to below 10% immediately after the merger. For this purpose, we will seek to place a stake with investors. In this regard, we have also committed ourselves to acquire up to 5% of the merged bank to assist KBC. Furthermore, KBC intends to divest its remaining stake, with a view to maximizing its value. With this transaction, we will increase our presence in Poland, one of our ten core markets, underlining our long-term commitment to Poland. The proposed merger will consolidate the merged bank’s position as Poland’s third largest bank by all measures, with a market share of 9.6% in deposits, 8.0% in loans and 12.9% in branches (899). With more than 3.5 million retail customers, the merged bank will also be Poland’s third in terms of revenues and profits, significantly closing the gap to the leaders. Including the Santander Consumer finance business, the Group’s total market share in terms of volume will amount to around 10% in Poland. The proposed merger will produce business synergies in addition to those announced following the acquisition of Bank Zachodni WBK by Banco Santander. Santander estimates the impact of this transaction on its Group core capital ratio under Basel II criteria will be around 5 basis points. Under the investment agreement, Santander has also committed to acquire 100% of Zagiel, the consumer finance arm of KBC in Poland, at an adjusted net asset value, also subject to obtaining the relevant competition clearance. Additionally, the existing cooperation between Kredyt Bank and KBC TFI (KBC’s Polish asset management company) will remain in place for the foreseeable future. The merged bank will distribute KBC TFI’s funds under a non-exclusive distribution agreement for a minimum term of two years from the proposed merger transaction. The transaction is expected to close in the second half of 2012, subject to the registration of the merger between Bank Zachodni WBK and Kredyt Bank and to obtaining regulatory approval from Polish Financial Supervision Authority (Komisdja Nadzoru Finansowego) and relevant competition clearance. Valores Santander On March 30, 2012, we informed that the Ordinary General Shareholders’ Meeting held that day had resolved to grant the holders of Valores Santander an option to convert their securities on four occasions before October 4, 2012, the mandatory conversion date for the outstanding Valores Santander. Specifically, the holders of Valores Santander may request their conversion within the fifteen calendar days prior to each of June 4, July 4, August 4 and September 4, 2012. Those who opt for the voluntary conversion will receive the number of new shares of Banco Santander that results from the conversion ratio prevailing as of the date of this report pursuant to the prospectus of the issuance (365.76 shares for each Valor Santander). In addition, they will receive, subject to the same cancellation events provided in the prospectus, the remuneration corresponding to their Valores Santander accrued until the applicable voluntary conversion date. Without prejudice to such voluntary conversion option, the terms and conditions of the issuance remain unchanged. As a result, the holders of Valores Santander who do not opt for the voluntary conversion in any of the conversion windows will maintain the rights of their securities, which will mandatorily convert into new shares of Santander on October 4, 2012 pursuant to the terms of the prospectus. Invitation to tender certain securitization bonds for cash On April 16, 2012, we announced an invitation to all holders of certain securities (the Securities) to tender such Securities for purchase by Banco Santander for cash (the Invitation). The Securities are fixed rate securities (securitization bonds) listed on the AIAF Fixed Rate Market which correspond to 33 different series issued by specific securitization funds managed by Santander de Titulización, S.G.F.T., S.A. series with an aggregate outstanding principal amount of €6 billion. We intend to accept offers for up to up to a maximum aggregate principal amount of €750 million. Such amount is indicative only and not binding on Banco Santander. Such holders of Securities may remit, or request their corresponding mediators or participating entities (in the case that said owners are not participating entities in Sociedad de Gestión de los Sistemas de Registro, Compensación y Liquidación de Valores, S.A. Unipersonal (Iberclear)) to remit, the corresponding instructions of the tender offers (the Tender Offers) to the tender and information agent, Lucid Issuer Services Limited, as from April 16, 2012. Tender Offers must specify the number of Securities included in each offer, the outstanding principal amount of such Securities and the price at which such Securities are tendered in the relevant offer. The price shall be specified by each holder as a percentage of the outstanding principal amount of the relevant Securities tendered for purchase. Regarding the senior Securities to which the Invitation is directed, an indicative minimum purchase price has been provided for information purposes only and is not binding on Banco Santander. Banco Santander may, but is not required to accept, Tender Offers made at or below this minimum price. Tender Offers will be irrevocable unless Banco Santander modifies the terms of the Invitation in a manner that makes the Invitation less favorable to holders. The amount in cash that must be paid for each Security is equal to the sum of (i) the purchase price multiplied by the principal amount of the Securities on the date of settlement which are accepted for purchase plus (ii) interest accrued but not paid since the immediately preceding interest payment date (inclusive) until the date of settlement of the Tender Offers (exclusive) in relation to such Securities. The terms of the Tender Offers and the procedure to make the Tender Offers are set forth in the tender offer memorandum dated April 16, 2012 (the Tender Offer Memorandum). We have absolute discretion whether to accept the Securities tendered for purchase, in accordance with the terms and conditions of the Tender Offer Memorandum. We will satisfy the payment obligations derived from the Invitation, if any, with funds from our treasury. We reserve the right to modify the terms and conditions of the Invitation as well as to extend, re-open or terminate the Invitation at any moment. The rationale for the Invitation is to effectively manage the Group’s outstanding liabilities and to strengthen our balance sheet. The Offers are also designed to provide liquidity to Security holders. On April 25, 2012 we announced the aggregate outstanding principal amount of each of the Securities accepted for purchase which for senior securities amounted to €388,537,762.18 and for mezzanine securities €61,703,163.58. The sale and purchase agreements of the relevant securities have been agreed. In respect of each security, the aggregate outstanding principal amount means the outstanding principal amount of the relevant security as at the settlement date (i.e. following any reduction of its original principal amount by prepayments prior to such date in accordance, only, with the terms of such security). The settlement date was April 27, 2012. At December 31, 2011, we had a market capitalization of €50.3 billion, stockholders’ equity of €76.4 billion and total assets of €1,251.5 billion. We had an additional €131.5 billion in mutual funds, pension funds and other assets under management at that date. As of December 31, 2011, we had 63,866 employees and 6,608 branch offices in Continental Europe, 26,295 employees and 1,379 branches in the United Kingdom, 91,887 employees and 6,046 branches in Latin America, 8,968 employees and 723 branches in the United States (Sovereign Bancorp) and 2,333 employees in other geographic regions (for a full breakdown of employees by country, see Item 6 of Part I, “Directors, Senior Management and Employees—D. Employees” herein). We are a financial group operating principally in Spain, the United Kingdom, other European countries, Brazil and other Latin American countries and the United States, offering a wide range of financial products. In Latin America, we have majority shareholdings in banks in Argentina, Brazil, Chile, Colombia, Mexico, Peru, Puerto Rico and Uruguay. The financial statements of each business area have been drawn up by aggregating the Group’s basic operating units. The information relates to both the accounting data of the companies in each area as well as that provided by the management information systems. In all cases, the same general principles as those used in the Group are applied. In accordance with the criteria established by the IFRS-IASB, the structure of our operating business areas has been segmented into two levels: First (or geographic) level. The activity of our operating units is segmented by geographical areas. This coincides with our first level of management and reflects our positioning in the world’s main currency areas. The reported segments are: Continental Europe. This covers all retail banking business (including Banco Banif, S.A. (“Banif”), our specialized private bank), wholesale banking and asset management and insurance conducted in Europe, with the exception of the United Kingdom. This segment includes the following units: the Santander Branch Network, Banco Español de Crédito, S.A. (“Banesto”), Santander Consumer Finance (including Santander Consumer USA) and Portugal and Bank Zachodni WBK which was incorporated in April 2011. United Kingdom. This includes retail and wholesale banking, asset management and insurance conducted by the various units and branches of the Group in the UK. Latin America. This embraces all the financial activities conducted via our subsidiary banks and other subsidiaries in Latin America. It also includes the specialized units in Santander Private Banking, as an independent globally managed unit. Santander’s business in New York is also managed in this area. Sovereign. This includes all the financial activities of Sovereign, including retail and wholesale banking, asset management and insurance. Sovereign’s operations are conducted solely in the U.S. Second (or business) level. This segments the activity of our operating units by type of business. The reported segments are: Retail Banking. This covers all customer banking businesses (except those of Corporate Banking, which are managed globally). Global Wholesale Banking. This business reflects the returns from Global Corporate Banking, Investment Banking and Markets worldwide, including all treasury activities under global management, as well as our equities business. Asset Management and Insurance. This includes our units that design and manage mutual and pension funds and insurance. In addition to these operating units, which cover everything by geographic area and business, we continue to maintain a separate Corporate Activities area. This area incorporates the centralized activities relating to equity stakes in financial companies, financial management of the structural exchange rate position and of the Parent bank’s structural interest rate risk, as well as management of liquidity and of stockholders’ equity through issues and securitizations. As the Group’s holding entity, it manages all capital and reserves and allocations of capital and liquidity. It also incorporates amortization of goodwill but not the costs related to the Group’s central services except for corporate and institutional expenses related to the Group’s functioning. In 2011, Grupo Santander maintains the same primary and secondary operating segments as it had in 2010. In addition, and in line with the criteria established by IFRS-IASB, the results of businesses discontinued in 2009 (Banco de Venezuela) which were consolidated by global integration, were eliminated from various lines of the income statement and included in “net profit from discontinued operations.” For purposes of our financial statements and this annual report on Form 20-F, we have calculated the results of operations of the various units of the Group listed below using these criteria. As a result, the data set forth herein may not coincide with the data published independently by each unit individually. First level (or geographic): This area covers the banking activities of the different networks and specialized units in Europe, principally with individual clients and Small and Medium Enterprises (“SMES”), as well as private and public institutions. During 2011, there were five main units within this area: the Santander Branch Network, Banesto, Santander Consumer Finance, Portugal and Bank Zachodni WBK which was incorporated in April 2011, including retail banking, global wholesale banking and asset management and insurance. Continental Europe is the largest business area of Grupo Santander by assets. At the end of 2011, it accounted for 37.2% of total customer funds under management, 42.2% of total loans and credits and 31.0% of profit attributed to the Parent bank of the Group’s main business areas. The area had 6,608 branches and 63,866 employees (direct and assigned) at the end of 2011. In 2011, the Continental Europe segment’s profit attributable to the Parent bank decreased 15.1% to €2,849. Profits have been hard hit by deleveraging, the low growth environment and low interest rates, as well as the negative impact of gains on financial transactions and fee income. Return on equity (“ROE”) in 2011 was 9.3%, a 311 basis point decrease from 2010. The Santander Branch Network Our retail banking activity in Spain is carried out mainly through the branch network of Santander, with support from an increasing number of automated cash dispensers, savings books updaters, telephone banking services, electronic and internet banking. At the end of 2011, we had 2,915 branches and a total of 18,704 employees (direct and assigned), none of which was hired on a temporary basis, dedicated to retail banking in Spain. Compared to 2010, there was a net decrease of 16 branches and 189 employees. In 2011, profit attributable to the Parent bank from the Santander Branch Network was €660 million, 22.1% lower than 2010, while the ROE reached 9.6% (as compared to 11.9% in 2010). Although net income increased by 2.4% and administrative and depreciation and amortization expenses declined 1.2% they did not feed though profits because of greater provisions. These results were obtained in a still difficult environment, with insufficient signs of an economic recovery, strong competition for liquidity and low demand for loans. In 2011, the Santander Branch Network lending decreased by approximately 7.8%, customer funds under management were reduced by 4.5%, deposits decreased 7.9%, mutual funds fell 20.6% and pension funds declined 3.5%. The activity reflected the scant demand for loans and a strategy in funding which combines cost reduction and volume retention. The ratio of non-performing loans (“NPL”) for Santander Branch Network and Banco Santander, S.A. grew to 8.5% and 6.0%, from 5.5% and 4.2% in 2010, respectively. The evolution of NPLs was worse than expected because the downturn in the economy was more severe than envisaged and the fall in lending meant the NPL ratio increased to a greater extent than the volume of NPLs. While the NPL ratio for residential mortgages remained stable, the rise in the NPLs ratio was related to loans with real estate purpose. This reflects a further deterioration in this segment and the Group’s policy to sharply reduce balances in this sector. Banesto At the end of 2011, Banesto had 1,714 branches and 9,548 employees (direct and assigned), of which 13 employees were temporary, a decrease of 48 branches and an increase of 194 employees as compared to the end of 2010. In 2011, profit attributable to the Parent bank from Banesto was €130 million, a 68.9% decrease from 2010, while the ROE reached 2.8% as compared to 9.4% in 2010. In the second half of 2011, the Spanish market faced continued weak economic growth, strong tensions and high volatility. The sector’s NPLs continued to rise and interest rates were unstable. Liquidity tensions in the financial system triggered a rise in wholesale funding costs. At the end of 2011, the balance of loans was 9.0% lower than a year earlier, deposits decreased 15.0%, customer funds under management diminished by 16.2%, mutual funds fell 22.3% and pension funds declined 7.5%. NPL grew to 5.0% in 2011, up 0.9 percentage points from 2010 as a result of the still difficult environment, in particular in the real estate segment, and a fall in lending which meant the NPL ratio increased to a greater extent than the volume NPL. Santander Consumer Finance Our consumer financing activities are conducted through our subsidiary Santander Consumer Finance (SCF) and its group of companies. Most of the activity of Santander Consumer Finance relates to auto financing, personal loans, credit cards, insurance and customer deposits. These consumer financing activities are mainly focused on Germany, Spain, Italy, Norway, Poland, Finland, Sweden, the US (SCUSA began accounted by the equity accounted method at the end of December 2011 without impact on profits) and the UK. We also conduct business in Portugal, Austria and the Netherlands, among others. At the end of 2011, this unit had 647 branches (as compared to 519 at the end of 2010) and 15,610 employees (direct and assigned) (as compared to 13,852 employees at the end of 2010), of which 1,105 employees were temporary. The SCF business model is based on portfolio diversification, leadership in core markets, efficiency, control of risks and recoveries and a single pan-European platform. In Europe, the focus was on organic growth and cross-selling, backed by brand agreements (37 with 9 manufacturers), which increased the recurrence of profits and boosted new car business, particularly in Germany and the UK. In addition we increased our penetration in the second-hand car sector and in new car sales in central European and Nordic countries. The first steps were also taken in Germany by Santander Retail (former SEB), focusing on mortgages and on capturing customer funds. In the US, high growth in new loans and the capacity to extract value from a greater presence in the market doubled profits. This attractive performance made it possible for new partners to invest in SCUSA in the fourth quarter which allowed a capital injection of $1,150 million. This operation strengthened the business and increased our future growth capacity. In 2011, this unit generated €1,228 million in profit attributable to the Parent bank, a 51.5% increase from 2010, while the ROE reached 12.3% (as compared to 10.3% in 2010). This improvement was fuelled by an increase in total income, an improvement in efficiency and a drop in loan loss provisions. Customer loans amounted to €60 billion, 5% less than in 2010 because of the consolidation of SCUSA by the equity accounted method at the end of December 2011. Excluding this impact, gross lending was 16% higher, due to organic growth and the integration of businesses in Germany. Additionally, this area has €39 billion in customer funds under management. NPL decreased to 3.8% in 2011 from 4.9% a year earlier supported by recoveries, which increased 38% in 2011. Customer deposits increased 27.9% during 2011 fuelled by SC Germany and the entry of Santander Retail. Our main Portuguese retail and investment banking operations are conducted by Banco Santander Totta, S.A. (“Santander Totta”). At the end of 2011, Portugal operated 716 branches (as compared to 759 branches at the end of 2010) and had 6,091 employees (direct and assigned) (as compared to 6,214 employees at the end of 2010), of which 83 employees were temporary. In 2011, profit attributable to the Parent bank was €174 million, a 61.8% decrease from 2010, due to the 18.3% decrease in total income and the 87.7% rise in provisions. This rise in provisions reflects the difficult economic environment, which is also strongly increasing NPLs. The NPL ratio increased in 2011 to 4.1% from 2.9% a year earlier. The ROE was 7.0%, as compared to 20.3% in 2010. In a very difficult economic and financial environment, which led to a slowdown in economic activity and a lack of liquidity in the markets, Santander Totta has focused on strengthening its balance sheet. Lending reflected the deterioration of economic conditions and dropped 5.6% to €28,403 million. Customer funds under management decreased 8.1% and mutual funds and pension funds decreased 41.8% and 42.2%, respectively. Retail Poland (BZ WBK) On April 1, 2011, we completed the acquisition of 96% of BZ WBK along with the 50% of BZ WBK Asset Management. The BZ WBK Group is now integrated into Grupo Santander, consolidating its results and business as of the second quarter of 2011. BZ WBK has the third largest branch network in Poland (622 including 96 agencies), 9,383 employees, €2.4 million retail customers and close to €20 billion of loans and customer funds (mostly deposits). In the nine months of its consolidation in 2011, BZ WBK posted a profit attributable to the Parent bank of €232 million. For comparison purposes, the profit for the whole year in local criteria was €288 million (which represents an increase of 21.6% since 2010). The ROE stood at 17.9%. The rest of our businesses in the Continental Europe segment (Banif, Asset Management, Insurance and Global Wholesale Banking) generated profit attributable to the Parent bank of €424 million in 2011, 48.5% less than in 2010. Of these businesses Global Wholesale Banking, provided 69% of total income and 90% of profits. Global Wholesale Banking posted a 51.7% decrease in profit attributable to the Parent bank (€382 million), hit by market weakness and tensions in the last few quarters, as well as by the Group’s strategy to give priority to reducing risk and releasing capital and liquidity. As of December 31, 2011, the United Kingdom accounted for 32.2% for the total customer funds under management of the Group’s operation areas. Furthermore it also accounted for 33.7% of total loans and credits and 12.5% of profit attributed to the Parent bank of the Group’s main business areas. Our UK businesses include Abbey (since 2004), the deposits and branches of Bradford & Bingley (acquired in September 2008) and Alliance & Leicester (acquired in October 2008). They are referred to as “Santander UK”. Santander UK is focused on the United Kingdom (85% of its balance sheet). More than 80% of customer loans are mortgages for homes in the UK. The portfolio of mortgages is of a high quality, with no exposure to self-certified or subprime mortgages and less than 1% of buy-to-let loans. At the end of 2011, we had 1,379 branches and a total of 26,295 employees (direct and assigned) of which 556 employees were temporary, in the United Kingdom. Compared to 2010, there was a net decrease of 37 branches and an increase of 2,646 employees. In 2011, Santander UK contributed €1,145 million profit attributable to the Parent bank (a 41.7% decrease from 2010). Loans and advances to customers increased by 7.8% and customer funds under management increased 6.4% during the same period. ROE was 9.2% (as compared to 21.3% in 2010). The NPL ratio at the end of 2011 increased to 1.9% from 1.8% at the end of 2010. The income statement was affected by the environment of low activity, low interest rates, regulatory changes, higher funding costs and the PPI provision. On the other hand, costs were almost flat and fewer provisions were made, reflecting the good evolution of non-performing loans. At December 31, 2011, we had 6,046 offices and 91,887 employees (direct and assigned) in Latin America (as compared to 5,882 offices and 89,526 employees, respectively, at December 31, 2010), of which 1,550 were temporary employees. At that date, Latin America accounted for 26.0% of the total customer funds under management, 18.7% of total loans and credits and 50.8% of profit attributed to the Parent bank of the Group’s main business areas. Profit attributable to the Parent bank from Latin America was €4,664 million in 2011, a 1.4% decrease from 2010, while the ROE reached 21.8% (as compared to 22.3% in 2010). Our Latin American banking business is principally conducted by the following banking subsidiaries: Percentage held at December 31, 2011 Percentage held Banco Santander (Brasil), S.A. 81.53 Banco Santander, S.A. (Uruguay) 100.00 Banco Santander Chile 67.01 Banco Santander Colombia, S.A. 97.85 Banco Santander (Mexico), S.A., Institución de Banca Múltiple, Grupo Financiero Santander 99.86 Banco Santander Puerto Rico 100.00 Banco Santander Río, S.A. (Argentina) 99.30 Banco Santander Perú, S.A. 100.00 We engage in a full range of retail banking activities in Latin America, although the range of our activities varies from country to country. We seek to take advantage of whatever particular business opportunities local conditions present. Our significant position in Latin America is attributable to our financial strength, high degree of diversification (by countries, businesses, products, etc.), and the breadth and depth of our franchise. The Group announced an agreement to sell its business units in Colombia to the Chilean group CorpBanca for $1,225 million (estimated capital gains of €615 million). This operation is due to be completed during 2012 and it is subject to obtaining the authorizations from the regulatory bodies and a takeover bid delisting Banco Santander Colombia shares aimed to minority shareholders who have 2.15% of Santander Colombia. The 2011 results do not yet incorporate these capital gains. Detailed below are the performance highlights of the main Latin American countries in which we operate: 1 Brazil. Santander Brazil is the third largest private sector bank in terms of assets, and the leading foreign bank, with a market share of 10.5% in loans. At the end of 2011, the institution had 3,775 branches, 54,197 employees and 25.3 million customers. During 2011, lending increased 20% with significant growth across all the major segments. Particularly noteworthy was lending to individuals and SMEs and companies, which grew by around 23% and 26%, respectively. Deposits excluding repos rose 6%, with a good performance in time deposits (+30%). Profit attributable to the Parent bank from Brazil in 2011 was €2,610 million, a 7.2% decrease when compared with 2010 (-7.3% in local currency). Total income rose 11.2% in local currency, spurred by net interest income and fee income, which coupled with a slight improvement in the efficiency ratio, produced a 10.5% increase in net operating income. This increase enabled the larger provisions to be absorbed, maintaining net operating income after provisions in positive growth rates (+2.9%). This, however, did not feed through to profits mainly because of labor disputes, a higher tax rate and minority interests. For 2011, ROE was 23.3% and at the end of 2011, NPL ratio was 5.4%, an increase of 47 percentage points as compared to 4.91% in 2010, mainly due to a moderate rise in NPLs of individual borrowers, principally in consumer credits and cards. The NPL coverage ratio was 95%. Mexico. Banco Santander (Mexico), S.A., Institución de Banca Múltiple, Grupo Financiero Santander, is one of the leading financial services companies in Mexico. It leads the third largest banking group in Mexico in terms of business volume. As of December 31, 2011, we had a network of 1,125 branches, 13,162 employees and 9.3 million customers in Mexico. Santander Mexico acquired a portfolio of mortgages from GE Capital Corporation for $1,870 million in the second quarter of 2011. In 2011, lending rose 22%, with mortgage loans growing 30%, both on a like-for-like basis (excluding GE). In addition, bank savings increased 8%, with demand deposits up 14%, time deposits 6% and mutual funds 3%. Profit attributable to the Parent bank from Mexico in 2011 increased 40.9% to €936 million (45.6% in local currency) due to growth in net interest income and fee income, lower provisions and benefiting from lower minority interests. For 2011, ROE was 21.2% and at the end of 2011, the NPL ratio remained at 1.8% and the NPL coverage ratio was 176%. Chile. Banco Santander Chile is the principal component of the largest financial group in Chile in terms of assets and profits. Grupo Santander sold an aggregate of 9.7% of Banco Santander Chile in 2011 for $1,241 million, leaving it with 67%. As of December 31, 2011, we had 499 branches, 12,204 employees and more than 3.5 million customers and market shares of 19.7% in loans and 17.3% in savings. In 2011, lending accelerated due to the higher economic growth and the positive impact of reconstruction following the 2010 earthquake. Loans rose 7%, with cards up 15%, mortgages 10% and consumer credit 8%. Commercial credit grew 4%. Savings grew 11%. Time deposits increased 29% and mutual funds declined 10%. Profit attributable to the Parent bank from Chile decreased 9.0% in 2011 to €611 million (a 9.3% decrease as compared to 2010 in local currency) mainly due to growth in operating expenses (10.1%) and in loan loss provisions (17.3%). For 2011, ROE was 25.4% at the end of 2011, the NPL ratio remained stable at 3.9% compared to 3.7% in 2010 and the NPL coverage ratio was 73%. Argentina. Santander Río is one of the country’s leading banks, with market shares of 8.9% in lending and 10.1% in savings. It has 358 branches, 6,773 employees and 2.5 million customers. The Group focused its strategy in 2011 on maximizing the strengths of the franchise, sustained by a successful transactional banking model resting on low funding costs (demand deposits accounted for 68% of total deposits) and high levels of revenues from services (recurrence ratio of 88%). During the year, lending (+28%) continued to grow strongly. Demand deposits rose 20%, time deposit rose 42% and mutual funds rose 35%. Profit attributable to the Parent bank was €287 million, 2.7% lower (8.0% higher in local currency). At the end of 2011, the NPL ratio was 1.2% and the NPL coverage ratio was 207%. When we indicate “variations in local currency”, we calculate the variation of the balance sheet data in the currency of the country that is being described, eliminating the effect of exchange rates from the local currency to euros. Uruguay. Santander is the largest private sector bank in the country in terms of the number of branches (78) and business (market share of 18.6% in lending and 16.0% in deposits). As of December 31, 2011, we had 1,166 employees and 247,000 customers. Profit attributable to the Parent bank was €20 million in 2011, 70.3% lower than in 2010 (a 69.9% decrease in local currency) and the NPL ratio was 0.64% as of December 31, 2011. Colombia. As of December 31, 2011, Banco Santander Colombia, S.A. had 80 branches, 1,458 employees and 0.3 million banking customers. As previously mentioned, the Group announced an agreement to sell its business in Colombia to the Chilean group CorpBanca. The transaction is expected to be completed in the second quarter of 2012, once the regulatory authorizations have been obtained. Profit attributable to the Parent bank from Colombia was €58 million in 2011, 43.0% higher than in 2010 (a 46.5% increase in local currency). As of December 31, 2011, the NPL ratio was 1.0% and the NPL coverage ratio was 299%. Puerto Rico. As of December 31, 2011, Banco Santander Puerto Rico had 121 branches, 1,753 employees and 0.5 million customers. Profit attributable to the Parent bank from Puerto Rico in 2011 was €34 million, a 10.1% decrease as compared to 2010 (a 5.6% decrease in dollars). At the end of 2011, the NPL ratio stood at 8.6% and the NPL coverage ratio was 51%. Peru. As of December 31, 2011, Banco Santander Perú, S.A. had 1 branch, 60 employees and 100,000 banking customers. The unit’s activity is focused on companies and on attending to the Group’s global customers. Profit attributable to the Parent bank from Peru was €11 million in 2011, 56.4% higher than in 2010, (a 60.3% increase in local currency). Sovereign, with 723 branches, 2,303 ATMs and more than 1.7 million customers, is developing a business model focused on retail customers at December 31, 2011 and companies. At that date, Sovereign had 8,968 employees (direct and assigned), none of which were temporary. Sovereign accounted for 4.6% of the total customer funds under management, 5.4% of total loans and credits and 5.7% of profit attributed to the Parent bank of the Group’s main business areas. In 2011, Sovereign contributed €526 million profit attributable to the Parent bank as compared to a €424 million a year earlier. For 2011, ROE was 13.0%. Loans and advances to customers at December 31, 2011 were €40,194 million and customer funds under management €40,812 million. Rigorous admission and renewal of loans standards, together with their proactive management, were reflected in a continuous improvement in NPL which decreased 176 basis points to 2.9% and NPL coverage which stood at 96% up from 75% in 2010. The results show a solid income statement backed by the generation of recurring revenues, a reduction in the cost of deposits and an improvement in the levels of provisions. This was the result of the improvement in the balance sheet structure, which, together with the recovery in volumes of basic loans and control of spending, provides a solid base for 2012. Second or business level: Profit attributable to the Parent bank of the retail banking sector was 5.7% lower than 2010 at €6,893 million. Retail Banking generated 87.4% of the operating areas’ total income and 75.1% of profit attributable to the Parent bank. Total income increased 7.0% to €39,892 million due to the 7.6% rise in net interest income and strongly backed by fee income (+10.8%). However, profits attributable to the Parent were lower due to the Payment Protection Insurance (“PPI”) after tax provision of €620 million in the second quarter for customer remediation in the UK (see “Item 8. Financial Information – A. Consolidated statements and other financial information. – Legal proceedings – ii. Non-tax-related proceedings”). This segment had 187,022 employees as of December 31, 2011, of which 4,164 were temporary. The performance by geographic areas reflects the varying economic environments with lower growth in developed economies and a better macroeconomic environment in emerging countries. • Retail banking in continental Europe, despite the recovery in revenues and the positive impact of incorporations to the Group, was conditioned by the higher amount assigned to provisions and writedowns. Profit attributable to the Parent bank declined 3.0%. • Retail banking in the UK was 42.5% lower in sterling as it was hit by the PPI remediation. Excluding this impact, profit attributable to the Parent was almost the same as in 2010. Total income declined, affected by regulatory changes, but this was offset by flat costs and reduced needs for provisions. • Retail banking revenues and costs in Latin America continued to grow, compatible with business development. Global Private Banking includes institutions that specialize in financial advisory and asset management for high-income clients (mainly Banif in Spain and Santander Private Banking in the UK, Italy and Latin America), as well as the units of domestic private banking in Portugal and Latin America, jointly managed with local retail banks. Profit before tax was 2.0% higher (+4.7% excluding exchange rate impact) at €370 million, due to the rise in net interest income (+9.2%) and reduced needs for provisions and writedowns, which offset the lower gains on financial transactions and higher operating expenses (+9.1%). The higher tax charge absorbed almost four points of growth in profit attributable to the Parent which at €279 million was 1.5% lower than in 2010 (+1.4% excluding the exchange rate impact). Global Wholesale Banking This area covers our corporate banking, treasury and investment banking activities throughout the world. This segment, managed by Santander Global Banking & Markets, contributed 10.2% of the operating areas’ total income and 20.4% of profit attributable to the Parent bank in 2011. Profit attributable to the Parent bank in 2011 by Global Wholesale Banking amounted to €1,872 million, a 30.6% decrease from 2010. This reduction was due to the fall in total income from the sharp reduction in gains on financial transactions and in fee income, coupled with higher costs and provisions. This segment had 2,722 employees as of December 31, 2011, of which 2 were temporary. Beginning in the spring, markets were very unstable, and the instability intensifying in the second half of the year due to the Eurozone’s sovereign debt crisis. This environment had a significant impact on revenues, particularly those derived from equities and those not related to customers, whose decreases explain the larger reduction in profits. At the strategic level, and in a very complex year, the division focused on maintaining the results of its franchise in a very complex year and on reducing exposure to risk (for example, cutting the risk of trading activity), which helped to improve the Group’s capital and liquidity positions, particularly in those countries with the greatest tensions. The division also continued to invest in resources to strengthen its operational capacities and distribution of basic treasury products, with a special focus on foreign exchange and fixed-income businesses. The generation of recurring revenues and strict management of the cost base is enabling Santander Global Banking to absorb these investments and improve its efficiency ratio to 35.1%. Santander is present in global transaction banking (which includes cash management, trade finance and basic financing), in corporate finance (comprising mergers and acquisitions and asset and capital structuring), in credit markets (which include origination activities, risk management, distribution of structured products and debt), in rates (comprised of structuring and trading activities in financial markets of interest rate and exchange rate instruments) and in global equities (activities relating to the equity markets). Asset Management and Insurance This segment comprises all of our companies whose activity is the management of mutual and pension funds and insurance. At December 31, 2011, this segment accounted for 2.4% of total income and 4.6% of profit attributable to the Parent bank. Profit attributable to the Parent bank by Asset Management and Insurance was €419 million in 2011 or 9.5% lower than in 2010. This segment had 1,272 employees at the end of 2011, of which 42 were temporary. Total income growth in 2011 was flat at 0.6%, while net operating income rose 2.2% largely due to the 2.8% fall in operating expenses. The other negative results and a higher tax charge caused profit attributable to the Parent bank to be 9.5% lower than in 2010. These results include a negative impact of €64 million in total income and €53 million in net operating income from the global agreement with Zurich in the fourth quarter. Excluding this impact, total income increased in 2011 6.6% and net operating income increased 9.2%. In 2011, we formed a strategic alliance with the insurer Zurich to strengthen our bancassurance business in five key markets in Latin America: Brazil, Mexico, Chile, Argentina and Uruguay. Santander created a holding company for its insurers in Latin America, which is 49% owned by it and 51% owned by Zurich. This agreement combines Banco Santander’s commercial and distribution capacity with the experience of Zurich in developing and managing products. In each of the five countries, Banco Santander will distribute the strategic alliance’s bancassurance products for 25 years. Santander Asset Management obtained profit attributable to the Parent bank of €53 million, a 34.6% decrease as compared to 2010. The revenue reduction was the result of a fall in managed volumes, accelerated in the second half, which was partly offset by a better mix of products and, in consequence, in average revenues. Total mutual and pension funds under management amounted to €112 billion, 10% less than in December 2010. The preference for liquidity and on-balance sheet funds, together with more unstable markets in the second half of the year and the impact on prices, explain the fall in volumes. The global area of Santander Insurance posted a profit attributable to the Parent bank of €366 million, 3.8% more than in 2010. This result was affected by the sale of 51% of the insurance companies in Latin America completed in the fourth quarter of 2011 as, without it, growth would have been 4.0%. Insurance business generated total revenues (including fee income paid to the commercial networks) of €3,083 million (+14.7%). The total contribution to profits (income before taxes of insurers and brokers plus fee income received by the networks) increased 15.7% to €2,882 million, 17.9% higher excluding the impact of the sale of the insurance companies. The total volume of premium income increased 9% due to the good evolution of protection insurance premiums (+13%) as well as the recovery in the distribution of savings insurance whose premium income rose 7% after falling in 2010. At the end of 2011, this area had 2,333 employees (direct and assigned) of which 901 were temporary. At year end of 2010, this area had 2,529 employees, of which 623 were temporary. This area is responsible for, on the one hand, a series of centralized activities to manage the structural risks of the Group and of the Parent bank. It executes the necessary activities for managing interest rates, exposure to exchange-rate movements and the required levels of liquidity in the Group. On the other hand, it acts as the Group’s holding entity, managing the Group’s global capital as well as that of each of the business units. The Corporate Activities area had a loss of €3,833 million in 2011, a 67.3% increase as compared to 2010. This was mainly due to pre-tax provisions against the fourth quarter earnings to cover real estate exposure in Spain of €1,812 million and €601 million in pre-tax provisions to amortize goodwill related to Santander Totta, and higher cost of funding. These impacts were partially offset by greater gains on financial transactions, mainly hedging of exchange rates and net capital gains of €1,513 million generated in 2011 (€872 million arising from the entry of new partners in the capital of SCUSA and €641 million from the sale of the insurance holding in Latin America). With respect to the area’s activities: Interest rate management is conducted on a coordinated basis by all the units, but this business only registers the part relative to the balance sheet of the Parent bank via the ALCO portfolios (at the volume levels and duration considered optimum at each moment). Management of the exposure to exchange-rate movements, both from investments in the shareholders’ equity of units in currencies other than the euro as well as from the results generated for the Group by each of the units, also in various currencies, is also conducted on a centralized basis. This management (dynamic) is carried out by exchange-rate derivative instruments minimizing at each moment the financial cost of hedging. Management of structural liquidity aims to finance our recurrent activity in optimum conditions of maturity and cost. The decisions whether to go to the wholesale markets to capture funds and cover stable and permanent liquidity needs, the type of instrument used, the maturity date structure and management of the associated risks of interest rates and exchange rates of the various financing sources, are also conducted on a centralized basis. The financial management unit uses financial derivatives to cover the interest rate and exchange rate risks from new issuances. The net impact of this hedging is recorded in the gains/losses on financial transactions in corporate activities. The financial management area also analyzes the strategies for structural management of credit risk aiming to reduce concentrations by sectors, which naturally occur as a result of commercial activity. Derivative transactions achieve an effect similar to selling some assets and acquiring others enabling us to diversify the credit portfolio as a whole. In addition, the area of Corporate Activities acts as the Group’s holding entity. It manages all capital and reserves and allocations of capital to each of the business units as well as provides liquidity that some of the business units might need (mainly the Santander Branch Network and corporate in Spain). The price at which these operations are carried out is the market rate (Euribor or swap without liquidity premium for their duration) for each of the maturities of repricing operations. Lastly, the equity stakes that the Group takes within its policy of optimizing investments is reflected in corporate activities. Total Revenues by Activity and Geographic Location For a breakdown of our total revenues by category of activity and geographic market, please see Note 52 to our consolidated financial statements. Selected Statistical Information The following tables show our selected statistical information. Average Balance Sheets and Interest Rates The following tables show, by domicile of customer, our average balances and interest rates for each of the past three years. You should read the following tables and the tables included under “—Changes in Net Interest Income—Volume and Rate Analysis” and “—Assets—Earning Assets—Yield Spread” in conjunction with the following: We have included interest received on non-accruing assets in interest income only if we received such interest during the period in which it was due; We have included loan arrangement fees in interest income; We have not recalculated tax-exempt income on a tax-equivalent basis because the effect of doing so would not be significant; We have included income and expenses from interest-rate hedging transactions as a separate line item under interest income and expenses if these transactions qualify for hedge accounting under IFRS-IASB. If these transactions did not qualify for such treatment, we have included income and expenses on these transactions elsewhere in our income statement. See Note 2 to our consolidated financial statements for a discussion of our accounting policies for hedging activities; We have stated average balances on a gross basis, before netting our allowances for credit losses, except for the total average asset figures, which includes such netting; and All average data have been calculated using month-end balances, which is not significantly different from having used daily averages. As stated above under “Presentation of Financial and Other Information”, we have prepared our financial statements for 2007, 2008, 2009, 2010 and 2011 under IFRS-IASB. Average Balance Sheet - Assets and Interest Income Year ended December, 31 ASSETS 2011 2010 2009 Average Average Average Balance Interest Average Rate Balance Interest Average Rate Balance Interest Average Rate (in millions of euros, except percentages) Cash and due from central banks 8,436 187 2.22 % 8,441 87 1.03 % 7,916 87 1.10 % 73,259 3,005 4.10 % 52,936 1,846 3.49 % 25,933 269 1.04 % Due from credit entities 22,140 190 0.86 % 29,392 206 0.70 % 20,935 366 1.75 % 53,123 871 1.64 % 51,382 839 1.63 % 58,290 2,156 3.70 % 75,263 1,061 1.41 % 80,774 1,045 1.29 % 79,225 2,522 3.18 % Loans and credits 217,235 7,581 3.49 % 224,642 7,312 3.25 % 230,642 10,297 4.46 % 513,568 39,328 7.66 % 482,407 34,542 7.16 % 436,857 31,784 7.28 % 106,408 5,948 5.59 % 107,662 5,096 4.73 % 92,777 4,428 4.77 % 148,701 7,406 4.98 % 152,446 6,232 4.09 % 132,923 5,586 4.20 % Income from hedging operations (46 ) (76 ) 587 Other interest-earning assets Total interest-earning assets 314,944 10,573 3.36 % 335,028 9,608 2.87 % 329,028 12,823 3.90 % 1,125,207 60,856 5.41 % 1,092,172 52,907 4.84 % 1,003,094 53,173 5.30 % Investments in affiliated companies 443 — 0.00 % 201 — 0.00 % 153 — 0.00 % 546 — 0.00 % 52 — 0.00 % 709 — 0.00 % Total earning assets 102,186 97,936 90,198 Assets from discontinued operations — — 4,981 Total average assets 1,228,382 60,856 1,190,361 52,907 1,099,135 53,173 Average Balance Sheet - Liabilities and Interest Expense LIABILITIES AND STOCKHOLDERS EQUITY 2011 2010 2009 Due to credit entities Customers deposits 451,710 13,924 3.08 % 413,670 10,607 2.56 % 333,021 9,116 2.74 % Marketable debt securities 91,358 3,142 3.44 % 105,411 2,876 2.73 % 125,931 3,598 2.86 % 15,321 752 4.91 % 19,702 1,019 5.17 % 21,704 1,029 4.74 % 11,352 1,188 10.47 % 14,394 1,211 8.41 % 17,304 1,325 7.66 % Other interest-bearing liabilities Expenses from hedging operations (805 ) (1,362 ) (623 ) 368 522 1,440 (437 ) (840 ) 817 Total interest-bearing liabilities 1,107,564 30,035 2.71 % 1,068,321 23,683 2.22 % 973,580 26,874 2.76 % Non-controlling interest Liabilities from discontinued operations Total average Liabilities and Stockholders’ Equity Changes in Net Interest Income—Volume and Rate Analysis The following tables allocate, by domicile of customer, changes in our net interest income between changes in average volume and changes in average rate for 2011 compared to 2010 and 2010 compared to 2009. We have calculated volume variances based on movements in average balances over the period and rate variance based on changes in interest rates on average interest-earning assets and average interest-bearing liabilities. We have allocated variances caused by changes in both volume and rate to volume. You should read the following tables and the footnotes thereto in light of our observations noted in the preceding sub-section entitled “—Average Balance Sheets and Interest Rates”, and the footnotes thereto. Volume and rate analysis IFRS-IASB Increase (Decrease) due to changes in Volume Rate Net change — 100 100 (57 ) 41 (16 ) (28 ) 44 16 (247 ) 516 269 (66 ) 388 322 (126 ) 1,301 1,175 (79 ) 160 81 Total interest-earning assets without hedging operations (449 ) 1,205 756 6 (6 ) — 112 (273 ) (161 ) (230 ) (1,086 ) (1,316 ) 3,268 (511 ) 2,757 3,006 (3,235 ) (229 ) 126 (148 ) (22 ) 705 (38 ) 667 831 (186 ) 645 46 (120 ) (74 ) (53 ) (3,028 ) (3,081 ) 4,218 (3,688 ) 530 (135 ) — (135 ) Interest charges 174 (118 ) 56 23 1,181 1,204 (217 ) (50 ) (267 ) (285 ) 262 (23 ) (502 ) 212 (290 ) 27 (44 ) (17 ) Total interest-bearing liabilities without hedging operations (351 ) (926 ) (1,277 ) (99 ) 90 (9 ) (10 ) (710 ) (720 ) 1,945 (3,478 ) (1,533 ) (1,658 ) — (1,658 ) 287 (3,479 ) (3,192 ) Earning Assets—Yield Spread The following table analyzes, by domicile of customer, our average earning assets, interest income and dividends on equity securities and net interest income and shows gross yields, net yields and yield spread for each of the years indicated. You should read this table and the footnotes thereto in light of our observations noted in the preceding sub-section entitled “—Average Balance Sheets and Interest Rates”, and the footnotes thereto. Earning Assets - Yield Spread IFRS-IASB Average earning assets Net interest income (1) Gross yield (2) 3.35 % 2.87 % 3.90 % Yield spread (4) (1) Net interest income is the net amount of interest and similar income and interest expense and similar charges. See “Income Statement” on page 9. (2) Gross yield is the quotient of interest income divided by average earning assets. (3) Net yield is the quotient of net interest income divided by average earning assets. (4) Yield spread is the difference between gross yield on earning assets and the average cost of interest-bearing liabilities. For a discussion of the changes in yield spread over the periods presented, see “Item 5. Operating and Financial Review and Prospects—A. Operating results—Results of Operations for Santander—Interest Income / (Charges)” herein. Return on Equity and Assets The following table presents our selected financial ratios for the years indicated. ROA: Return on average total assets ROE: Return on average stockholders’ equity 7.14 % 11.80 % 13.90 % PAY-OUT: Dividends per average share as a percentage of net attributable income per average share (*) 34.33 % 40.70 % 46.09 % Average stockholders’ equity as a percentage of average total assets (*) The pay-out ratio does not include in the numerator the amounts paid under the Santander Dividendo Elección program (scrip dividends) which are not dividends paid on account of the net attributable income of the period. Such dividends amount to €3,423.3 million, €1,668.8 million and €796.8 million for 2011, 2010 and 2009, respectively. Interest-Earning Assets The following table shows, by domicile of customer, the percentage mix of our average interest-earning assets for the years indicated. You should read this table in light of our observations noted in the preceding sub-section entitled “—Average Balance Sheets and Interest Rates”, and the footnotes thereto.
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the (((nose))) has it…. sly, calculating….Jewish.
2023-14/0037/en_head.json.gz/13336
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SEEK EQUIP Equip Classes Equip Clips Equip Articles Biblical Declarations SEEK FACTORY How I Became Mama Blaze Growing up, Sundays were dedicated as a special family day. We would attend a traditional church and express our love for God by singing hymns played on the organ, listening to a sermon that encouraged us to express God’s love toward our family, community and the world. My father never wanted us to do homework on Sundays. It had to be done earlier in the weekend. In his mind, this was a family day dedicated to rest, relaxation and fun together. We would play board games and enjoy a wonderful homemade meal such as steak, with Daddy's famous french fries, and a robust salad or Pot Roast, Turkey, Roast Beef with mashed potatoes and gravy with roast vegetables or our favorite: buttered white corn. I was blessed with a loving and supporting family that encouraged me in all of my endeavors. My mom, dad and sister would attend my sporting events- field hockey, basketball and track-cheering me on the side lines. They celebrated me on all the victories and cheered me up through the losses. This made me feel like there was nothing I could not achieve if I worked hard enough. My drive and determination, by God’s grace, qualified me for the award of being the best female athlete of my high school and I was the first recipient of this award my senior year. When I was sixteen, my world came crashing down with the sudden death of my father. He died only a few months after being diagnosed with cancer. My dad was one of my biggest sources of encouragement in my life. There is nothing like Daddy’s hugs each day and words of affirmation of how proud he was of me. He taught me the importance of healthy pride that comes from hard work and being kind and loving towards others. We would work for hours in the garden planting roses and annuals in the backyard. My daddy was the life of the party and we often had people over for summer pool parties or holiday parties in our home. I missed his wisdom, humor and affirmation over my life on a daily basis. With my dad’s passing, there was a deep void in my life. While I never had a deep relationship with God, this place of brokenness and loss compelled me to cry out to Him. I cried out for Him to fill the void and longing of unconditional acceptance and love that my earthly dad provided while he was alive. This began a gradual journey of turning my affection to my Heavenly Father. However, attending church once a week for 75 minutes as my connection with God didn’t heal the areas of brokenness in my life. Still, I continued to cry out to God. As I did, I developed a deep hunger for the things of God. I would spend hours studying and meditating on the Word of God and enjoying intimate times of worship and prayer. God responded to my heart cry. As I became lost in worship, fixing my gaze only on Him, I was filled with His power and all consuming love for me. God became “My Abba. My Daddy.” He would speak these words over me, “I’m proud of you, Becky. You’re beautiful to me. My darling, you bring me great joy and laughter. I enjoy spending time with you. It’s the best time of my day.” All of this led me to a moment where the Holy Spirit convicted me to attend a conference. God was moving in a powerful way, and I went forward to the front of the stage and laid face down on the carpet and felt the blazing fire of God’s love. A burning heat consumed my body and I cried out, “Yes God, consume me completely. I’ll be your burning one fully yielded to you.” I was undone, sobbing and crying at the same time. A holy cry continually saying “Yes, yes, yes was uttered from my lips. I’ll go where you want me to go and do what you want me to do”. Being consumed by the Fire of God’s love; my heart was stirred to share His amazing love with others. I connected with other Lovers of God who also followed the call to preach to the lost, broken, and hurting. During this time, my friends started calling me by the nickname of “ Blazing” because of my passion I displayed for worship, prayer and soul winning. It’s not that I tried. I just couldn’t help myself. Connecting with others made me come alive. My countenance glistens, my eyes sparkle, my mouth is full of laughter. I feel like Tigger, from Winnie the Pooh. Jumping up and down in the inside. Like “Tigger”, I kept jumping up and down in joy as God had me lead evangelistic teams on the East Coast to the inner cities of Newark, Irvington, Paterson, Plainfield, Asbury Park in NJ, and Tompkins Square Park in NYC. I jumped and traveled to the West Coast’s Skid Row in Downtown LA, Venice Beach, Santa Monica Pier and the Hollywood Nightclub Strip. The teams I was on ministered to the homeless: welfare moms, drug addicts, gang members, young and old, rich and poor. We would speak to anyone that our paths crossed and who were open to receiving Jesus’ love. We provided for their practical needs: feeding them, clothing them, connecting them with churches. As much as I loved ministering in the US, God opened doors for me to go on many short mission trips abroad. This grew in me a love to minister to other nations and peoples. It got to the point where I never wanted to leave when the time came to depart from other countries. Of all the countries I did mission trips to I kept being drawn back to Africa. Compassion and love filled my heart for the people. I felt like a bubbling brook was continually flowing in and through me as I thought and prayed and loved on them. The team I traveled with became like family to me. We saw many miracles and healings take place and many lives dedicate their lives to Christ during open air crusades, feeding of the people in the villages and during church meetings. However, each time I came back home, I felt loss and disconnection. Eventually, I realized that it was because my heart longed for a strong faith community. I didn't just want to experience the goodness of missions for a brief moment of time when I was overseas. I longed for this to be my lifestyle. So I began to earnestly seek God in prayer. He directed me to a mission school called Harvest School. It was founded by Heidi & Roland Baker in Mozambique, Africa. I took a leap of faith and went. And God was so faithful. At Harvest School, we all gathered together each day for three months with 300 international students and additional 200 Mozambique pastors. We had corporate worship, teaching, prayer and impartation times daily as well as areas where we were trained in missionary work. During one of the sessions, I received a prophetic word and prayer from one of the leaders that I would be a mother to the nations. I began to weep because God was sharing His vision and purpose for my life and connecting with the deep longing of my heart. God showed me a glimpse of this when the school asked me to become a house mother for a home of 12 international students living in a small cabin together. It was wonderful, but then, something happened later that day. I received a text message that my spiritual mother had died from a terminal illness. Once again I experience a great loss in my life. I was all the way in Africa, and I was not able to say goodbye in her final moments on earth. I couldn’t attend her funeral or connect in person with her family. I was hurt and I needed healing because I kept feeling that I should've prayed more while I was on my mission in Africa. That maybe, if I did, she would not have died. I ran into my “Daddy” arms with my questions and hurt and wept myself to sleep as I played worship music all night long. The Lord in His kindness, reminded me of that prophetic encounter at mission school. I experienced something like a flaming torch being passed from my spiritual mother to me to walk in the greater works. The Holy Spirit highlighted to me the Bible passage, 2 Kings 2:9. “When they had crossed, Elijah said to Elisha, “Tell me, what can I do for you before I am taken from you?” “Let me inherit a double portion of your spirit,” Elisha replied.” Like my spiritual mother did for me, I took up the mantle of a mother for the nations by faith. I began to meditate on this promise and walk in this promise for my life. This is when I took a hold of my identity as “Mama Blaze.” I was called to carry His fiery love to others. From this time, God continued to fulfill the longings of my heart. I have found my identity as a beloved daughter who is deeply adored by “My Daddy” God. I have had the privilege and honor of being a joyful one like “Tigger” imparting His joy, love and hope to others from the East Coast to the West Coast to Africa and back to NYC. I have traveled and ministered to over 30 nations and seen over 100,000 give their lives to the Lord and learn who they are as beloved sons and daughters of God. God has fulfilled my desire to live as “Mama Blaze”, by placing me as outreach and discipleship pastor at Seek Church NYC, a community of radical lovers of God. I have found my tribe, my people at Seek Church NYC. As a family we encourage each other to soar as beloved sons and daughters of God who are world changers, my heroes and closest friends. But this is only one step on the journey. I look forward to the many more adventures with the Lord as “Mama Blaze”, the beautiful joyful daughter of the King. As God has invited me on this amazing journey of joy, love, and adventure, I encourage you to hear God invitation to you. You are welcomed to join with me and see where God will bring us.
2023-14/0037/en_head.json.gz/13337
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News Briefs for February 2, 2023 •Captain Morgan rum is teaming with coconut water brand Vita Coco on a new line of spirits-based RTDs. Vita Coco Spiked with Captain Morgan is on shelves now nationwide. The line of canned cocktails has an abv of 5% and is sold in 12-ounce cans for a suggested retail price of $15 per four-pack. The initial flavor lineup includes Piña Colada, Strawberry Daiquiri, and Lime Mojito. Captain Morgan net sales were flat in the U.S. in the six months through December, Diageo recently reported, “driven by growth in Captain Morgan Original Spiced, supported by successful sports platforms such as the NFL, which was offset by declines in other variants.” Impact Databank estimates the brand at 5.3 million case depletions in the U.S. for 2022, down 2.9%. •Donald Hess, a businessman, art collector and a vintner on four continents, died at the age of 86 in Bern, Switzerland, on Jan. 30. Born in Switzerland in a family of brewers, Hess built a successful mineral water company before entering the wine industry in 1978 by purchasing 700 acres of vineyards in Napa Valley’s Mt. Veeder appellation. By the 1990s the Hess Collection had gained notoriety for powerful expressions of Cabernet Sauvignon. Hess also bought other winery properties starting in the 1990s, most notably in South America, purchasing or founding Mont Gras in Chile; Bodega Norton in Argentina; Chateau Tahbilk, Geoff Merrill, and Peter Lehmann Wines in Australia; and Glen Carlou in South Africa. Wine Spectator has more on Hess’s life and career. •Following the addition of Austrian label Paul Achs to its portfolio last month, importer Vineyard Brands has picked up three more brands from the country. The first is Weingut Loimer, located in Austria’s Kamptal and a biodynamic producer of Grüner Veltliner and Riesling, among other varietals; 13 of its wines will be available nationwide. Next is Weingut Sattlerhof, which cultivates the steep hillsides around the village of Gamlitz, several parcels of which are designated premier cru and grand cru; 10 of its products will be available nationwide. Third is Weingut Wieninger, which cultivates two areas on opposite sides of the Danube, where differing climates and soils produce highly distinct wines; Vineyard Brands will import 13 of its bottlings for national distribution as well. •Chopin Imports has introduced Santaleza Tequila to the U.S., with two luxury-priced expressions. Both are made from 100% blue agave without additives or diffusers before bottling at 40% abv. Santaleza Blanco carries a suggested retail price of $60 a 750-ml. and the brand’s Reposado comes in at $70 with four months of age in American oak. In July, the brand will debut its Añejo offering and, in December, Santaleza will release its Extra-Añejo. Santaleza Tequila is now rolling out in New York, New Jersey, South Carolina, Florida, Texas, Illinois, Colorado, Arizona, Washington, and California. •Sláinte, the Irish whiskey from actor and director Liev Schreiber and drinks entrepreneur Richard Davies, has announced retail distribution in Texas, Florida, New Jersey, New York, Nevada, California, Rhode Island, and Massachusetts. The move brings the brand into brick-and-mortar stores for the first time as it was previously available exclusively online. For distribution, the brand has partnered with Sunshine Beverage in Florida, with Park Street in California and New York, Allied in New Jersey, Green Light in Texas, Tian in Nevada, and Martignetti Companies in Massachusetts and Rhode Island. Sláinte’s flagship blend retails for around $38 a bottle. Tagged : Chopin Imports, Santaleza, Slainte, Vineyard Brands, Vita Coco Previous : Drizly, Gopuff Partner Across 26 States, In Significant E-Commerce Expansion Next : Whisky Advocate: Traverse City Invests $20 Million To Create Largest Michigan Distillery
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H-E-B Elegant Living Oval Platter 31.8 cm x 25.4 cm. Elegant Living by H-E-B offers a convenient, tasteful tableware solution that allows you to spend more time on what truly matters! There is no need to wait for a special occasion fo…
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Home » Contact us thank you – General Campaign Thanks for getting in touch, we’ll get back to you as soon as we can! In the mean time, we thought you might like to check out some of our business inspo and tips on achieving work/life balance. AllBlogOnline ClassesPodcastsSuccess StoriesWebinarsWhite Papers Noticed more negative reviews, or simply not getting repeat customers? Here are 6 ways to improve customer satisfaction in your beauty salon. It’s more important than ever to actively market your salon to attract and retain loyal clients. Competition from other beauty salons is fierce and you need a solid marketing plan in place to help you stand out. Luckily, we are here to help you gain a clear understanding of how to advertise a beauty salon. Here are some of our… In such a fast-paced industry, staying up to date with the latest trends can be difficult. Often, by the time you’ve caught on, it’s already been and gone. We’ve collated the top salon industry trends for 2023 that can help your salon leverage changes in consumer behaviour.
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Steph Auteri Steph Auteri is a writer and editor who has written about women's health and sexuality for The Atlantic, the Washington Post, VICE, Pacific Standard, Salon, Undark, and other publications. She also volunteers for the Center for Sex Education, the national education division of her local Planned Parenthood. She lives with her husband, daughter, and three cats in Verona, NJ. Get updates about Steph Auteri and recommended reads from Simon & Schuster. Plus, get a FREE ebook when you sign up! Books by Steph Auteri
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Peru ~ Travel Boat trip from Puno to Taquile and Uros Islands, Peru Urska “Why on Earth did we want to travel here?!” was our first thought when we were observing Puno from the bus. Out of the bus, the city seemed pretty scary, there was a lot of half made houses, or houses without the rooftop, dirty streets,… Prior traveling into the city we read online that Puno has a high crime level, which makes everything even worse. According to our online research, about 90% of the people living in the city is directly or indirectly linked with the drug dealing transport over the lake from the neighbouring county Bolivia. Why we went there? Well, to see the highest navigable lake in the world, the one and only Titicaca Lake. P.S.: Later on, we found out that a lot of houses are roofless since in Peru houses that were not completely built didn’t need to pay some tax on the house. Now this is not the case anymore, but in Puno still a lot of houses are rofless. A lot of houses in Puno are half build and roofless. Puno and Lake Titicaca Lake Titicaca is located in the Andes, on the border between Bolivia and Peru, at an altitude of 3,812 m (12,507 ft). It’s also the largest lake in South America by volume of water and by surface area. The lake is very important for the inhabitants around it, because the lake is a source of potable water. We highly recommend you to buy bottled water when traveling around Peru. Lake is also full of fish and amphibians. There are many trouts in the lake, which are not native fish, but were introduced into the lake artificially and thus made an ecological catastrophe since these fish now eats native fishes. To be honest, there is not that much to see in the Puno city. The city center is relatively small, and you don’t need much of a time to see it: you will not need more than a half of a day. Walking around Puno city and Titicaca lake. Tip: be careful if you decide to eat outside, the restaurants on the main pedestrian street are made for tourists, and the prices of food and services are set according to that fact. Although Peru is not a very expansive country to travel, the main tourist points and attractions (like a train to Machu Picchu) will be hard on your pocket. Unlike Cusco cuisine, which is really delicious, food in Puno is nothing special, at least by our taste. Otherwise, we haven’t stayed in the city for a long time, 3 days all together including the day of arrival and departure, due to our tight schedule around Peru. We have opted for a day trip to the Uros islands and the Taquile island. We have booked a trip right in the hotel in Puno where the friendly staff explained us everything – we had three options to choose from. Actually, all 3 options/trips were completely the same, the difference was only in the price – a higher price meant a faster boat. As we traveled on a budget, we choose the cheapest option, which we almost regretted later on. Uros Islands So on the day of the trip, the taxi driver picked us in front of the hotel early in the morning and took us to the port where we boarded one of many boats with our tour guide. Very early on we start regretting the cheapest option, as after only a few hundred meters of floating the boat stopped completely, as the water flooded the engine. At that time I sincerely hoped that we will not sink and this trip will not end up as a disaster. However, nor the driver, nor the guide worried about the situation (I guess this is a regular practice?!?). The boat driver drained water from the engine with the bucket, and after 10 minutes, the boat was operational again to take us to one of the Uros islands. On the boat to one of many Uros islands. To make it clear: Uros islands are not really islands, but they are artificially made floating islands that Uros people make themselves from totora reeds that grow in the water. A few-hundred years ago, when the Inkas empire was rapidly spreading around the area, the Uros people who lived along the Titicaca lake didn’t find a “common language” with Incas. They believed that Titicaca lake is their property, and that they should not be ruled by the Incas. That’s why they retreated to their boats made of reeds. Soon they figured out that they can’t really live on small boats, so they invented the technique to build their own islands. Life on these islands is anything but simple. The islands need to be constantly re-built, so that they do not sink, as the part of the island (reeds) is constantly decaying in the water. In addition, this lake is located high in the Andes, where nights, and especially winters, are extremely cold. READ MORE: Cusco - trek from the city center The look on Uros island from the top. So we have made a stop in one of many Uros Islands, where the guide explained to us all about the life on those islands, as well as demonstrated the work and life of people on the islands. Typical food is of course fish, which are dried in the sun. After a detailed explanation, we had some free time on the island (not much to see as this is was an extremely small island, like all of them) – mainly they left us the time for buying souvenirs, and to take a ride with the two-storey boat made of reeds. Local guide together with Uros people explained on a small “model” of Uros island how the life on Uros islands looks like – how islands are built, what Uros people eat, how they cook their food, etc. Buying souvenirs and taking a ride with the two-storey boat made of reeds. I have to admit that we were a little bit disappointed with the souvenirs, as many of them were made of plastic and imported from the land, which was certainly not in any way related with the local people, but is rather an import from China. Not that we have anything against China and globalization, after all this makes our travel so much easier and cheaper, but we felt that those souvenirs don’t belong to the islands, for the sake of the tourism. Would much rather see a local products, and actually end up buying them. After an hour or two, we said goodbye to Uros people, and set on the boat to the Taquile Island. Taquile island Taquile island is unlike Uros islands a “real” island of geological formation, located about 45km from Puno. On the island, about 2200 inhabitants – Taquilenos live, who speaks Puno Quechua language. The island with its inhabitants is best known for their skills in making hand-made produce – they produce fine handwoven textiles and clothing. On Taquile island, we also had a lunch, as a part of our trip, but to get to the meal, we had to make a bit of a trek. Namely, on the island, there are quite a lot of local “restaurants” and we had a lunch in the last one on the island. 😛 The island community has agreed that each tourist group eats in one of the restaurants, so all of them serve to about the same number of visitors each year. That way, every restaurant can survive. The track from the boat took us first up the hill, towards the island village. On the way up, you can admire how locals farm, and even buy some souvenir from children in their traditional costume. The island village is small with one “grocery” shop, well it’s more like a snack and drinks shop for tourists. You can also visit the museum of handwoven textiles and clothing and even buy some of this products, there is also a small photography place/museum full of photos about island past life. Typical farms on Taquile island. Due to the steep island, Tequilenos developed terraced farming, cultivating mostly potatoes. Taquile island main square. No matter in which restaurants on the island you are going to eat, you will get the same food served. First, we got a bread with Peruvian spreads, and after that, a vegetable soup. For the main dish, was fish – trouts (of course!), with baked potatoes, rice, and grilled vegetables. As I am a vegan, I have asked only for potatoes, rice, and grilled vegetables and there was no problem arranging that on the spot. 🙂 The meal was super delicious, not sure if it was only because we were all very hungry, hah. After the lunch, three local men played their traditional music. Typical food at Taquile island. Have to say that even though we had to walk quite a bit to get to the restaurant, we had a lunch at the top location. From the table, we could see the lake, the view was absolutely magnificent. Under the restaurant terrace, stairs lead us back to the lake shore, while an amazing view accompanied us all the way to the boat. Under the restaurant, there were stairs, taking us down the hill, back to the boat – the opposite side of the island, as we get on the island, and we walked through the famous doors, leading to the main square – in the opposite direction of course. And from there, we sailed back to Puno. That’s our experience on a boat trip from Puno to Taquile and Uros Islands, what’s yours? Have you ever visit the Titicaca Lake? Let us know in the comment below. Author: Urska Urška is working in AgTech startup and love to spend time outside in nature. She like to do outdoor sport such as hiking, running, and swimming in the sea. Her biggest wish is to travel the world to explore new cultures and try out all the delicious fruits mother nature has to offer. If you like, please share and spread the love :) boat tripboat trip Punoboat trip Titicaca lakeLake TiticacaPeruPunoTaquile IslandUros Islands Tour around ski resorts in Slovenia Best winter hikes on Pohorje, Slovenia 9 thoughts on “Boat trip from Puno to Taquile and Uros Islands, Peru” Michelle Chang says: 7th November 2018 at 11:52 am What a fascinating place. Thanks for this honest review of your experience. 8th November 2018 at 10:39 pm I loved it!!! the Uros Islands experience was amazing for us but we didn’t get to go to Taquile. Next time we will use you blog us a guide! Urska says: Awesome! 🙂 Emese says: What a great article about an interesting place! I never imagined a floating island made of reeds, let alone one that people live on. Fascinating! I’d love to visit the Uros Islands, but, like you, I wish they made their own souvenirs if they wanted to sell something. I’m sure they would be more successful. Great experience! Thanks for sharing. Thanks! Yeah, Uros Islands are really fascinating. Well worth to visit it, just as Taquile island. The roofless homes are a new one to me — interesting! The views of the lake are lovely and the hike looks like fun. I’ve heard the name of this lake but I had not idea where to find it! 16th November 2018 at 11:31 am Heh, yeah it has a very memorable name. 😀 Titicaca Lake is definitely worth a visit. Angie (FeetDoTravel) says: 18th November 2018 at 7:09 am How interesting that a lot of the houses are without roofs, and thank you for the tip on eating in tourist restaurants! Those views though, absolutely stunning. Thank you so much for sharing this information with us, pinned. Thanks, Angie!
2023-14/0037/en_head.json.gz/13343
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Tag: Iceland in a week ...rest of the world ~ Activities ~ Outdoors ~ Travel Iceland in a week (the cheapest way possible) After a very busy summer of 2019, we finally had a chance to take a week off and fly to Iceland to do a crazy camping experience there. Our initial goal was to travel there a bit earlier, already during the end of August, but […]
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SMG PROPERTY MANAGEMENT, INC. John S. Newsome MBA, Principal John Newsome is Principal & a founder of Stanford Management Group and SMG Property Management. Since 1988 John has overseen acquisitions and sales development, including raw industrial and residential lands, multi-family, office buildings and shopping centers. In addition, John has created and fostered pillars of core values, keen business strategies, and strong team building. These pillars have allowed SMG and Stanford Management to grow to a company that prides itself on excellent customer service as well as a company that attracts and retains strong career oriented team members. Johns background includes over 25 years of experience with Equitable and Maryland National Bank in Baltimore. His expertise and experience include heading the National and International lending areas, the formation of Cash Management Services, and heading all commercial bank operations. John received his bachelors degree in Business from University of Maryland and his MBA from Loyola Maryland. Mr. Stewart holds an MBA degree with a specialization in Finance from the University of Chicago, and a Bachelor of Science degree in Chemical Engineering from Widener University where he received admission into Tau Beta Pi, the engineering Honor Society. He is also a graduate of the inaugural class of Advanced Management Development Program in Real Estate (AMPD) at the Harvard School of Design. Mr. Stewart’s experience includes over 15 years at SIP’s predecessor company, Minshall Stewart Properties. During his time at the company, Mr. Stewart was principally involved with the acquisition of over 4.0 million square feet of commercial space and arranged and closed over $725 million of debt and equity financing's. Transaction experience during this time included the off-market acquisition and strategic implementation of over $500 million of successfully redeveloped office buildings in downtown Washington DC. Mr. Stewart is responsible for the overall strategic vision of the Company, developing and implementing its investment strategies, as well as both cultivating and maintaining its important relationships with institutional debt and equity capital providers. Mike Simmons Mr. Simmons is a graduate of Michigan State University where he received a Bachelor of Arts degree in Accounting.Mr. Simmons has executed investments across various strategies, investment structures, property types, and geographic markets and has successfully closed over 70 assets, encompassing approximately 11.3 M square feet of commercial space, 3,500 residential units, and nearly $2B in investment activity. Mr. Simmons has been actively involved in the acquisition and management of institutional quality real estate for 20 years, including nearly 16 years with Heitman, a $40B real estate investment manager, where he was responsible for identifying, underwriting, and closing on direct equity investments for the firm’s commingled investment funds and institutional separate account clients. Mr. Simmons is responsible for identifying and executing the firm’s investment strategies, raising debt and equity capital, and overseeing asset management duties across the portfolio. Pamela Polikretis Mrs. Polikretis joined SMG in June of 2018, bringing with her, over a decades worth of experience in Administrative and Management roles covering a range of different industries. In her position, Mrs. Polikretis is tasked with implementing universal policies across SMG's entire portfolio to promote company culture, and overseeing operations to keep business on track. As a key member of the leadership team at SMG, she works closely with Regional Teams to ensure they are meeting performance expectations. Mrs. Polikretis studied Accounting at Florida State University and Employment Law at Vanderbilt University. She utilizes her background in finance accompanied by her experience in Human Capital Management Law to provide risk mitigation, compliance assurance, as well as an efficient on-boarding and training process for SMG employees. Jacqueline Dobbs Mrs. Dobbs' addition to SMG, comes with a collection of experience in both management and marketing roles for various Fortune 500 companies in the greater New York City area. Her collective experience in similar roles across various industries, brings fresh perspective and profession specific skills to the SMG team. In her role, Mrs. Dobbs is responsible for the operations behind SMG’s marketing strategy, as well as SMG's acquisitions and 3rd party management sectors. She maintains analyses of market research in target markets across the Eastern United States to assess each markets needs, potential and profitability. Mrs. Dobbs holds her B.S in Management and Marketing from Fairfield University, and utilizes her background in both professions to drive the focus of SMG’s marketing strategy in a progressive and profitable manner. Nicole Jackson Ms. Jackson is the Vice President of SMG Property Management & Stanford Management Group. With more than 25 years of industry experience, she has overseen numerous areas of operation including training and development, revenue and expense management, onsite management and acquisitions. She has continuously placed a focus on innovative approaches to the company's policies and procedures to keep them in line with the ever advancing age of technology, while maintaining compliance with federal and state regulations. Since joining SMG in 2008, Ms. Jackson has been responsible for various projects and played a vital role in the training of the current senior management team. Melanie Marles Ms. Marles graduated summa cum laude from Keiser University with a bachelor’s degree in accounting, and will be continuing her education towards a Masters degree in 2022 with plans to become licensed as a CPA. Ms. Marles is an active member of the American Institute of Certified Public Accountants, Florida Institute of CPAS, and the Lakewood Ranch Business Alliance: Young Leaders Alliance. These memberships along with continuing education are instrumental for staying up to date with accounting rules and regulations. In the role of controller, Ms. Marles is responsible for planning, directing, and coordinating all accounting operational functions. This includes daily accounting processes, asset management, and coordinating and preparing internal and external financial statements. Ms. Marles plays an integral role for SMG by evaluating internal control systems and developing and monitoring business performance metrics.
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Llyn Padarn - general information about the lake we enjoy. By Chris Thorne Posted in Eryri, llanberis, llyn padarn, Snowdon, snowdonia, Yr Wyddfa An article about Llyn Padarn with reference to history, ecology and activities. Llyn Padarn is located in the heart of Eryri, (Snowdonia) in the valley created by the mountains of Yr Wyddfa and Y Glyderau. The closest village to Llyn Padarn is Llanberis which is located on the shoreline to the south eastern end of the water. Llyn Padarn was formed thousands of years ago as the glaciers receded during the last ice age. Measuring approximately 3.2km long and 500m wide at the widest point with the deepest part of the lake around 30m deep, Llyn Padarn is one of the largest natural lakes in Wales. The main flow of water enters Llyn Padarn at the south eastern end from Llyn Peris which is fed by a collection of mountain streams and rivers that culminate in the Afon Bala. Water leaves Llyn Padarn at the north western end and flows to the Menai Strait near Caernarfon via the Afon Rhythallt and the Afon Seiont. It is believed the name Padarn comes from a 6th century saint Padarn, who's name is also linked to the local church in Llanberis. Standing some 15m high, this circular tower stands on the high ground at the south eastern end of Llyn Padarn. It was built around the 13th century by Llywelyn the Great to act as a defensive post between Caernarfon and Conwy. Towards the end of the 13th century Owain ap Gruffudd was imprisoned in the castle by his brother Llywelyn ap Gruffudd, grandson of Llywelyn the Great while a power struggle for Gwynedd took place. During the 14th century the castle became a manor house but by the 18th century it was a ruin and lay uninhabited. Dolbadarn castle is now maintained as a grade 1 listed building by Cadw and is open to the public. The views across Llyn Padarn from the castle are pretty impressive especially as the sun sets. The shoreline around Llyn Padarn is littered with old slate quarry workings. At the eastern end of the lake is Vivian quarry which is the lowest of a series of levels that run up the hillside of Elidir Fawr. Vivian quarry was part of a vast network of quarry workings on the same hillside all connected by a series of inclines and narrow gauge railways. On the opposite side of the Llyn Padarn is Glyn Rhonwy, another series of slate quarries that run up towards Moel Eilio. Narrow gauge railways were used to transport resources and product from the mountain sides down to the shores of Llyn Padarn where the slate would be packed into crates before being transported on to Port Dinoric, (Felinheli). Towards the end of the 19th century quarrying was at its peak with almost 100,000 tonnes of welsh slate was being produced annually and transported for building projects across the globe. The industry was easily the largest employer in the area with approximately 3000 people from the local towns and villages working in the quarries. During the second world war part of the Glyn Rhonwy quarries were used as an ammunition store. There is a dramatic story about an explosion in one of the storage facilities that resulted in a roof collapse. Since quarrying for slate around Llyn Padarn finished in 1969 what was left by the industry has evolved in to various tourist attractions. At Gilfach Ddu there is a free to visit slate museum and quarry hospital which gives you a real taste of what it must have been like working in the quarries before health and safety had properly evolved. At Gilfach Ddu you can also so see the largest water wheel on the UK mainland. Measuring over 15 metres diameter it was used to power the machinery in the slate sorting sheds. The now flooded Vivian quarry has become a scuba diving centre. The railway that transported slate along the northern shore is now a tourist attraction which draws many visitors throughout the year. The railway track that used to run along the southern shore in now the Las Lon Peris a tarmac cycle track that connects Llanberis to Brynrefail. The importance of the slate industry has recently been acknowledged by UNESCO who have awarded the north Wales slate quarries world heritage status. You can read more about UNESCO here . Llyn Padarn was the venue for the rowing event at the 1958 Commonwealth Games there is a nice article by the Australian team that can be found here. Rowers still regularly use Llyn Padarn for training sessions, if you’re out and about early on a calm morning you may well spot one of the Bangor University boats pulling hard and moving fast. In recent years Welsh Rowing have also used the lake for training camps. Maybe one day someone will decide to hold more races on the lake. In 1993 an RAF Wessex helicopter crash landed into Llyn Padarn while transporting some air cadets, sadly the accident resulted in three fatalities. The tragedy happened during the summer holidays and was captured on camera from the lake railway. A memorial plaque was installed in memory of the lost lives which can be seen on the shoreline close to the carparks at Y Glyn. Llyn Padarn and the surrounding woodland is designated a SSSI, (Site of Special Scientific Interest). The lake is home to arctic char, a fish usually found in far colder locations. The char in Llyn Padarn have evolved over the years and are genetically different to arctic char found in other lakes. If you're really lucky and paddle quietly you might spot things like otters and kingfishers. The lake is also home to a plant called floating water-plantain which again is nationally very rare. The ancient sessile oak woodland that runs along much of the shoreline is home too many creatures including bats, birds and insects. The bats often swoop down to water level at twilight which can make for a memorable paddle or swim. On a busy day in the summer holidays it is likely you will see a wide range of activities taking pace on the water including swimming, canoeing, kayaking, paddleboarding, rowing and fishing. On windy days you may spot dingy sailors or wind surfers. In general, motorised craft are not permitted on Llyn Padarn unless they have been issued a license by the council/Parc Padarn. Around the shores of the lake there are plenty of attractions to look out for. If you want to walk around the lake there is a well sign-posted footpath. Many photographers visit Llyn Padarn to get an impressive landscape picture. The Lone tree has become a popular destination for many photographers, with Pen y Pass as a backdrop and a nice sunrise it certainly makes for a good picture. In Gilfach Ddu there are activity providers, craft shops and cafes as well as the lake railway and the slate museum. Rowing boats are available to hire during the summer months from the village car park next to the children’s playground. Gwynedd Council are responsible for the majority of Llyn Padarn with the day to day management duties being carried out by Parc Padarn wardens who’s offices are located next to the quarry hospital in Gilfach Ddu. There are plenty of access points for people who wish to swim or paddle at Llyn Padarn. The easiest access points are next to the carparks around Llanberis, Y Glyn and Gilfach Ddu. The shoreline around Llyn Padarn has areas that should be avoided by paddlers and swimmers. The local fishing club own a section of the lake that runs parallel with Lon Las Peris and they also own a section of land close to the bridge at Penllyn, paddlers and swimmers should avoid these areas if at all possible. The lake railway technically has many of the same restrictions on access as a normal railway track so in theory you should not walk along the tracks or cross them at unauthorised locations. There are a couple of privately held areas of land close to the village, one between the "sword" carpark and the carpark at Y Glyn. The second area being around the small boathouse beyond the Y Glyn carparks. At certain times of the year the shallow water in the Afon Bala and close to the outflow at Penllyn are used by arctic char for spawning. Once again paddlers and swimmers are asked to avoid these areas so the fish aren’t disturbed. Life-Saving Gear: Why Properly Fitted Buoyancy Aids Are a Must-Have for Kayakers and SUPers Menai Strait tides - a basic explanation Are you using the correct SUP leash? Successful SUPing 5 Things To Consider When Starting Open Water Swimming Keep Going Through the Cooler Months Introduction to Hydrofoiling Breaststroke (1) Cold Water (1) Dryrobe (1) Eryri (1) Front Crawl (1) hydrofoiling (1) llanberis (2) llyn padarn (2) Paddleboarding (1) Peak PS (1) RedPaddleCo (1) snowdonia (2) Starboard (1) sup (2) UK Coastguard. (1) Yr Wyddfa (1)
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Current: CF Industries completes carbon capture and storage deal with ExxonMobil and EnLink CF Industries completes carbon capture and storage deal with ExxonMobil and EnLink 14 October 2022 | Muriel Cozier Emissions reduction project said to be the largest commercial agreement of its kind. CF Industries, a global producer of hydrogen and nitrogen products has entered into an agreement with ExxonMobil to capture and permanently store up to two million tonnes of carbon dioxide each year from its manufacturing complex located in Louisiana, US. The deal is said to be the largest commercial agreement of its kind. ExxonMobil is developing a 125,000 acre carbon dioxide storage site in Vermillion Parish, Louisiana and has also reached an agreement with EnLink Midstream to move the carbon dioxide through its pipeline to the storage site. EnLink CEO Jesse Arenivas. EnLink has more than 4,000 miles of pipeline across the state of Louisiana. ‘Utilising this extensive network enables us to provide the most timely and cost effective solution to CO2 transportation, with a significantly lower environmental impact,’ said Jesse Arenivas, Chief Executive Officer of EnLink. The partners have said the two million tonnes of carbon dioxide captured each year equates to replacing 700,000 gasoline powered cars with electric vehicles. The project is due to become operational during early 2025 and supports the state’s objective of net zero emissions by 2050. CF Industries, which is already investing $200 million to build a carbon dioxide dehydration and compression unit at its facility in Donaldsonville, Louisiana, said that the latest development comes as it sets to market up to 1.7 million tonnes of blue ammonia each year. Demand for blue ammonia – a compound consisting of hydrogen and nitrogen – is expected to grow significantly as a decarbonised energy source for hard-to-abate industries, both for its hydrogen content and as a fuel itself. Dan Ammann, President of ExxonMobil Low Carbon Solutions said: ‘We’re encouraged by the momentum we see building for projects of this kind, thanks to supportive policies such the Inflation Reduction Act.’ The US’ Inflation Reduction Act addresses climate change, amongst other pressing issues and provides significant tax incentives.
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International Support Against Dengue Welcomed Friday, 12 April 2013 09:31 AM The Ministry of Health and Medical Services has welcomed dengue fever specialists from Australia and New Zealand who have arrived in the country to assist local authorities in efforts to fight the current dengue fever outbreak in the country. The arrival of the 10-member team comprising doctors, nurses and dengue experts last week came following a formal request by the Ministry of Health and Medical Services to the governments of Australia and New Zealand. Health's Permanent Secretary, Dr Lester Ross said the assistance will be very useful in the battle against the disease which medical authorities have already recorded more than 2000 cases. “The deployment will help solve the problems of human resource shortage and technical people we are lacking and also will help strengthen the ministry’s response and ability to manage the dengue outbreak,” Dr Ross said. The team will assist in the emergency department, dengue clinics and provide other support to re-opening out patients’ clinics, elective surgery, ward areas used by dengue patients and re-tasking staff to their normal duties. Australian High Commissioner to Solomon Islands Mr. Matt Anderson said his government is happy and honored to assist following a request from the Solomon Islands Government. “Solomon Islands is a friend and therefore the deployment is nothing but to support Solomon Islands fight against the dengue outbreak,” he said. New Zealand’s Development Counsellor Sarah Wong said the NZ government is glad to come and assist Solomon Islands. She highlighted that it is better to demonstrate action and collaboration to work together in the effort to fight the dengue outbreak. The medical team is expected to spend a month in the country and will travel to the provinces when required. Source: Press Release, Government Communications Unit NewsEconomy
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NOW PLAYING SELECT CITIES Sign Up for SPC Updates A Sony Pictures Classics Release Privacy Policy | Ad Choices | Terms of Use | Download Presskit Privacy Policy | Ad Choices | Terms of Use Tim Roth and Clive Owen star in François Girard's (The Red Violin) sweeping historical drama, about a man searching for his childhood best friend – a violin prodigy orphaned in the Holocaust – who vanished decades before on the night of his first public performance. "Can a film be both heartbreaking and heart-healing at the same time? The Song of Names is a triumphant combination of history, artistry, and deep pathos. Some few stories help us comprehend the enormity of the losses, the astonishing resilience and the creative passion that marked a people’s darkest time. Song of Names is such a story, tracing a haunting melody that carries us far beyond words to a soul stirring climax. In an age of forgetfulness and coarse cruelty, when the slogans of hate reappear throughout the globe, The Song of Names is a gripping and vital contribution: a reminder of all that was lost, all that remained, and all that remains to be done. A film of broken friendship that devastates then uplifts, and finally, gives us back our faith." – Rabbi David Wolpe is the Max Webb Senior Rabbi of Sinai Temple in Los Angeles. Named one of the 500 Most Influential People in Los Angeles in 2016 and again in 2017, Most Influential Rabbi in America by Newsweek and one of the 50 Most Influential Jews in the World by The Jerusalem Post, David Wolpe is the Max Webb Senior Rabbi of Sinai Temple. Rabbi Wolpe previously taught at the Jewish Theological Seminary of America in New York, the American Jewish University in Los Angeles, Hunter College, and UCLA. A columnist for Time.com, he has been published and profiled in The New York Times, Los Angeles Times, Washington Post’s On Faith website, The Huffington Post, and the New York Jewish Week. He has been featured on The Today Show, Face the Nation, ABC This Morning, and CBS This Morning. In addition, Rabbi Wolpe has appeared prominently in series on PBS, A&E, History Channel, and Discovery Channel. Rabbi Wolpe is the author of eight books, including the national bestseller Making Loss Matter: Creating Meaning in Difficult Times. His new book is titled David, the Divided Heart. It was a finalist for the National Jewish Book Awards, and has been optioned for a movie by Warner Bros. As the first Gulf War was ending in 1991, Norman Lebrecht, a British commentator on classical music, was about to fly from Liverpool to Los Angeles. “There was a war on another continent, and it gave me an overwhelming sense of fragility,” he says. “I had an idea about lives being unsettled by larger historic events. And the particular idea I had was: What if a man is so close to another person that they have an almost symbiotic connection—and that person suddenly disappears? How do you continue your life with only half a functioning self? You can lose a part of yourself and spend your whole life looking for it.” As he continued to think about this idea over the coming years, it developed into his first novel, The Song of Names. The two halves of one soul that Lebrecht created in the novel were Martin, son of a modest music publisher, Gilbert Simmonds, and a Polish Jewish violin prodigy, Dovidl Rapoport, that Martin’s father invites to live in their home. “The day before Dovidl came along, if you asked Martin what he was, he would have said ‘ordinary,’” says Lebrecht. “When Dovidl arrives, Martin’s ordinariness ceases. When Dovidl disappears, Martin suffers two losses: the loss of his father, which he blames on Dovidl, and the loss of whatever lit Martin up from the inside and made him feel not ordinary. All this lives within Martin as slow-burning anger, the hope against hope that something will be resolved and that when it’s resolved, there will be rage.” For Lebrecht, The Song of Names is about coping with loss. “It’s something that happens to all of us in our lives,” he says. “Do we then allow loss to paralyze us? Do we allow loss to leave us living half lives or half-hearted lives? Or are we able to, in some way or another, adjust to loss, and find a way to overcome that thing, however terrible it is?” As THE SONG OF NAMES is set within the world of music and musicians, producer Robert Lantos saw François Girard (THE RED VIOLIN, THIRTY TWO SHORT FILMS ABOUT GLENN GOULD) as an ideal director. “This film lives or dies on the emotional impact of its music,” says Lantos. “I thought it wouldn’t be enough to have a terrific film director who just left the music to the composer. It had to be someone who is as familiar with the language of classical music as he is with the language of cinema, so he could work with a composer from a place of knowledge and conviction. And that led me to François. He directs opera, theatre, and Cirque du Soleil shows. I doubt there are many other filmmakers in the world who are as comfortable and familiar with classical music as he is.” Despite his passion for music, Girard didn’t want the film’s emphasis to be on music and the artistic temperament, as he felt it had been in Lebrecht’s novel: “Music is a very important vehicle in tackling this story, but to me this is not a film about music,” he says. “This is an intimate story of two brothers, in which the undercurrents of the Holocaust and the memory of those that disappeared, gradually emerges. I made sure at all times that the music was always serving that, and never the reverse.” Six actors play the principal roles of Martin and Dovidl, in different stages of their lives: as boys, adolescents, and middle-aged adults (Tim Roth and Clive Owen). “We’re following characters from 9 to 55, which turns out to be my age and pretty much Clive and Tim’s age,” says Girard. “The first period in the script goes from age 9 to about 21. You can't have the same actor play 9 and 21. You need a child and then a young man. And then, when you connect with the characters 35 years later, you need yet another pair of actors.” Finding the right mix was a big challenge for Girard and casting directors Kirsty Kinnear, Susie Figgis, and Pam Dixon. “If you have Tim Roth and Clive Owen, you have to find the middle Tim and Clive and then the young ones,” says Girard. “Whenever we moved a piece, the whole puzzle would shift. It took us more than a year to make sure we were making the right casting choices.” The casting of these roles was pivotal, because the impact of Martin’s quest to find Dovidl rests on the depth of the relationship forged between the boys in their early years as evoked in the film. “I did everything possible to invest in that relationship with love,” says Girard. “Love would be the key word. That way, the disappearance of Dovidl would be that much more charged.” Luke Doyle, who plays Dovidl from age 9 to 13, is a violin prodigy himself, but unlike the other members of the cast, he was cast for his experience as a virtuoso violinist, and had no prior experience as an actor. “If a young person is already in touch with his emotions performing music, you can expect that he will be able to express his emotions with acting,” says Girard. The director eventually found a musical process for communicating with Doyle, which sometimes meant literally conducting him: “I’d give him a tempo, give him a flow, much like a conductor does with musicians, using my body and my arms to keep the rhythms of the text flowing through a scene. And Luke, being the brilliant young artist he is, reacted to that really well.” Luke Doyle found young Dovidl to be a fascinating character to play. “There are not too many people out there who are like Dovidl,” he says. “He never does anything boring, and that always makes him the center of attention. His arrogance and confidence is quite gravitational. At the same time he can sometimes be quite selfish, and doesn’t really care about others.” Doyle also perceives hidden vulnerability in Dovidl: “In the first few scenes, it feels as if Martin is the one who can’t control his emotions, but as the story progresses and the two get to know each other, the tables turn and you begin to realize that it’s actually Dovidl who can’t control his emotions, and for good reason.” Misha Handley plays young Martin, who at first sees Dovidl as an unwanted invader in his house. “When Dovidl comes into his room and they are alone for the first time, Martin tries to establish dominance, but Dovidl just naturally takes up the space,” says Handley. “He is clearly better than Martin at most things. The two despise each other after that first contact, especially on Martin’s side, but after certain events, the bond forms, and they become incredibly close, like blood brothers.” Handley recognized that underneath Martin’s exterior, there are more complicated feelings brewing. “You take another look and you realize there is this darkness in the background. Martin loves Dovidl, but at the same time there’s this hatred, there’s this jealousy.” When we meet Dovidl at 17, as Jonah Hauer-King begins to play him, he has lived in the UK for quite a few years and he’s assimilating with his surroundings and his new family. “He has begun the journey, consciously or subconsciously, away from his Polish-Jewish identity,” says Hauer-King. “ It’s a time of great change because a lot of his identity was connected to his parents and to his family and the mystery surrounding what happened to them.” By this point in the story a very specific dynamic has been formed in Dovidl and Martin’s relationship. “Dovidl is talented, flamboyant, precocious, self-centered, and ambitious, and Martin is the one who tries to keep him grounded and act as a rock. They are both playing roles within that brotherhood. Dovidl doesn’t articulate it much, but I think he has a huge love and respect for Martin for putting up with him, as he can be quite difficult to be around.” Gerran Howell, who takes over the role of Martin at 17, believes Martin is content to play his deferential role. Dovidl is the genius and Martin is the admirer,” says Howell. “Martin sees himself as quite a boring person with not much of an outlook or freedom in his life. When Dovidl came along, he turned everything on its head. He was everything Martin wanted to be. They kind of fill each other’s things that they’re missing. But when Dovidl disappears, Martin is left to pick up the pieces and wonder what he’s meant to do next.” At the point we first encounter the adult Martin (Tim Roth), he is coasting through an essentially dull and passionless life. “Martin is living in a crumbling house with his wife, with not much money in the bank,” says Roth. “His foster brother Dovidl, who was his best friend, vanished on him 35 years before. All of that comes tumbling back when he catches wind that Dovidl might still be around. That charges up his life again, and he goes looking for him.” From that moment on, Martin’s quest to find Dovidl becomes the force driving the film’s narrative. “When Martin sees the first clue, his passion is awakened,” says Girard. “It transforms him from a state of drifting around to being driven by a mission.” In the novel, both Dovidl and Martin’s families are Jewish, but Roth suggested that Martin not be Jewish. “For people on the outside, it’s a hidden world,” says Roth. “If Martin is Jewish, he would already know where to look, in a sense. So I think it gives me more to explore.” Screenwriter Jeffrey Caine liked Roth’s idea. “It adds another strand to the film,” says Caine. “It gives Martin another cause for resentment. Not only is this kid now his father's golden boy, they also have to live a kosher life.” During the decades since the two men had last seen each other, Dovidl has changed drastically from the young man Martin once knew. “There is a huge gap in the story,” says Clive Owen, who plays the adult version of Dovidl. “There is a world, a life that’s happened that we don’t see, that we never see because his life has changed so dramatically. Their coming together is hugely important because Martin has spent his entire life wondering why this guy just disappeared without a word when they were very close and had done so much together. Dovidl made a decision 35 years ago to create a new life and now he has to face up to the past.” Catherine McCormack portrays Martin’s wife Helen. “Helen is very much in love with Martin, as he is with her,” says McCormack. “But Martin’s obsession with understanding and finding out where his friend went has taken over his life. He really needs to find the answers and for Helen that’s very difficult because she has a secret herself in relation to Dovidl. But, beyond that, it’s causing problems in their marriage because she feels like there’s a third person, a presence that is not physically there, but is always a part of their everyday language. And she’s tired of it. She feels she’s in a marriage with three people.” Martin’s quest for Dovidl begins when, while judging a competition, he recognizes a unique stylistic flourish used by a young violinist, Peter Stemp (Max Macmillan), that could only have been taught to the boy by Dovidl. While the novel could reveal in words what Martin was thinking, screenwriter Jeffrey Caine did not feel there was a way to convey this vital piece of information to a film audience. Instead, Caine invented a physical action: Stemp slowly applies rosin to his bow (something no concert violinist would do on stage) and delicately kisses the block of rosin. As we eventually learn, the cake of rosin had a profound meaning for Dovidl, as it was a parting gift from his father, the last time he saw him. While it’s unstated in the film, this reverent gesture is something Dovidl would have constantly witnessed growing up in an Orthodox home, where holy objects like the siddur (prayer book), mezuzah on doorpost, tallis (prayer shawl), are traditionally kissed as a symbol of loyalty to Judaism and God. This simple gesture with the rosin ties Dovidl simultaneously to his father, family, and Jewish identity. Years after Dovidl’s disappearance, young Peter Stemp takes Martin to meet Billy (Richard Bremmer), the street violinist from whom he picked up Dovidl’s gesture. Billy tells Martin that Dovidl told him in 1951 that he was going home to “play for the ashes.” These words mean nothing to Billy, but are enough to convince Martin that Dovidl left London for Poland. Martin flies to Warsaw and seeks out Weschler, a once-dashing virtuoso violinist whom Martin and Dovidl had known when they were young. Martin finds the now decrepit Weschler, listless and unresponsive, in a lunatic asylum. While Martin is unable to get Weschler to remember him, a nurse informs Martin that Weschler is visited once a year by a woman. Martin tracks down the woman, Anna Wozniak (Magdalena Cielecka), who was Dovidl’s lover during his brief stay in Poland. Anna tells Martin that Dovidl twice played a special song on his violin, which he never allowed her to hear: once for Weschler in the asylum, and another time on the field where the Treblinka Death Camp once stood. Dovidl referred to his Treblinka performance as “playing for the ashes.” Anna takes Martin to Treblinka, where there is now a memorial garden, filled with hundreds of stone slabs. Afterwards, Anna tells Martin where Dovidl went after he left Poland. THE SONG OF NAMES was the first feature film to receive permission to shoot on the Treblinka memorial. Eight hundred thousand or more people were killed on that site in a period of nine months. “I’ve spent my adult life avoiding going to extermination camps,” says Lantos, the son of Holocaust survivors. “I don’t think most people would want to go to hell on earth. I didn’t want to and I never would have if I weren’t making this film, but the alternative would have been to build it somewhere in a field, and I really didn’t want to do that. I thought it was essential that we film there.” At the center of Treblinka is a large irregular shaped rock, engraved with two words, in several languages: “Never Again.” Says Lantos: “For me, those two words encapsulate the most important reason a film like this needs to be made.” Everyone involved in the film shared this conviction. “One problem in society now is the general amnesia,” says Girard. “Fifty percent of people under thirty don’t even know what the word Holocaust means, and those who do know what the word means, you can be certain wouldn’t be able to explain much. So it’s definitely a mission for this film to keep that memory alive, to keep those events meaningful and resonant.” Screenwriter Caine, whose parents died in the Holocaust, says: “I deplore genocide wherever it occurs and to whomever it occurs. I’m with the Armenians, the Tutsis, the people Pol Pot murdered in Cambodia, and whoever might be genetically or racially cleansed tomorrow. Whatever words people use to describe it, this is a process that’s ongoing in the human mind, and this film isn’t going to eradicate it. But the more aware we all are of that thing in human beings that makes them act like this, the better. We have to know about it in order to recognize what the dangers are for the human race.” Before shooting, François Girard visited the Treblinka Memorial, along with actress Magdalena Cielecka and production designer François Seguin. “It was a very emotional experience,” says Girard. “We entered and for two hours we didn’t say a single word. There was nothing to say.” The experience affected Girard deeply and caused him to make an important change in the scene. “In the script the characters were talking as they walked there, and this no longer seemed right. I went back and worked with Jeffrey Caine so that Martin and Anna would remain silent.” The core of the film’s story is the titular “Song of Names,” a recitation of the names of all who perished at Treblinka, set to music. It is through this song, chanted in a London synagogue by an Orthodox Rebbe (Daniel Mutlu), that Dovidl finally hears what befell his family at Treblinka. It’s significant that the names are not simply recited, but are sung like a prayer. “Music is a language, and it is probably the most powerful of all languages because it goes across borders with no need for translations,” says Girard. “It talks to the heart with no intermediaries, and it says things that words can’t say, because it’s a place where we meet and that no other medium can provide.” Soon after learning the fate of his family through “The Song of Names,” Dovidl, who had once renounced his religion, goes to the opposite extreme and dedicates his life to Orthodox Judaism. He also pledges to write a violin version of “The Song of Names.” The practice of remembrance through sung prayers is deeply rooted in Jewish tradition back to ancient times. The specific idea of “The Song of Names” on which the film is based was conceived by author Norman Lebrecht. “The Song of Names” and the violin theme heard in the movie is an original work by composer Howard Shore (The Lord of the Rings trilogy) based on traditional modes. Drawing on his own experience from growing up in the synagogue, Shore spent two years studying the cantorial tradition using early recorded audio but particularly recordings from the 1950s, when the song is first heard in the film. Shore received particular guidance in recapturing the Jewish liturgical tradition by famed conductor/educator Judith Clurman and Bruce Ruben, who is Cantor of the Brooklyn Heights Synagogue. Girard maintains that Shore’s contribution went beyond music. “Howard was a contributor to the script, because there are a lot of ideas that I developed and discussed with him, which were ultimately implemented into the script,” says Girard. “For instance, the final concert, where you have a converging of Dovidl’s three performances of ‘The Song of Names’—with Weschler, at Treblinka, and on stage—as well as first hearing the Rebbe sing it, that was something I brought to the script and Howard embraced.” By the time that Dovidl plays “The Song of Names” at the end, he has long shed the idea of performing for fame and fortune. “By that moment, it’s not so much about Dovidl demonstrating virtuosity, it’s more of a spiritual evocation,” says Girard. “His music has become a vehicle of something bigger. There’s no fame, no money, no individuality, no ego involved. It’s all about honoring the memory of those who had disappeared.” All the same, Dovidl’s great gifts have not left him. “‘The Song of Names’ is a virtuoso piece,” says Shore, “to be played by a master musician.” All the violin parts in the performance of “The Song of Names,” as well as young Dovidl’s virtuoso performances of such pieces as Henryk Wieniawski’s “Variations on an Original Theme, Opus 15” (audition) and Niccolò Paganini’s Caprice #9 and #24 (with Jozef in the bomb shelter) are performed by internationally acclaimed violinist Ray Chen. “Ray worked very closely with me,” says Shore. “He delved into ‘The Song of Names’ with his heart and soul and created something that was really timeless.” Daniel Mutlu, Senior Cantor at Manhattan’s Central Synagogue, sang the part of the Rebbe live on camera. “That scene could only be recorded live on set says Shore. Daniel had to perform it and feel the pain.” Shore’s soundtrack for the film weaves melodic elements of “The Song of Names” from the film’s opening minutes until the song’s reprise in the end credits. “I try to create a complete work when I write for a film,” he says. Unlike Luke Doyle, Clive Owen and Jonah Hauer-King had no prior training with the violin, and had to go through extensive training with British violinist Oliver Nelson to make them appear convincingly like violin masters. “We put hours and hours and hours of work in,” says Owen. “It was tough work because I was trying to do something that somebody would spend thirty years honing and getting as good as it should be. And I just had a couple of months. But François promised me that whatever happened he would make me look brilliant on the violin. So I trusted him and I put as much work in as I possibly could and then with great help from Ollie, he seemed to be happy.” Hauer-King says that the particular training he received was project specific. “I’m very good at playing one song, and nothing else,” he says. “But it was a really great challenge and I enjoyed it.” Principal photography for THE SONG OF NAMES took place over nine weeks in late 2018, starting with five days in London, followed by seven weeks of location and studio work in Budapest, Hungary, and a final week of location work in Montreal. Budapest can pass for many cities, but it has very distinctive Austro-Hungarian architecture that needed to be adapted by the Production Designer François Seguin (BROOKLYN) and his team to stand in for English locations. There were several occasions where quite substantial set builds were also required, notably the sand-bagged entrance to a World War II air raid shelter. The concert hall used for both the 1951 and 1986 scenes was the Franz Liszt Academy of Music, an Art Nouveau concert hall in Budapest located within Hungary’s most prestigious music school. Although THE SONG OF NAMES is profoundly connected to the memory of those who perished during the Holocaust, there is actually very little direct portrayal of those events. “One reason I agreed to direct this film is that it deals with the Holocaust without looking at it straight in the eye,” says Girard. “I don’t think I could have done that. Watching THE SONG OF NAMES is like taking a walk on a volcano that is apparently quiet with its gardens and paths, but deep under there’s red lava that’s burning. We’re looking at the Holocaust from the small end of the telescope, at characters who suffered the consequences of it, and through their eyes and through their lives, we evoke the tragedy.” The story of THE SONG OF NAMES illustrates how the brutal forces of war and genocide can leave indelible marks on those who manage to survive those scourges. Still, while the story passes through unimaginable darkness, it doesn’t end on a note of utter hopelessness. “There is a message in this story, that the things we lose, we don’t always lose,” says Lebrecht. “Things that we think are lost forever are deeply embedded inside us, and if we have the tenacity to go and look for them, we can start to understand loss as not total. We are able to build on what is left behind and move on.” Catherine McCormack Jonah Hauer-King Gerran Howell Luke Doyle Misha Handley Magdalena Cielecka Marina Hambro TIM ROTH (Martin) made his studio feature debut in ROB ROY, opposite Liam Neeson and Jessica Lange, a performance that earned him a Golden Globe® nomination and an Academy Award® nomination for Best Supporting Actor in a Drama. Roth currently stars in the series “Tin Star,” as Jim Worth, an ex-undercover UK cop turned police chief of a small town in the Canadian Rockies. Season three will premiere in 2020. He previously starred in the series “Lie To Me,” as Dr. Cal Lightman, a researcher who pioneered the field of deception detection, skilled at reading the human face, body and voice to uncover the truth in criminal and private investigations. He gained worldwide attention for his roles in the Quentin Tarantino films RESERVOIR DOGS and PULP FICTION. He teamed with Tarantino a third time in THE HATEFUL EIGHT. Roth spent his youth aspiring to become a fine artist, and studied sculpture at Camberall Art College before he went on to study drama in London. Working steadily in theatre, he received great notices portraying Gregor Samsa in a production of an adaptation of Kafka’s “The Metamorphosis.” He made his TV debut with the lead role in the award-winning telefilm “Made in Britain,” followed by Mike Leigh’s MEANTIME. Roth starred in over fifteen film and television projects including Stephen Frears’ THE HIT (Evening Standard Award for “Best Newcomer”); Peter Greenaway’s THE COOK, THE THIEF, HIS WIFE & HER LOVER; Tom Stoppard’s ROSENCRANTZ & GUILDENSTERN ARE DEAD; and Robert Altman’s VINCENT & THEO, in which he portrayed Vincent Van Gogh. His other film credits include: Tim Burton’s PLANET OF THE APES; THE BEAUTIFUL COUNTRY; Nora Ephron’s LUCKY NUMBERS; Giuseppe Tornatore’s LEGEND OF 1900; Werner Herzog’s INVINCIBLE; JUMPIN’ AT THE BONEYARD; BODIES, REST & MOTION; MURDER IN HEARTLAND; Nicolas Roeg’s HEART OF DARKNESS; FOUR ROOMS; James Gray’s LITTLE ODESSA; Angela Pope’s CAPTIVES; GRIDLOCK’D; Woody Allen’s EVERYONE SAYS I LOVE YOU; HOODLUM; DECEIVER; John Sayles’s SILVER CITY; EVEN MONEY; Wim Wenders’s DON’T COME KNOCKING; Walter Salles’s DARK WATER; Michael Haneke’s FUNNY GAMES; Francis Ford Coppola’s YOUTH WITHOUT YOUTH; THE INCREDIBLE HULK; ARBITRAGE; BROKEN (British Independent Film Award for Best Actor); THE LIABILITY; GRACE OF MONACO; SELMA (as George Wallace); CHRONIC (Independent Spirit nomination for Best Male Lead); and 600 MILES. He can currently be seen in LUCE, opposite Naomi Watts and Octavia Spencer. Roth made his directorial debut in 1999 with the award-winning THE WAR ZONE, starring Ray Winstone, Colin Farrell, and Tilda Swinton, based on the novel by Alexander Stuart. The film premiered at the 1999 Sundance Film Festival to rave reviews and was also presented at Cannes, Berlin (C.I.C.A.E. Award), Toronto Film Festivals, prior to its theatrical release that year. The film received numerous nominations and prizes, including: Best New British Feature at the Edinburgh Film Festival; Best British film at the British Independent Film Awards; and the European Film Award for Best Discovery. Roth’s other TV credits include: the three-part miniseries “Klondike,” from Executive Producer Ridley Scott; the three-part drama “10 Rillington Place,” where he played notorious serial killer John Christie; and the International Emmy nominated TV movie “Reg.” He made his return to the stage in 2004, for the first time since early in his career in London, in the Actors Studio Drama School Theater’s production of Sam Shepard’s “The God of Hell.” Roth was born in London, and currently resides in Los Angeles. Dovidl CLIVE OWEN (Dovidl) won a Golden Globe® and an Academy Award® nomination for his portrayal of “Larry” in Mike Nichols’ CLOSER (2005), opposite Julia Roberts, Jude Law and Natalie Portman. Born in Keresley, Coventry, in the UK, Owen first came onto the scene in several British and American telefilms. In 1991, he starred in the hit UK television series “Chancer,” followed by “Second Sight,” which aired on PBS’s “Mystery!” Owen made his film debut in Beeban Kidron’s VROOM in 1988, followed by Stephen Poliakoff’s CLOSE MY EYES; BENT; GREENFINGERS; Mike Hodges’ CROUPIER; and Robert Altman’s GOSFORD PARK. Owen’s other films include: BEYOND BORDERS; Mike Hodges’s I’LL SLEEP WHEN I’M DEAD; KING ARTHUR; Frank Miller and Robert Rodriguez’s SIN CITY (“The Big Fat Kill”); DERAILED; Spike Lee’s INSIDE MAN; Alfonso Cuaron’s CHILDREN OF MEN; SHOOT ‘EM UP; ELIZABETH: THE GOLDEN AGE (as Sir Walter Raleigh); DUPLICITY; THE INTERNATIONAL; THE INTRUDERS, THE BOYS ARE BACK; TRUST; THE KILLER ELITE; James Marsh’s SHADOW DANCER; BLOOD TIES; Fred Schepisi’s WORDS AND PICTURES; ANON; OPHELIA; and upcoming, THE INFORMER and GEMINI MAN, opposite Will Smith. He recently starred in Steven Soderbergh’s “The Knick,” for Cinemax, which he also executive produced. His portrayal of Dr. Thatchery earned him a 2015 Golden Globe® Best Actor nomination. In 2011, he made his American TV debut in HBO’s Emmy nominated “Hemingway and Gellhorn,” starring opposite Nicole Kidman and directed by Phil Kaufman. His performance earned him Emmy, SAG and Golden Globe® nominations. Owen is also an acclaimed stage actor with roles includding his portrayal of “Romeo” at the Young Vic, starring in Sean Mathias’ staging of Noel Coward’s “Design For Living,” and playing the lead role in Patrick Marber’s original production of “Closer” at the Royal National Theater in 1997. In the fall of 2001, he starred in London in Peter Nichols’s “A Day in the Death of Joe Egg.” In 2015, he made his Broadway debut in the revival of Harold Pinter’s “Old Times.” He later returned to Broadway in the 2017 production of David Henry Hwang’s “M. Butterfly.” He is currently appearing at the Noel Coward Theatre in London in the starring role in Tennessee Williams’s “The Night of the Iguana,” his first time appearing in the West End in almost twenty years. Owen starred as The Driver in the series of BMW internet short features entitled “The Hire,” each directed by John Frankenheimer, Ang Lee, Wong Kar-wai, Guy Ritchie, and Alejandro Gonzalez Inarritu. CATHERINE McCORMACK (Helen) trained at the Oxford School of Drama before going on to a highly successful stage and screen career. McCormack gained international attention for her second film role, as Murran MacClannough, wife of Mel Gibson’s William Wallace in the multi-Academy Award® winning BRAVEHEART (1995). Her subsequent films include: NORTH STAR; THE LAND GIRLS; DANGEROUS BEAUTY; DANCING AT LUGHNASA; THIS YEAR’S LOVE; SHADOW OF THE VAMPIRE; Kathryn Bigelow’s THE WEIGHT OF WATER; John Boorman’s THE TAILOR OF PANAMA; SPY GAME, opposite Robert Redford and Brad Pitt; 28 WEEKS LATER; THE FOLD; Woody Allen’s MAGIC IN THE MOONLIGHT; THE JOURNEY; and PROMISE AT DAWN. She will soon be seen in Adrian Shergold’s horror thriller, CORDELIA, with Michael Gambon. Her television roles include: Lady Carmichael in “Sherlock”; Veronica, Countess of Lucan in “Lucan”; Theresa Leary in the US boxing drama, “Lights Out”; and “Temple,” opposite Mark Strong. McCormack’s stage roles include: Mary Carney in Jez Butterworth’s Tony-winning “The Ferryman,” which was directed by Sam Mendes and transferred from the West End to Broadway; Mrs. Robinson in “The Graduate” (West Yorkshire Playhouse); “Dancing at Lughnasa” (Lyric Theatre); Goneril in “King Lear,” opposite Frank Langella’s Lear (BAM); Juana Inés de la Cruz in “The Heresy of Love” (Royal Shakespeare Company); “Top Girls” (Trafalgar Theatre); “A Lie of the Mind” (Donmar Warehouse); Nora in “A Doll’s House” (Peter Hall’s production at Theatre Royal, Bath), and the National Theatre productions of “All My Sons,” “Free,” “Dinner,” and “Honour.” Dovidl, 17-23 JONAH HAUER-KING (Dovidl, 17-23) began his career at the Lyric Belfast, in Simon Stephen’s “Punk Rock.” He then went to Cambridge University, but juggled acting roles on stage and screen while there. He made his West End debut playing Kenneth Branagh’s son in “The Entertainer,” a performance which was filmed in 2016. His first feature was a lead role in Danny Huston’s THE LAST PHOTOGRAPH (2017, World Premiere, Edinburgh International Film Festival), followed by roles in ASHES IN THE SNOW, opposite Bel Powley; OLD BOYS; POSTCARDS FROM LONDON (also performed and wrote songs on the soundtrack); and A DOG’S WAY HOME, with Ashley Judd and Edward James Olmos. Hauer-King starred in two BBC miniseries: “Howard’s End” with Hayley Atwell and Mathew Macfadyen, and “Little Women,” with Emily Watson, Angela Lansbury, and Michael Gambon. This year, he will be seen in Blumhouse’s ONCE UPON A TIME IN STATEN ISLAND opposite Naomi Watts and Bobby Cannavale, and the BBC’s major new World War II series, “World On Fire.” Hauer-King was born and raised in London. He is a dual citizen of the UK and the United States. Martin, 17-21 GERRAN HOWELL (Martin, 17-21) recently played Kid Sampson in the Hulu mini-series adaptation of Joseph Heller’s “Catch-22,” opposite George Clooney, Kyle Chandler and Hugh Laurie. He made his U.S. television debut in 2017 when he was cast in the lead role of Jack (a.k.a. The Tin Man) on the NBC fantasy series “Emerald City,” based on the Oz book series by L. Frank Baum. He then played painter Karl-Heinz Wiegels, opposite Antonio Banderas (Pablo Picasso), in the series “Genius.” His other film roles include John Boorman’s QUEEN & COUNTRY, opposite David Thewlis; and CRUSADE IN JEANS, starring Emily Watson. Upcoming for Howell is a role in Sam Mendes’s 1917, opposite Benedict Cumberbatch, Colin Firth, and Richard Madden. Howell is a Welsh actor who began his career at 15, playing the lead role of Vladimir Dracula on the BBC scripted series “Young Dracula.” In 2007, “Young Dracula” won a Royal Television Society Award and the Welsh BAFTA for Best Children’s Program. The series was also nominated for several other awards during its five-season run, including the BAFTA for Best Children’s Drama in 2008 and a BAFTA Children’s Award in 2012. After the series ended, Howell studied at The Royal Academy of Dramatic Arts. Following graduation, he appeared in the British series “Some Girls,” “Casualty,” “Drifters,” and in all three seasons of “The Sparticle Mystery.” Howell’s stage roles include: “Bedwas Boy Mandela,” “Shoot/Get/Treasure/Repeat,” and “War and Peace.” He resides in London, England. Dovidl, 9-13 LUKE DOYLE (Dovidl, 9-13) is a 12-year-old violinist who makes his film acting debut in THE SONG OF NAMES. He is currently the youngest member of the National Youth Orchestra of Wales. Born in South Wales, Doyle began playing the violin at age 8, and two years later gained a government scholarship to attend the renowned Wells Cathedral School. He studies violin with Catherine Lord. Doyle has always enjoyed acting, and has taken lead roles in school productions since studying at Wells. When the casting department for THE SONG OF NAMES undertook a national search for a prodigious young violinist, Doyle was recommended by a parent at Wells Cathedral School, who was aware of his multiple talents as a performer. Outside music, Luke’s has a keen interest in history (particularly World War II) and theology. MISHA HANDLEY’s (Martin, 9-13) first film experience was in the 2012 movie WOMAN IN BLACK as the 4-year-old son of Daniel Radcliffe. In the same year he was cast as another 4-year-old in “Parade’s End,” a BBC series set in Edwardian England and starring Benedict Cumberbatch and Rebecca Hall as his parents. Tom Stoppard adapted the novel by Ford Maddox Ford and the large cast contained many of the UK’s best known actors. In 2019, Handley played Alexander in a stage adaptation of Ingmar Bergman’s classic film “Fanny and Alexander” at London’s Old Vic Theatre. Polish actress MAGDALENA CIELECKA (Anna) received many prestigious Polish and international awards for her film debut, TEMPTATION, in 1995. Cielecka’s subsequent films include: S@MOTNOSĆ W SIECI (“Loneliness on the Net”); ZAKOCHANI (“In Love”); EGOIŚCI (“Egoists”); THE LURE; UNITED STATES OF LOVE; A HEART OF LOVE; STARS; BREAKING THE LIMITS; DARK, ALMOST NIGHT; and THE DAY OF CHOCOLATE. In 2008, she attended the Berlin Film Festival and Academy Award ceremony for her role in Andrzej Wajda’s KATYŃ. Cielecka was born in Myszków, Poland, and graduated from the Ludwik Solski Academy for the Dramatic Arts in Cracow in 1995. As a student, she made her debut in Cracow’s Stary Teatr, where she continued to work during her years in Cracow. In 1999, she received the Zelwerowicz Award for Best Actress of the Season for three of her roles: the title role in “Ivona, Princess of Burgundia,” Candy in “Unidentified Human Remains,” and Judith in “Father Mark.” She has performed in Warsaw theatres since 1998, most notably in Teatr Rozmaitości in plays directed by Grzegorz Jarzyna and Krzysztof Warlikowski. She received the Feliks Warszawski Award for her portrayal of Ariel in “Burza,” an adaptation of Shakespeare’s “The Tempest.” She has been part of the Nowy Teatr team since 2008 and also appears in the National Theatre in Warsaw, Imka, and Polonia Theatres. Cielecka has also acted in many television series, including “Without Secrets,” “Hotel 52,” “Time of Honor,” “Prokurator,” “The Pact,” “Belfer,” “Belle Epoque,” “Chylka. Zaginiecie,” and “Pisarze, Serial na krótko.” Young Helen MARINA HAMBRO (Young Helen) makes her feature film debut in THE SONG OF NAMES. Hambro studied photography, media studies and theatre studies at Hurtwood House, in Surry, England, a school famed for its performing arts and media curriculum. She was active in the Hurtwood Acting Company, and was awarded the school’s highest scholarship, which made it possible for Hambro to pursue her acting training in New York City. In New York, Hambro appeared in a variety of off-Broadway plays including “Gruesome Playground Injuries” and “The Other Side.” She also acted in dozens of short films, including “Round Two” and “Terminal.” Since returning to London, Hambro played the lead role opposite Jane Cussons in the horror short, “When the Howls Find Us,” which was accepted into the official selection of the Aesthetica Film Festival. Robert Lantos Lyse Lafontaine Nick Hirschkorn Jeffrey Caine Francois Séguin Michel Arcand Anne Dixon FRANÇOIS GIRARD (Director) gained notoriety as much for his filmmaking as for his staging of operas and theater plays. In 1993, his feature film THIRTY TWO SHORT FILMS ABOUT GLENN GOULD would go on to garner international success including four top Genie Awards. Five years later he directed THE RED VIOLIN, featuring Samuel L. Jackson, which received an Academy Award for best original score and enshrined Girard as an important player on the international movie scene. The film also won eight Genie Awards and nine Jutra Awards. SILK, which he later directed, was adapted from Alessandro Baricco’s best-selling book, and was released worldwide in 2007. The cast includes Michael Pitt, Keira Knightley, Alfred Molina, Miki Nakatani and Koji Yakusho. SILK received four Jutra Awards. His film BOYCHOIR, released in 2015, features Dustin Hoffman, Kathy Bates and Eddie Izzard among others. Most recently, HOCHELAGA, LAND OF SOULS, was presented at the Toronto Film Festival, and represented Canada in the race for Best Foreign Language Film Oscar at the 90th Academy Awards®. It was released in September 2017 and was greatly acclaimed by the Academy of Canadian Cinema & Television. Girard’s 1994 concert film “Peter Gabriel’s Secret World,” became a best-selling film and earned him a Grammy Award. A few years later he directed one of the six episodes of the internationally acclaimed series “Yo-Yo Ma Inspired By Bach.” In 1997, François Girard made his opera directorial debut with “Oedipus Rex/Symphony of Psalms” by Stravinsky and Cocteau, which received numerous awards and was named by The Guardian as “the best theatrical show of the year.” His other opera works include “Lost Objects,” for the Brooklyn Academy of Music; Wagner’s “Siegfried”; “The Flight of Lindbergh/Seven Deadly Sins” by Kurt Weill and Bertolt Brecht; as well as Kaija Saariaho's “Émilie.” Girard’s most recent opera work was “Parsifal,” which earned him and the Metropolitan Opera Company a remarkable critical success. For the stage, Girard also directed Alessandro Barrico’s “Novecento”, Kafka’s “Trial” and Yasushi Inoue’s “Hunting Gun,” and most recently, a new production of Samuel Beckett’s “Waiting for Godot.” Girard is a three-time winner of the much-coveted Herald Angel Award for Best Production at the Edinburgh Festival. In recent years, Cirque du Soleil’s commissioned Girard to write and direct “Zed,” their first permanent show in Tokyo; and “Zarkana,” which opened at Radio City Music Hall, played at the Kremlin Theatre and has become a resident show in Las Vegas. To date, François Girard’s accomplishments have earned him over one hundred international awards and public acclaim the world over. THE SONG OF NAMES is ROBERT LANTOS’s (Producer) first collaboration with director François Girard. Lantos was Chairman and CEO of Canada’s leading film and television company, Alliance Communications Corporation, from its inception until 1998, when he sold his controlling interest. He then formed his production company Serendipity Point Films, where he produces films he is personally passionate about. His first film, IN PRAISE OF OLDER WOMEN, opened the Toronto Film Festival in 1978 and his 1985 film JOSHUA THEN AND NOW, screened In Competition at Cannes and opened Toronto. Since then Lantos has produced over forty feature films, including BARNEY’S VERSION, for which Paul Giamatti received a Golden Globe for Best Actor. Lantos has established longstanding creative relationships with some of the world’s preeminent directors, notably David Cronenberg, István Szabó, and Atom Egoyan. Cronenberg’s EASTERN PROMISES earned Oscar®, Golden Globe® and BAFTA Nominations, opened the London International Film Festival and San Sebastian Film Festival and screened as a Gala at the Toronto Film Festival; CRASH, winner of a Special Jury Prize in Cannes and eXistenZ, winner of The Silver Bear at the Berlin Film Festival. Lantos’s collaborations with István Szabó include: BEING JULIA, which earned Annette Bening an Oscar® nomination, the Golden Globe® Award and the National Board of Review Award for Best Actress; and SUNSHINE, which received three Golden Globe® nominations, including Best Picture, three European Film Awards and the Canadian Screen Award for Best Picture. His notable collaborations with Atom Egoyan include THE SWEET HEREAFTER, which won the Cannes Grand Prix, was nominated for two Oscars® and won the Canadian Screen Award for Best Picture; WHERE THE TRUTH LIES, which was screened in competition in Cannes; ARARAT, Official Selection in Cannes, Opening Night at Toronto, and won the Canadian Screen Award for Best Picture; Cannes Prize Winner EXOTICA; and REMEMBER, in competition, Venice Film Festival and Gala at the Toronto Film Festival. Lantos’s other producing credits include Alonso Ruiz Palacios’s MUSEO, winner of the Silver Bear at the Berlin Film Festival; JOHNNY MNEMONIC, an international box office hit starring Keanu Reeves; Bruce Beresford’s BLACK ROBE. Opening Night Gala at the Toronto Film Festival, Canadian Screen Award for Best Picture; Denys Arcand’s STARDOM, Closing Night Cannes; Opening Night Gala at Toronto; Norman Jewison’s THE STATEMENT, National Board of Review Winner; Jeremy Podeswa’s FUGITIVE PIECES, Rome Festival Best Actor Award, Opening Night Gala at Toronto; and Don McKellar’s THROUGH BLACK SPRUCE. Lantos is a member of the Order of Canada, and a recipient of the Governor General’s Performing Arts Award. He holds honorary Doctorates from McGill University and the University of Haifa. LYSE LAFONTAINE (Producer) is one of Canada’s most highly regarded producers. A veteran of both film and television production, she has worked with some of the most respected names in the Canadian entertainment industry, including Jean-Claude Lauzon on the award winning film LÉOLO that she produced in 1992. The film played in competition at the Cannes Film Festival and won the Golden Spike (Best Picture) at Valladolid. In addition to Canada, Lafontaine has coproduced movies along with other producers from France, Italy, Luxembourg, Mexico, Switzerland and the United States, among other countries. A SUNDAY IN KIGALI (2006), a love story occurring during the Rwanda genocide, was directed by Robert Favreau and based on the novel by Gil Courtemanche. It was presented at more than 35 international festivals and won many prizes, including the Genie for Best Adaptation, the Jutra for Best Cinematography, Best Art Direction, Best Sound, Best Original Score, Best Costumes, Best Make-Up, the Best Actress award at the Marrakech International Film Festival, the Best North-American Film award at the Kuala Lumpur International Film Festival, among many others. MOMMY IS AT THE HAIRDRESSER’S (2008), about a young girl’s coming of age in the 60s, was written by Isabelle Hébert and directed by Léa Pool. It was presented in many countries and won the Jutra Award for the film getting the most recognition outside Quebec. The film won Audience Awards at both the Soleure Film Festival in Switzerland and the Goeteborg International Film Festival in Sweden. In 2009, Lafontaine was co-producer with producer Robert Lantos and co-producer Domenico Procacci, of BARNEY’S VERSION, an adaptation of the acclaimed Mordecai Richler novel, directed by Richard J. Lewis and starring Paul Giamatti, Dustin Hoffman, Rosamund Pike, Minnie Driver, and Scott Speedman. Lafontaine produced Xavier Dolan’s film LAURENCE ANYWAYS (2012) starring Melvil Poupaud, Suzanne Clément, Nathalie Baye and Monia Chokri. The film was chosen for “Un Certain Regard” at Cannes, and won the Best Actress Award. In 2012, it won Best Canadian Film at the Toronto Film Festival. In 2013, Lafontaine was Associate Producer of TOM AT THE FARM, a psychological thriller directed by Xavier Dolan, based on the play by Michel Marc Bouchard. It was screened in the main competition section at the 70th Venice International Film Festival and also at the 2013 Toronto International Film Festival in the Special Presentation section. It won the FIPRESCI Prize at Venice and was shortlisted for Best Picture at the second Canadian Screen Awards. In 2014, she produced Léa Pool’s THE PASSION OF AUGUSTINE, as well as the director’s more recent WORST CASE, WE GET MARRIED (2017), based on the novel by Sophie Bienvenu. She then produced Xavier Dolan’s THE DEATH AND LIFE OF JOHN F. DONOVAN (2018) and Louis Bélanger’s VIVRE À 100 MILLES À L’HEURE. NICK HIRSCHKORN (Producer) is the sole owner of Feel Films and co-owner of Oscar winning effects house Milk VFX. Milk’s credits include “Doctor Who,” SNOW WHITE AND THE HUNTSMAN and DREDD. In 2016, Milk won the VFX Oscar® for EX MACHINA. After producing numerous award-winning commercials and music videos, Hirschkorn moved into feature films in 2004 with the children’s film 5 CHILDREN & IT, starring Kenneth Branagh, Eddie Izzard and Freddie Highmore. The film was selected as a Gala Film at the Toronto Film Festival, Tribeca Film Festival, and Dubai Film Festival. The film won the BAFTA for Best New British Composer. Nick went on to produce and finance the TV movie “Skellig,” starring Tim Roth, Kelly Macdonald and John Simm, which opened the Rome Film Festival and pioneered the fusion of TV and independent film financing with Sky TV. More recently, Feel Films produced “Jonathan Strange & Mr Norrell,” a 7- part drama for the BBC, adapted from the bestselling book by Susanna Clarke. “Jonathan Strange” won multiple awards including two Bafta Craft awards for VFX and Production Design and Bafta nominations for Costume and Make Up & Hair. The show won an RTS Craft Award for Production Design and was nominated in the VFX category. Deadline Hollywood and the Radio Times placed “Jonathan Strange” in their Top 10 TV Shows of 2015. Born in London in 1944, JEFFREY CAINE (Screenwriter) was educated at the Universities of Sussex and Leeds, where he obtained degrees in Philosophy and English. He taught English in schools and colleges for three years before becoming a professional writer. Married in 1969 and widowed in 1995, he has two daughters and three grandchildren. After writing mainly for British television between 1986 and 1992, he has since concentrated on screenplays, working with directors Richard Attenborough and Ridley Scott, among others. His produced screenplays include GOLDENEYE (1995); INSIDE I’M DANCING (a.k.a. RORY O’SHEA WAS HERE) (2004); THE CONSTANT GARDENER (2005); and EXODUS: GODS AND KINGS (2014). INSIDE I’M DANCING won an IFTA Script Award in 2004; THE CONSTANT GARDENER was nominated for Academy® and BAFTA Awards. Caine’s most recent work is BELOVED FRIENDS, a period romantic comedy based on the courtship and early married life of John Quincy Adams and Louisa Johnson. Original Novel NORMAN LEBRECHT’s (Original Novel) is a British commentator on music and cultural affairs. He was a columnist for the Daily Telegraph from 1994 to 2002 and assistant editor of London's Evening Standard from 2002 to 2009. He also had two shows on BBC Radio 3: “lebrecht live” and “The Lebrecht Interview.” His first novel, The Song of Names, won a Whitbread Award in 2002, an annual prize honoring authors based in Britain and Ireland. Whitbread Awards are given for high literary merit but are also dedicated to works whose aim is to convey the enjoyment of reading to the widest possible audience. He is the author of twelve works of non-fiction and three novels. His bestsellers The Maestro Myth, Why Mahler, and The Life and Death of Classical Music have been translated into seventeen languages. His latest, Genius and Anxiety: How Jews Changed the World 1847-1947, will be published in October 2019. Lebrecht’s has a very popular website — SlippeDisc.com. Lebrecht lives in central London and is currently writing another novel. HOWARD SHORE’s (Composer) music is performed in concert halls around the world by the most prestigious orchestras and is heard in cinemas across the globe. Shore’s musical interpretation of J.R.R. Tolkien’s imaginative world of THE LORD OF THE RINGS and THE HOBBIT, as portrayed in the films directed by Peter Jackson, have enthralled people of all generations for years. This work stands as his most acclaimed composition to date awarding him with three Academy Awards®, four Grammy Awards, two Golden Globes®, as well as numerous critics and festival awards. He is an officer of the Order of Canada, an Officier de l’ordre des Arts et des Lettres de la France and the recipient of Canada’s Governor General’s Performing Arts Award. The National Board of Review of Motion Pictures honored Shore with an award for Career Achievement for Music Composition and the City of Vienna bestowed him with the Max Steiner Award. Shore has received numerous other awards for his career achievements. Shore was one of the original creators of “Saturday Night Live” and served as music director from 1975-1980. At the same time, he began collaborating with David Cronenberg and has since scored fifteen of the director’s films, including THE FLY, CRASH, and NAKED LUNCH. He was awarded Canadian Screen Awards for MAPS TO THE STARS for score and COSMOPOLIS for both score and song. His original scores to A DANGEROUS METHOD, EASTERN PROMISES and DEAD RINGERS were each honored with a Genie Award. Shore continues to distinguish himself with a wide range of projects, including five films with Martin Scorsese: HUGO, THE DEPARTED, THE AVIATOR (for which he won his third Golden Globe® Award), GANGS OF NEW YORK, and AFTER HOURS. His other credits include ED WOOD, SE7EN, THE SILENCE OF THE LAMBS, PHILADELPHIA, MRS. DOUBTFIRE, and the score for Tom McCarthy’s Academy Award®-winning film SPOTLIGHT. His opera, “The Fly” (2008), which premiered at the Théâtre du Châtelet in Paris and at Los Angeles Opera, recently completed a successful run in Germany at Theatre Trier. His other works include: “Fanfare,” for the Wanamaker Organ in Philadelphia (2008); the piano concerto “Ruin and Memory” (2010), for Lang Lang; the cello concerto “Mythic Gardens” (2012), featuring Sophie Shao; the song cycle “A Palace Upon the Ruins” (2014), featuring mezzo-soprano Jennifer Johnson Cano; “Sea to Sea” (2017), featuring Measha Brueggergosman, a song for orchestra, soloist, and choir, in celebration of Canada’s 150th anniversary of confederation; the song cycle “L’Aube” (2017), performed by Susan Platts and commissioned by the Toronto Symphony Orchestra; “Latin Mass” (2018), for the Hof Church in Lucerne, Switzerland; and “The Forest” (2019), a guitar concerto composed for Miloš Karadaglić and conducted by Alexander Shelley, for the National Arts Centre Orchestra. French-Canadian FRANCOIS SÉGUIN (Production Designer) previously collaborated with director François Giraud on RED VIOLIN, SILK, and HOCHELAGA, LAND OF SOULS. Based in Montreal, Séguin has designed feature films, television series and live theatrical stage productions all around the world. He has won five Genie Awards for Achievement in Art Direction from the Canadian Academy of Film and Television, and has been nominated twice more. Séguin has also worked on the Cirque du Soleil show, “Zed,” in Japan. He designed Cirque du Soleil’s Las Vegas show “Michael Jackson: One,” and travelled to China to design Dragon’s production of “The Han Show.” Séguin’s feature film credits include: John Crowley’s Best Picture-nominated film BROOKLYN, starring Domhnall Gleeson, Saoirse Ronan and Jim Broadbent; Paul McGuigan’s LUCKY NUMBER, SLEVIN and PUSH; Billy Ray’s SHATTERED GLASS; Harald Zwart’s THE KARATE KID and THE MORTAL INSTRUMENTS: CITY OF BONES; and Denys Arcand’s JESUS OF MONTREAL and THE BARBARIAN INVASIONS. Séguin also designed the acclaimed Showtime television series “The Borgias,” for director Neil Jordan, which earned him an Emmy Award nomination for Outstanding Art Direction. DAVID FRANCO (Director of Photography) has worked as the cinematographer on more than 45 productions. He previously teamed with François Girard on BOYCHOIR, starring Dustin Hoffman. His feature film credits include: Demian Lichtenstein’s 3000 MILES TO GRACELAND, starring Kevin Costner; Jonathan Lynn’s THE WHOLE NINE YARDS, with Bruce Willis and Matthew Perry; Mannon Briand’s LA TURBULENCE DES FLUIDES; Christian Duguay’s THE ASSIGNMENT, starring Ben Kingsley and Donald Sutherland; and David Wellingtons’ LONG DAY’S JOURNEY INTO NIGHT and A MAN IN UNIFORM, which was showcased at the Cannes Film Festival in the Director’s Fortnight and won Best Cinematography Award at the 38th Festival of Valladolid. Recently, Franco shot Franco’s TV credits include the pilots for “Get Shorty,” “Minority Report,” “The Bridge,” and “Desperate Housewives.” His work in high-end television episodic includes HBO’s “Game of Thrones,” “Westworld,” “Boardwalk Empire,” and “Vinyl,” as well as “Stranger Things,” “Ray Donovan,” “Power,” “Z: The Beginning of Everything,” and “Little America.” He won the Emmy Award for his work on HBO’s original movie “Bury My Heart at Wounded Knee.” He has received ASC Award nominations for “Bury My Heart at Wounded Knee,” “Intensity,” “Falling for You,” “Million Dollar Babies,” and twice for “Boardwalk Empire.” Born in France, Franco was raised in Zaire where his father worked as a theatre director. After completing his schooling, Franco moved to Montreal to study communications at the University of Quebec, specializing in photography, planning to work as a war photographer. Instead he started his own production company to produce and shoot music videos, and segued into the feature film and television industry. Franco currently lives in Brooklyn, New York. Over a thirty plus year career, MICHEL ARCAND (Editor) has emerged as one of the world’s leading film editors. Arcand’s work has taken him to France, Hollywood, throughout Europe, all over Canada and the UK. Arcand has both worked on major studio films, such as THE SIXTH DAY and TOMORROW NEVER DIES, and significant French Quebec movies that display the rich voice of such talented filmmakers as Jean Claude Lauzon (UN ZOO LA NUIT, LÉOLO), Léa Pool, and Charles Binamé, among others. Michel has been nominated ten times and was awarded three Genies by the Academy of Canadian Film and Television for Best Achievement in Editing, the latest for his work on THE ROCKET (A.K.A. MAURICE RICHARD), as well as DGC & Jutra nominations for Outstanding Achievement in Picture Editing. ANNE DIXON’s (Costume Designer) design career spans over thirty years both on stage and on screen including a myriad of genres and periods, seen internationally in theatre, opera, film and television. Dixon has collaborated with such acclaimed directors as Viggo Mortensen, François Girard, Niki Caro, Jeremy Podeswa, Sudz Sutherland, Mick Jackson, Angelica Huston, Paul Mazursky, Kathy Bates, Jeremiah Chechik, and Veronica Tennant. Her film credits include FALLING, BORN TO BE BLUE, LAVENDER TO FUGITIVE PIECES, SAINT RALPH and INTERSTATE 60, among others. Her credits range from television (“Anne with an E”, “Lost Girl”, “XIII”, “Guns”) to dance (“Karen Kain--Dancing in the Moment,” “The Firebird”) skating (“Battle of the Blades”) to opera (“Don Giovanni Unmasked”). Dixon is a graduate in Art & Design from The University of the Arts London, England. Her many accolades include: the Virginia and Myrtle Cooper Award; the Tom Patterson Award, a CSA Award nomination for Best Costume Design for “Anne with an E,” and a Genie Award for SAINT RALPH. She is a member of the Costume Designer’s Guild in LA, and is published in Canadian Who’s Who and Great Women of the 21st Century.
2023-14/0037/en_head.json.gz/13349
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Hatch Ltd. Hatch is a global multidisciplinary management, engineering and development consultancy with group companies that have more than 9,000 staff in 70+ offices. Hatch was ranked as a top 20 International Design Firm according to the Engineering News-Record (ENR) rankings. Hatch was founded in Toronto, Ontario, Canada in 1955. Hatch today provides consulting, operations support, technologies, process design, project and construction management to clients in three principal sectors: mining and metals; energy and infrastructure. The company's main offices are in Canada, Australia, South Africa, Chile, China, Brazil, Peru, Russia, United Kingdom and the United States with other several smaller offices worldwide. Hatch provides engineering, procurement and construction management (EPCM), technology and consulting services to industrial customers in energy, infrastructure and the minerals and metals industry. Unique Selling Features Hatch has been involved in several CANDU heavy water pressurized reactor (PHWR) projects for decades and has established a close relationship with Canadian nuclear utility clients. Hatch can provide a Canadian market access via partnership to Korean companies that are interested in exporting nuclear decommissioning and decontamination technologies and tools to Canada. Hatch has also been developing several nuclear waste management technologies including radioactive waste volume reduction facilities, large scale waste processing facilities, geological repositories and near-surface waste management facilities in Canada. Hatch is looking to work with Korean companies to bring our expertise to the South Korean nuclear decommissioning market. To seek South Korean partners who would work with us to apply Hatch’s nuclear decommissioning planning and waste management facilities expertise in Korea, especially for PHWR decommissioning and provide or co-develop nuclear decommissioning technologies for their application in Canada and Korea. hatch.com Brian Jin Soo Gihm, Director, Nuclear Decommissioning and Waste Management Email: [email protected] Sujin Wren, Hydrogen Technologies Lead Email: [email protected] Name: Ontario Export Business Mission to South Korea Date: March 1 - 12, 2021 C4P Inc. is a product development, sourcing and manufacturing company… Deep Trekker works closely with customers in industries ranging from aquaculture, nuclear, search and recovery and the… Hatch is a global multidisciplinary management, engineering and development consultancy with group companies that have… Kinectrics is a leader in providing life cycle management services for the electricity industry. Trusted by clients… We build/manage a brandable mobile energy data platform for both utilities and property owners/managers. Screaming… SNC-Lavalin provides leading nuclear technology products and full-service solutions globally. The company is the… Survalent is a trusted provider of advanced distribution management systems (ADMS) for electric, gas,… Last Modified: February 19, 2021
2023-14/0037/en_head.json.gz/13350
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Famous Quotes / William Shakespeare Authors: A B C D E F G H I J K L M N O P Q R S T U V W X Y Z William Shakespeare: "'Tis the soldier's life to have their balmy slumbers waked with strife." William Shakespeare's Quotations Quotations about Balmy Life Slumbers Soldiers Strife Waked Quotes by Power Quotations 'Tis the soldier's life to have their balmy slumbers waked with strife. - William Shakespeare
2023-14/0037/en_head.json.gz/13351
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Cable assemblies for use at high or low temperatures If cables are exposed to high (>105°C) or low (<-15°C) temperatures, caution must be exercised, especially in constantly moving applications. When it comes to operation in remote parts of the world, warm or cold zones, cables with "normal" sheath and insulation materials often cannot meet the requirements. With increasing temperatures, the important plasticizers "evaporate" and the cables quickly become brittle and cracked. In order to guarantee safe operation even with extreme levels of heat or cold, specially designed cables are required. The connectors used should also match the respective, special environment variables. SPEED Electonics has gained a lot of experience in this area in the past and processes a wide portfolio of cables, wires and connection components that are specially designed for these areas. Of course, we assemble them according to your wishes and also provide tailor-made logistics that leave nothing to be desired. Let's talk about it, it'll be worth your time!
2023-14/0037/en_head.json.gz/13352
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Premier League Penalties - Scored By Robbie Butler Penalties are often a source of attraction for economists seeking to explore decision making. The data below considers English Premier League (EPL) penalties scored by 40 of the teams that have appeared in the EPL (EPL) to date. It does not included missed penalties - but as a general rule - the conversion rate over the long run is about 70%. From the first graphic we can see that clubs that have appeared in the most EPL seasons to date (31 being the maximum) have scored the most penalties. Chelsea have converted the most to date (88), Man City are second (86), with Man Utd (84) and Liverpool (82) next. Arsenal (71), Tottenham (63) and Everton (60) are well ahead of 8th placed Crystal Palace (48). However, the south London club are somewhat of an outlier. The Eagles have scored 48 penalties from just 13 seasons in the EPL. Source: https://www.premierleague.com/stats/top/clubs/att_pen_goal?se=-1 The second figure controls for the number of seasons in the EPL. No longer do the top clubs dominate. Penalties per season appear to favour some of the small clubs - with fewer years in the EPL - and is led by recently promoted Bournemouth. Blackpool are dropped from the figure, (and would be clearly out in front) having been awarded 7 penalties in their only season in the EPL. Brighton, Crystal Palace and Man City make up the top four. At the other end, QPR, Middleborough, Leeds United and Charlton Athletic might all consider themselves unlucky. These four have scored less than one EPL penalty on average per season. Maybe it is poor finishing. Or it could be a lack of opportunity. Or both. Assuming the conversion rates are stable across clubs, there is no evidence that the bigger and more popular clubs score more penalties.
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The Role Of Sport In The Development Of The Red Bull Brand Mark Fallon is a student of DCU and ESB Reutlingen, Germany By Mark Fallon A number of weeks ago John Considine wrote about the business of German football and touched on the 50+1 rule. One team showing disregard for this rule is promotion seeking Bundesliga 2 side – RB Leipzig. The German club are the latest team leveraged by energy drink brand - Red Bull, in order to increase exposure of the brand’s sports portfolio. This is just one example of the various types of sports marketing policies implemented by Red Bull over the course of their 30-year history. Readers may be familiar with their sponsorship of football teams in New York and Austria, as well as involvement in extreme sports and Formula One racing. Does this strategy see a positive return on investment? I decided to investigate this question as part of my undergraduate thesis. Take RB Leipzig for example. What has the club done for the Red Bull brand? Bundesliga rules do not permit a company name to appear in a team name - hence the club is officially called RasenBall Leipzig. While promotion to the top division in Germany is the aim, Red Bull’s primary focus is increased exposure of its product. One could argue most football clubs have a very different strategy. In recent years almost ever top club has incurred a sizeable loss each year, but the primary aim is to win trophies. However, soccer is not the only sport Red Bull have invested in heavily, particularly since their switch from cult and extreme sports to the mainstream according to Prof. Gerd Nufer, from ESB Reutlingen. The other big sport that most readers would be familiar with is Formula One. The sport does is very expensive to engage in, and Red Bull’s major source of revenue has come from the exposure of winning the constructor and drivers championships repeatedly. It is not measured in terms of real money, but rather by ad-equivalent – the price the brand would have to pay for similar media exposure. This came to $283.2 million in 2012. Whether the company remains in the sport is open to debate, given their recent lack of podium finishes, despite investing over a $1 billion since 2004. A golden rule to measure sponsorship is that for every 4 euro a sponsor invests, they should receive 5 euro back. Ferrell, Lucas and Niininen (2014) state that for every euro Red Bull invest, they are gaining 3 euro back. There is more to take into account in the overall measuring of the sustainability of Red Bull’s Sports Marketing model, but they definitely provide a model, that others could learn from. (Mark can be contacted directly [email protected]).
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SRU’s Student Nonprofit Alliance supports women through Project Pink SLIPPERY ROCK, Pa. — During dire financial situations, many people are often faced with the choice of purchasing food or paying a bill. That situation is compounded for women who can be forced to make the hard decision about whether to purchase feminine hygiene products. To ensure that such sacrifices need not be made, Slippery Rock University's Student Nonprofit Alliance is hosting Project Pink to collect care package items for local women, now through March 5. Care packages will be distributed to local nonprofits including the YWCA of Butler and the Lighthouse Foundation, a Christian outreach organization. Project Pink is part of SNA's spring semester Volunteer Crawl, a 24-hour service day where participants travel across Butler County to participate in multiple service projects. Due to COVID-19, the SNA, a pre-professional association for students considering a career in the nonprofit sector, has transformed the service day into three service projects that will take place during the course of the semester, beginning with Project Pink. Project Pink's focus on hygienic and feminine products is due to the Supplemental Nutrition Assistance Program, also known as SNAP, not including feminine hygiene products, toothpastes, shampoos and deodorants among its list of approved products for purchase. "With the pandemic continuing, we knew many people were struggling to get the items they need due to strained financial situations," said Barbara Rugh, a senior social work major from Butler and the marketing and public relations officer for SNA. "We knew we had to do something about it." Those wishing to make donations are asked to supply items including tooth brushes, toothpaste, deodorant, travel size shampoos and lotions, and various sizes of feminine hygiene products. Collected items will be packaged in a nylon drawstring bag imprinted with the words "SRU Believes in YOU." Donations can be dropped off at designated bins located in the lobby of Spotts World Culture Building or Room 205. Donors also have the option to order items through designated registries via Amazon, Target and Walmart. Purchased products can then be mailed to SNA, Slippery Rock University, Spotts World Culture Building, 110 Central Loop, Room 200, Slippery Rock, PA 16057. Monetary donations can be made through the Slippery Rock University Foundation, Inc. "We're really hoping to show women and girls throughout the Butler County area that they aren't alone, and that they are being thought of; no one should go through times like these alone," said Rugh. For additional information about Project Pink or the Volunteer Crawl, email [email protected].
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SRU biology researchers study the effects of acid mine drainage on local streams A Slippery Rock University faculty-student research team is studying local streams afflicted by acid mine drainage using leaves from native trees and other organic matter to grow bacteria. SLIPPERY ROCK, Pa. — While most Pennsylvanians witness leaves changing colors this time of year, from rich greens to yellows, oranges and reds, another color change has been occurring in local streams during a much longer period of time. And fallen leaves are helping provide answers for researchers at Slippery Rock University. The cause for this change is the result of acid mine drainage, known as AMD, from abandoned mines entering waterways. Faculty and students from SRU's Biology Department are studying how AMD affects the microbial communities of afflicted streams and how that affects the habitat, such as the breakdown of organic matter that includes fallen leaves. Their research also considered ways to remediate AMD sites. DeNICOLA "This is a huge problem in Pennsylvania as approximately a third of streams are affected by AMD," said Dean DeNicola, a professor of biology and one of the lead faculty researchers. "Those streams are loaded with metals, which make them appear orange and prevent many organisms from living there. So if you can find an inexpensive way to treat and restore them, you are able to reduce pollution and revive an important habitat." This research project first began 25 years ago with a partnership between DeNicola, who specializes in ecology, and Michael Stapleton, a professor of chemistry who specializes in environmental chemistry. Christopher Maltman, assistant professor of biology, joined the project in 2018, contributing his expertise in microbiology pertaining to harsh environments. Alexis Neff, a 2020 SRU graduate with a degree in biology, was recruited to aid in research efforts during the 2019-20 academic year. The project involves observing three different streams near Slippery Rock: one currently suffering from AMD, one being treated with a filtration system and one that has never experienced the effects of AMD. The filtration system is considered passive treatment, constructed of limestone that only requires gravity to filter the water. It was installed 25 miles east of the stream by the Slippery Rock Watershed Coalition, a group focused on the conservation and remediation of local waterways. At each site, leaf packets constructed of leaves from maple or beech trees, which are native to the observation areas, were inserted into the water during the fall 2019 semester to encourage bacteria growth. DeNicola, Maltman and Neff observed the colonization of bacteria on these leaves and the rate in which the organic matter was broken down. From the surrounding environment, they would also collect a total of 20 bacteria samples across all three test sites to test their DNA to understand what kinds of bacteria were colonizing in these environments. DNA was sent in February 2020 to GeneWiz, a DNA sequencing service located in Plainfield, New Jersey. Upon observation, the team would see no significant breakdown of the leaf packets at the site suffering from AMD compared to the treated and natural sites. The reason for this lack of breakdown was related to the disappearance of bacterial communities that were not able to thrive in AMD afflicted sites. "It appears that acid mine drainage prohibits the growth of bacteria known for breaking down organic material," said Maltman. "They were not present in any significant amount, but they were present at the treated and natural sites." DeNicola also noted that some of the bacteria found in the AMD sites were, "some you know you'd find in very acidic environments compared to others." The resurgence of some bacteria communities in the treated site provided hope that filtration systems such as the one implemented might be a cost-effective way to help alleviate the effects of AMD. Though, when observing some of the bacteria that were able to thrive in the AMD environments, Maltman suggested that there might be another possible component to environmental remediation planning: bacteria that are able to break down toxic materials into safer compounds. When results of the types of bacteria that resided in the AMD and treated sites came back, the team discovered strains of bacteria that could grow in the presence of highly toxic compounds. This notably include selenium and tellurium, metals which often take a toxic form in association with mining activities. To confirm their findings, Neff cultured bacteria in the toxic forms of these elements. Observation revealed that the bacteria were highly resistant, and even have the potential of removing the toxic chemicals and breaking them down to less toxic forms. "If the compounds are there, nature will adapt and the bacteria learns to remove compounds from water," said Maltman. Maltman believes that this could be another added step to improving current environmental remediation regimes by helping to "jump-start" the treatment process. However, more testing is necessary. DeNicola and Maltman continue to research these bacterial communities this academic year with the assistance of Emily Lezak, a senior biology major from Weedville, and Anzalna Fatima, a senior biology major from Zelienople, in taxonomically identifying the resistant strains of bacteria. For more information about the biology programs at SRU, visit the department's webpage.
2023-14/0037/en_head.json.gz/13356
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How To Write Funny So you sit down to write and nothing happens. Now what? What causes your creative process to shut down? There’s almost nothing more frustrating than not being able to write… I was going to say there is nothing more frustrating, but off the top of my head I came up with three: two had to do with passive aggressive ex’s, and one had to do with a phone call to Bank of America…who said there’s nothing to write about?! One of the keys to learning how to be a comedian, is learning how to write solid comedy consistently. But… One of the biggest dilemmas we have when we write comedy is that we’re always trying to think of “funny” or “weird” things to write about. That’s not necessarily the best approach. In fact, it’s probably the main cause of your block. Your brain goes into overload trying to think of funny things. So what do you do about it? Write the truth. Comedy derives from truth. It starts with a simple story about your life. One of the ways I like to write is by just writing about an event or an idea. Just putting down the facts on paper (or in my case, the computer). My only goal is to tell the story. It’s usually best if the event pissed me off or otherwise triggered an emotion. That emotion is my motivation for writing the story, but it’s not always necessary. I can also write it simply from the point of observation. Ultimately the quirky, odd, weird, stupid things appear, because aren’t they out there in everyday life anyway? The only way to get to them often is to write. Once I have the idea on the page, I can go back over the material, in a second pass, and start to identify 3 things: Word-play Reverses These are only 3 techniques, in the dozen or so available to a comedy writer, but they are extremely effective and can help you take a regular story and turn it into a comedy bit. Let’s quickly look at each of these: 1. ANALOGY: Analogy is the process of comparing one thing to another in an imaginary or metaphorical way. If one definition of a joke is “the convergence of two or more clearly identifiable ideas,” then analogy helps you to impose a secondary idea into your story and introduce comedy. It’s “automatic incongruity” and incongruity creates SURPRISE. Once you become familiar with incongruity you’ll realize that it is one of the best ways to learn how to write comedy Having sex with my ex was a lot like working on the bench press at the gym; I always had to wipe it down and three guys were just there before me. You would normally not think of putting bench pressing and sex with your ex together, but that’s exactly what triggers the humor. They don’t normally fit and therefore they create incongruity and in this particular case, clear, visual imagery. 2. WORD-PLAY Word play is one of the easiest ways to create “plays” or “turns” in your stories. Almost all words in the English language have multiple meanings. You simply take the implied meaning and turn it into a more exaggerated meaning. Because you shatter the expected meaning, you create surprise and have a laugh point within your story. I was checking out at the grocery story and the clerk said, “Did you find everything you were looking for?” I said, “Well, I found the wine and the candles, but I couldn’t find a soul mate. You had Mahi-Mahi, but I’m not into twins.” The simple play on the word “everything” changes the entire nature of the story. Without spinning the intended meaning of the word “everything,” the story would simply fall flat. Right? 3. REVERSES: The number one trigger for human laughter is SURPRISE. One of the quickest, most effective ways to get there is using a structure called a “REVERSE.” You simply change the reader’s or listener’s perception of where the story was going, by quickly pulling the rug out from under them. I was holding my 9-month old daughter on my lap and she was grabbing at my chest hair. So I wrote down: “My 9-month old daughter loves to grab my chest hair.” In that sentence we have a very definitive statement. In order to create surprise, we must change the definitive to an assumptive. One of the definitives in the statement is: it’s “my” chest hair. So I ask myself, what can I do to change that to an assumptive? So the statement becomes: I have a 9-month old daughter. You know what she loves to play with? Chest hair: So now it is assumed that it’s my chest hair. So let’s play it like that, then shatter the assumption so we have a joke: I have a 9-month old daughter. You know what she loves to play with? Chest hair:she’ll really pull on it too. I finally had to say to my wife, (pointing at her chest) ‘You might want to get that stuff lasered.’ (You can also use “waxed,” but I found that there were better laughs with the word “lasered.” So now that you have these techniques, you can apply them to turn your stories into comedy. Tomorrow I will show you a story that was submitted to me by a student and I will show you the process of how I turn it into something funny. ***Please feel free to leave comments. I would love to hear from you!!!*** « Previous Post Comedians Wanted! Next Post » Making It In Show Business | How Many Of Us Would “Sell The Flat?”
2023-14/0037/en_head.json.gz/13357
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Devan Dubnyk chose to look at it pragmatically. While it’s true the Wild did not register a single shot on goal in the third period of Thursday’s victory over Winnipeg, he didn’t see any reason for alarm. “Unfortunately, we didn’t get a shot,” the goalie said. “But we didn’t need it.” Not with Dubnyk riding one of his most commanding stretches of the season. He made 12 of his 26 saves in the third period to stave off the Jets, running his record to 5-1 in his past six starts. Over that span, Dubnyk has a .936 save percentage and 2.01 goals-against average, showcasing the kind of lockdown performances the Wild will need from him as it chases a playoff spot. Coach Bruce Boudreau doesn’t think the timing is coincidental. Since Dubnyk was named to represent the Wild at this month’s All-Star Game — upsetting some who wanted Zach Parise, Jared Spurgeon or Mikael Granlund to get the nod — the goalie has gone 4-0, stopping 120 of 128 shots and earning his first shutout of the season. Dubnyk credits the team’s overall defense with getting him into his recent groove, his best stretch this season since he won nine of 13 games from Oct. 11-Nov. 15. Whatever the reason, Boudreau just hopes he remains on a roll, as a rugged January schedule continues Saturday against Detroit. “The preparedness, I think, is really important for him,” Boudreau said. “When he’s focused and prepared and ready to go from the get-go, and he makes those first couple saves, he gets right into it. “I think ever since he’s been announced to the All-Star team, he’s been out there to show people he belongs in that game.” Following a 32-save shutout at Montreal last Monday, Dubnyk did not surrender a goal to the Jets until the final minute of the second period in Thursday’s 3-2 win. That halted a shutout streak of 108 minutes, 51 seconds. The Wild failed to record a shot on goal in the third, only the second time in franchise history the team finished a period without a shot. Boudreau said he “would have been screaming” if that had happened earlier in the game, but the Wild’s defense was so good he didn’t want to distract it. Though the Wild was outshot 13-0, Dubnyk allowed only one goal, when Winnipeg pulled its goalie for an extra attacker. Dubnyk’s flawless positioning, rebound control and ability to anticipate shots preserved the victory. But his teammates assisted him in multiple ways. They blocked shots, swept away rebounds, boxed out in front of the net and limited quality scoring chances — things they have done throughout his streak, Dubnyk said, creating a cohesive defense that allows him to shine. “All five guys and me are working together out there,” he said. “That allows you to have good reads on plays and find pucks. That’s a big part of it, the ability to find pucks in all situations. It kind of allows you to not be late, or feel like you’re late when the puck’s moving. “The guys have done a really good job in front of me, working as five guys. You know there are maybe one or two plays available, so you can prep for that; you don’t feel like there are people open that you’re not aware of where they are. I’ve been fortunate to have that here for a long time.” The Wild is in the midst of a critical, tightly-packed stretch of the schedule, with 12 games in 21 days before the All-Star break. Though Boudreau has said he plans to use backup Alex Stalock more frequently, Dubnyk could get a heavy workload if he stays hot. That’s fine by him. After starting 38 games in a row during his first season with the Wild, Dubnyk said he is prepared for whatever the coming weeks may bring. “You always think having a night off is going to be nice,” he said. “But then, by the time the game comes and you’re sitting on the bench, it’s kind of annoying to not be part of it. You always want to be a part of it.” Rachel Blount is a sports reporter for the Star Tribune who covers a variety of topics, including the Olympics, Wild, college sports and horse racing. She has written extensively about Minnesota's Olympic athletes and has covered pro and college hockey since joining the staff in 1990. [email protected] 612-673-4389 Zach Parise not elected for final NHL All-Star spot Wild-Detroit game preview Wild bounce back from rare loss with 5-3 victory over Capitals • Wild Defenseman Brodin didn't miss a beat in return to Wild after injury • Wild Four Wild players could return as early as Sunday in upcoming back-to-back • Wild Kaprizov leaves injured, Wild beat Winnipeg to reach top of Central Division • Wild Wild's 14-game point streak brought to halt by NHL-best Bruins • Wild
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Book Review: The Case of the Gilded Lily by Erle Stanley Gardner (1956) Synopsis: The wealthy Stewart Bedford is happy to be married to his much younger trophy wife, Ann Roann, who he loves to show off in social circles. When a blackmailer calls on him and threatens to expose his wife's criminal past, Stewart decides to cave into his demands, only to be drugged and wake up in a motel room with the blackmailer's body. Perry Mason is hired to defend him against murder charges however, there is one major problem, there is evidence Ann Roann was at the motel too and may be involved. Review: My daughter has an ice show coming up in a few days and, since we've been at the ice rink a lot, I've had plenty of time to read. That includes this book, which I managed to finish up while waiting for one of her rehearsals to be over. When I first started reading this book, I honestly didn't think I would like it all that much, mostly because the author decided to start out by telling the story from the victim's perspective and introducing Perry Mason later in the book. I was concerned that decision would make the mystery a little too easy to solve, especially since it was clear his client was innocent (versus other books, where there is some doubt). However, it ended up being an enjoyable book after all. I think the thing I found I liked about this book was there were a number of potential suspects. This included the blonde, Geraldine, who had accompanied the defendant to the motel on orders from the blackmailer, Stewart's loyal secretary, Elsa, who was once in a relationship with him and may still have romantic feelings, and his wife, whose fingerprints were found at the motel but was denying being there. All three were potential murder suspects and I wasn't convinced one of them also wasn't the person secretly behind the blackmail. In fact, I have to admit the book stumped me. Normally I am at least good at guessing who the killer is, but I made three guesses while reading the book and was wrong all three times. Though, to be fair, there is a fairly decent red herring regarding the blackmailer's accomplice that I didn't catch because Mason's source seemed pretty credible. My only real complaint about this book is similar to the one I made last time. The whole "let's show up Perry Mason" thing is getting a little old. In this case, it seemed like the only reason they were even attempting to prosecute Stewart was because Mason was his attorney since their evidence seemed a bit weak, at best. It would be nice to see more mysteries where the prosecutor's personal feelings aren't blatantly obvious. Final Opinion: I didn't think this would be the case at first, but it ended up being a good murder mystery with plenty of obvious suspects and one not-so-obvious one. It's worth taking the time to read it. books classic books classic literature courtroom books courtroom mysteries literature murder mysteries perry mason steward bedford
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St Helens to get digital boost thanks to infrastructure investment 3rd September, 2021 We'll be one of the most digitally connected regions in the UK St Helens Borough is getting an ultrafast broadband boost which will provide a technological edge over other areas of the country thanks to our Labour council and the Labour City Region. Work to install 31 km of ultrafast full-fibre broadband is set to get under way next week as part of a £30m Liverpool City Region Combined Authority scheme to help the region become one of the most digitally connected areas in the country. LCR Connect is a joint venture half-owned by the Liverpool City Region Combined Authority in partnership with North West-based ITS Technology Group, who will lead the project, working alongside construction partner NGE, who are managing the build and roll out of the network. The network will be aimed initially at businesses, institutions and commercial customers, and will deliver a competitive advantage across all six boroughs of the Liverpool City Region, including through improved cloud connectivity. It will put City Region businesses in prime position to lead the way in a host of growing sectors, from health and life sciences, Artificial Intelligence, virtual and augmented reality and advanced manufacturing – driving business growth and investment. While the network is not intended to deliver immediate benefits to residential consumers a successful roll-out could be expected to attract new operators offering a greater variety of services at potentially more competitive prices in the future. LCR Connect will pass through 13 wards in St Helens Borough, providing a boost to employment areas, key growth sites and regeneration areas including Glass Futures and Earlestown town centre – while St Helens town centre will also be one of the best-connected locations on the network, with four separate links to and from the town centre and national/international connectivity via the BT exchange. Councillor Kate Groucutt, St Helens Borough Council’s Cabinet Member for Education, Skills and Business and the Liverpool City Region’s Deputy Portfolio Holder for Inclusive Economy and Third Sector, said: “This is a transformational project that aims to firmly place our city region at the forefront of digital connectivity. “We know our residents and businesses want to see improvements made to broadband speeds which is why LCR Connect is such a significant revolutionary project which has the potential to contribute more than £100m to the City Region’s economic recovery in the short-term and up to £1bn in the longer-term.” Steve Rotheram, Metro Mayor of the Liverpool City Region, said: “When I was elected, I made it a priority to make our region the most digitally connected anywhere in the country so it is fantastic to see work getting underway in St Helens on this game-changing digital network. “Our region was at the forefront of the first industrial revolution, and I think LCR Connect will help make us a leader of the fourth, ultimately generating £1bn for the local economy. “Local people and businesses in St Helens and beyond will feel the benefits too, with significantly faster broadband speeds, thousands of jobs and training opportunities, and improved public services. To top it all off, we own 50% of it so we’ll be reaping the benefits for years to come.” Councillor Andy Bowden, St Helens Borough Council’s Cabinet Member for Environment and Transport, added: “This Liverpool City Region scheme will be carried out using the ‘dig once’ approach meaning it will be coordinated with existing roadwork and infrastructure works, helping save money and reduce disruption for our residents. “I know that roadworks are frustrating but the short-term inconvenience is greatly outweighed by the long-term gain of a better-connected borough which will benefit our economic growth for years to come.” As cable installation is taking place on footpaths and roads, residents and road users are advised that temporary walkways or traffic management may be necessarily, with contractors working to ensure disruption is kept to a minimum. Work will begin on Monday 6 September, starting on the A580 East Lancs Road from the Knowsley boundary to Windle Island, and A570 Dentons Green Lane to Lingholme Road. The whole St Helens borough scheme expected to be completed by Spring 2022. If you have any queries regarding these works, please contact: NGE Contracting Ltd on 0800 0478545 or email [email protected] For more information, visit www.lcrconnect.com
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SEC settles with SCANA Corp and South Carolina Electric & Gas Co Washington, DC (STL.News) The Securities and Exchange Commission today announced that SCANA Corp. and its subsidiary South Carolina Electric & Gas Co. (SCE&G) have agreed to settle the SEC’s lawsuit charging them with defrauding investors by making false and misleading statements about a nuclear power plant expansion that was ultimately abandoned. The proposed settlement, which remains subject to court approval, would require SCANA to pay a $25 million civil penalty, and SCANA and SCE&G to pay $112.5 million in disgorgement plus prejudgment interest. The SEC’s complaint, filed in February 2020, alleged that SCANA, SCE&G, and two former senior executives misled investors by claiming that a project to build two nuclear units would qualify the company for more than $1 billion in tax credits when they knew the project was far behind schedule and therefore unlikely to qualify for the tax credits. The complaint alleged that the false statements and omissions boosted SCANA’s stock price, and enabled it to raise rates on customers and to sell more than $1 billion in bonds. In mid-2017, SCANA announced it was scrapping the project and according to the complaint, investors lost hundreds of millions of dollars when the truth was revealed. The SEC’s complaint, filed in federal court in South Carolina, charged SCANA, SCE&G, SCANA’s former CEO Kevin Marsh, and former Executive Vice President Stephen Byrne with violations of the antifraud provisions of Section 10(b) of the Securities Exchange Act of 1934 and Rule 10b-5 thereunder and Section 17(a) of the Securities Act of 1933. The complaint also charged SCANA and SCE&G with violations of the reporting provisions of Section 13(a) of the Exchange Act and Rules 12b-20, 13a-1, 13a-11, and 13a-13 thereunder, and Marsh with aiding abetting the charged reporting violations. Without admitting or denying the allegations, SCANA and SCE&G agreed to a permanent injunction and to pay $112.5 million in disgorgement plus prejudgment interest, which will be deemed satisfied by SCANA and SCE&G’s settlement payments in related rate payer and shareholder litigation. SCANA also agreed to pay a $25 million civil penalty. The litigation against Marsh and Byrne is still ongoing. The SEC’s litigation was handled by Justin Jeffries, Graham Loomis, Natalie Brunson, H.B. Roback, and John O’Halloran of the Atlanta Regional Office. Tags: scana corp, settlement, south carolina electric & gas co, US Securities and Exchange Commission, Washington DC US Custom Border Helicopters Chasing Bad Guys Car China Admiral Threaten to Sink Two US Navy Aircraft Carriers in South China Sea
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Tag Archive for: migrants March 9, 2023 /in Community, coworking, Interviews, Residents, Workspace At Stone Soup we are happy to cowork with Boat Refugee Foundation. BRF assists and empowers people on the move or stuck in remote parts of Europe. Vicky, manager of the Athens program, talked to us about the ways the Netherlands-based NGO works. BRF operates two programs in Greece. The one in Lesvos provides medical and psychosocial support. The one in Athens provides psychological support and group empowering activities to adult refugees & migrants, while it provides advocacy for a fairer asylum policy. MOTIVATE, EMPOWER, INFORM, LINK BRF’s goal is to motivate, empower, inform and link people on the move. The team consists of a psychologist, a social worker and a volunteer mental health professional. It offers various forms of psychosocial support, helping service users to take control of their lives and claim their rights. IS IT TABOO TO ASK FOR ASSISTANCE? “Many BRF beneficiaries who come from different cultures and backgrounds are not familiar with western terms like “mental health”. By pointing out the importance of self-care we try to destigmatize the seek for support. Therefore, we work together with the service users on the life skills and resources they could develop to cope with difficulties, to feel more empowered and to make the first steps towards personal recovery” HELPING THE HELPERS! We know that BRF trains members of other NGOs, since we’ve seen them organize training events in our offices. As Vicky explained, the aim is to introduce basic mental health and psychosocial concepts to also empower non-mental-health professionals operating in the field. In this light, we connect them with practices and resources that increase their awareness helping them approach relevant cases more effectively. HOW DOES COWORKING HELP? Although we have a private office, we feel part of a bigger community with a variety of professionals around us. As a result, we both decompress while we connect with people from completely different areas. Observing their work and problem-solving routines can be of great support to us. It offers new ways to approach decisions concerning your own work and see things from a different angle”. https://www.stonesoup.io/wp-content/uploads/2023/03/Empower-people-on-the-move.jpg 712 1800 Stella Noutsou https://www.stonesoup.io/wp-content/uploads/2018/07/ssl300x300.png Stella Noutsou2023-03-09 13:59:052023-03-09 15:03:53HOW TO EMPOWER PEOPLE ON THE MOVE
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rodmanm Mo is a cinematographer, producer and editor who specializes in documentary filmmaking. She’s based in Washington, D.C., currently working as a video producer at The Washington Post. Her collection focuses on familiar and loving scenes of life at home.
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The European Union’s Credibility Sinks and Sinks The young leadership needed, in particular in the trans-Atlantic world, to bring about the new paradigm in international relations was addressed in an all-day conference held on Oct. 15 by the Schiller Institute both online and at an-person conference in Manhattan. The event, which brought together “next generation” leaders from all the continents, but mainly from the United States, and from the entire political spectrum, was on the theme “End the war and stop green fascism” (Videos of the conference are available here. In opening the proceedings, Helga Zepp-LaRouche noted that most of the world is already in the process of building a completely new economic system. And in Europe and the U.S., larger and larger segments of the population are up in arms against “the policies that are destroying the material basis of existence for most people”. Indeed, France was hit Oct. 18 with a national strike to protest against soaring inflation, following on weeks of strikes at oil refineries and a demonstration of tens of thousands on Oct. 16 in Paris to denounce the high cost of living. An exciting wave of protest is growing in Germany (cf. below), while actions are beginning in Italy targeting in particular the war danger and the sanctions policy. In all of Western Europe, mobilizations are underway, including by farmers who are basically condemned to disappear under the absurd “Green Deal”. An interesting insight into how the rest of the world views the suicidal course the EU has chosen is given by M.K. Bhadrakumar, a former Indian ambassador to the Soviet Union, as well as Pakistan, Afghanistan, Iran, Germany, South Korea and Turkey. In an Oct. 17 column in the Tribune of India, he expresses disbelief at the EU’s decision to refuse Russia’s offers to supply natural gas. This is “a profoundly embarrassing moment for the EU”, in his view. “The triumphalism has vanished as Europe is threatened by years of recession caused by the blowback from sanctions against Russia, where the US insisted on the cut off of energy ties with Moscow. The EU has now become a captive market for Big Oil and is left to buy LNG from the US at the asking price, which is six to seven times higher than the domestic price in the US. Plainly put, the Europeans have been nicely played by the Americans….” Another very good reason why the developing world mistrusts the EU was given Oct. 13, probably inadvertently, by Josep Borrell at the European Diplomatic Academy in Brussels no less. He stated that “Europe is a garden”, where “Everything works. It is the best combination of political freedom, economic prosperity and social cohesion that the humankind has been able to build.” However, “Most of the rest of the world is a jungle, and the jungle could invade the garden.” His conclusion: “The gardeners have to go to the jungle…. Otherwise, the rest of the world will invade us, by different ways and means.”
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The angle of attack is the angle between a reference line on a body and the direction in which it is moving. In aviation terms, the angle of attack is known as the angle between the chord line on an airfoil and the direction of a, for example, jet stream flying. The chord line on an airfoil can be difficult to determine so another part of the aircraft may be used. It doesn’t matter where the measurement originates as long as it is used consistently. Similar yet Different Measurements AOA (angle of attack) can sometimes be confused with the flight path angle or the pitch angle. This is because the three measurements are similar, but still different enough to need to differentiate between them. Flight Path Angle To the crew, this angle is known as the angle between the horizon and the flight path vector (where the aircraft is going). It’s also referred to as the climb/descent angle. On the newer commercial airliners, this angle is calculated in reference to the ground and shown on the primary flight display. When you watch a jet stream flying away from the runway, this angle is noticeable by the naked eye. Pitch Angle This is the angle between the direction the aircraft is pointed and the horizon. Pitch angle can be found on the attitude indicator.
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additions + renovations Because we are Certified Professional Home Builders of Georgia, the independent surveying firm Guild Quality has surveyed our past clients. Out of those surveyed, “100.0% of customers would recommend STRUBY CONSTRUCTION, LLC to a friend.” See the chart above for how we ranked in other areas. And here’s what some clients told Guild Quality: "Neil Struby did what he said he was going to do and did it very well. He always let you know if something was going to be late." "Neil Struby is incredibly professional. He was always on time and did exactly what he said he was going to do. He was in constant communication, keeping us informed along the way. Our project finished under budget and ahead of time." "Their quote was the best and they were using better quality materials." "Neil made it so that I didn't have to deal with anyone else, which was really nice." "I had seen his work before, and he's just a calm person. When you're spending this kind of money, a calm demeanor really helps." Beyond those, we've received these testimonials — unsolicited! — from other past clients: "I highly recommend Neil Struby of Struby Construction for your general contractor. He lives in Oakhurst and just completed an addition to my house that included a bathroom, screen porch, deck, and patio. I used John Smyth (smythproperties.com) as my designer and was pleased with him as well." — Sharron "Struby Construction not only accommodated our requests – they also recommended improvements and ways to save money throughout the project. All of the sub-contractors were reliable, knowledgeable and had great integrity. The final result was masterful. We love the attention to detail throughout the home."— Michael and Sara Baxter, Decatur "We were thrilled with the work Struby Construction did on our home. The work was fantastic and they couldn't have been more professional, helpful and generally wonderful to have around. It was our first experience with any sort of renovation and we couldn't be more pleased. We didn't experience any of the pitfalls we hear are so common with renovations."- Sara "We never imagined it was possible to have a renovation that was above the quality we'd expected while at the same time coming in below the budget we'd been quoted, but we'd never worked with Neil before. He was wonderful in all aspects of his work, and we highly recommend him to everyone who is interested in renovating a house." — Josh and Sara, Decatur, GA "We are very satisfied with our renovation. Neil was very easy to work with. He stayed calm and available through all phases of the project, which came in on time and within budget. The quality of work was excellent. We would definitely use him again."— Kathy, Marietta, GA "Neil has completed three major projects for us and some minor work. The major projects include construction of a deck and screened in porch, major full renovation of kitchen/family room and full renovation of 2 1/2 bathrooms. Obviously we keep coming back to Neil. His design of our screened in porch was better than anything we could have imagined and we loved the finished product. Our kitchen and bathrooms are perfect. Neil is great to work with, very professional and thorough, and his estimates seem fair. Neil is and always will be our first choice." — Rebecca and Greg, Atlanta, GA "Neil Struby is a VERY dependable and honest individual who can be trusted to handle any type of construction project. Over the years, Neil handled many different types of construction projects for me at my home of which I was always very satisfied with the results. I would never hesitate to call him whenever I needed his advice and expertise. Though there are many people in the construction business who lack integrity, you can be assured that Neil Struby will handle you project in a very honest and professional manner."- Dave, Atlanta, GA "Neil was a pleasure to work with and 2 years later we are very happy with the quality and value of the work. We had a great experience with Neil, working with him in the planning stages to reduce costs, and communicating easily throughout the project including his thoughtful responses to our requests and questions." — Matt, Atlanta, GA "We could not have been more pleased with Neil's work. Our kitchen was completed quickly and beautifully by a courteous and professional crew. We've received many compliments and will continue to recommend Neil without reservation. " — Beth and John, Decatur, GA See full list...
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Summer walk in the Hungarian universities’ botanical gardens Hungary has beautiful nature with various species, and more than 70 botanical gardens and arboretums wait for visitors to provide them a few silent hours for relaxing and studying. The gardens are spectacular during the whole year, but some of them are even more special in the time of blooming. Check out these university gardens with us, and book a place in the summer to visit them! First, let’s make the meanings clear! What is the difference between botanical gardens and arboretums? The Hungarian name for botanical gardens is “füvészkert” which means “herbs garden” and originally it helped medical students or priests to plant and learn the structure and features of herbs for healing people. Thus, the main feature of botanical gardens is that they have a collection of outdoor and usually greenhouse plants too, that are not only to see and visit but also serve scientific and educational purposes. An arboretum, on the contrary, has woody plants and is more like a forest than a fine-looking garden, but some of them are as beautifully established as parks. However, what they both have in common is that great emphasis is placed on the conservation of biological diversity and the protection and reproduction of endangered, rare species. Here you can read about 6 botanical gardens maintained by various universities. University of Debrecen Botanical Garden Worth time to visit: it is spectacular throughout the whole year. The 17-hectare botanical garden dates back to almost 200 years and has been at its current location since 1928. Its collection, which is also recognized and well-known in Europe, consists of about 5,000 different plant species. One of the most beautiful parts of the garden is the lake, where water lilies and Nuphar bloom during the summer. The cactus collection of the three-aisled greenhouse block hides 1,300 cactus species. The garden was declared a nature reserve in 1976. The Gödöllő Botanical Garden of Szent István University Worth time to visit: most beautiful in spring, when magnolias bloom, or in June, during the flowering of the lavenders. It is the first agro-botanical garden in Hungary, planted with more than 1,400 domestic and foreign plants from different continents, and the number of economic crops is very significant. Its 15 different collections with temperate bamboos, colorful magnolias, and wild roses are among the richest collections in the country. The Old Wild Pear Tree in the middle of the garden was the winner of the Hungarian Tree of the Year Competition in 2013 and the silver medalist of the European Tree of the Year Competition in 2014! The garden has been a nature reserve since 2008. Eötvös Loránd University Botanical Gardens (alias ELTE Füvészkert) Worth time to visit: the popular Sakura Festival is held in April during the Japanese cherry tree blossom season, but the botanical garden is also very spectacular at other times such as Halloween, Tropical, Figs, or Tomato Days. Established in Nagyszombat, and later relocated to Buda, this botanical garden was the first in the Hungarian Kingdom in the 18th century. During the time of the II World War, it was devastated but some Ginko Biloba trees survived which are now more than 150 years old. Füvészkert is a popular spot in Budapest and became well known by the novel of Ferenc Molnár called “The Paul Steet Boys” (A Pál utcai fiúk in Hungarian) when the old palm house of the botanical garden provided a hiding place for the protagonist, Ernő Nemecsek and his friends. Perhaps the main attraction of the garden is the first Victoria House in the country, with a large water pool that is home to the tropical, especially beautiful Victoria amazonica and its relative, the Paraguayan giant water lily (Victoria cruziana). In 2010, large developments began in the garden and the House of Australia was built for the collection of 200 species from the Australian Mediterranean region. University of Sopron Faculty of Forestry “University Living Plants Collection” (Egyetemi Élő Növénygyűjtemény) Worth time to visit: the most beautiful is perhaps in March, when the crocus opens, or in May and June when the honeysuckle blooms. The university refers to the botanical garden as “living art”. It dates back to 110 years and has been helping forestry education since 1926. It presents the Hungarian forest flora and also serves as a place for physiological and genealogical experiments. The highlights of the 17-acre garden include giant mammoth pines, evergreen mammoth pines, and Chinese mammoth pines. The garden is a nature reserve since 1978 and free for visit. University of Pécs Botanical Garden Worth time to visit: All year round as the greenhouse and the rock garden are planted with winter-hardy cactus species. The original botanical garden was established in 1912 by experts from the Jesuit grammar school. Its park was developed in 1952 and to this day is one of the most beautiful sightseeing in the city. The 6.8-hectare collection is maintained by the University of Pécs and includes almost 8,000 plant-and about 66 animal species. Due to the steep design of the botanical garden, its walkability has been managed by various terraces, that provide the place a particularly Mediterranean atmosphere. University of Szeged Botanical Garden Worth time to visit: The Lotus Days in July is highly recommended, this time you can see the lotus bloom, which is an amazing experience. When the University of Kolozsvár moved to Szeged in 1922, the town of Szeged donated a 28-acre area of agricultural land to the University for creating the Botanical Garden. In 1932, lotus plants arrived from the lake of the Návay Castle in Óföldeák-Gencshát, which are still one of the main attractions of the garden. It is the only garden in Central Europe where you can see the Indian lotus, which covers 1,200 square meters of the lake area when it blooms, so it surely provides an unforgettable experience. The garden presents more than 40 protected species, some of which can only be found in Hungary. This was the first botanical garden that provided environmental education workshops for children. In the greenhouses, there are many exotic plants, where you can also learn how the plants have adapted to the tropical climate. You can admire orchids and can see banana trees, coffee plants, and even carnivorous plants! The garden also has a rich bird- and insects life, which you can see in its Bird-friendly- and a Butterfly-friendly Garden, and at its Apiculture Exhibition. These gardens are definitely worth visiting during your studies in Hungary. Don’t forget to bring your student ID card or alumni card to get a discount or free ticket! Szallas.hu; University of Debrecen Botanical Garden; Szent István University Gödöllő Botanical Garden; ELTE Füvészkert; Egyetemi Élő Növénygyűjtemény; University of Pécs Botanical Garden; University of Szeged Botanical Garden; Photos on Wikimeda Commons
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Summa Health Flourish Neurodegenerative disease: What you need to know about Alzheimer's and Parkinson's diseases Women's Health Resources Men's Health Resources Family and Safety Senior Health Resources Vitality eNews Sign Up Posted July 06, 2020 by Dmitri S Kolychev, MD Dementia and other neurodegenerative diseases affect millions of people in this country. It’s estimated there are 5 million Americans aged 65 and older living with Alzheimer’s disease, according to the Alzheimer’s Association. In addition, the Parkinson’s Foundation states there’s about 1 million people who suffer from the disease in this country, with more than 60,000 patients being newly diagnosed each year. Neurodegenerative disease involves the progressive deterioration, or death of cells, in the structure and function of the brain and central nervous system. They affect much of the body’s function, from balance and movement to memory and intelligence to breathing and heart function. Most of these diseases are genetic. However, sometimes the disease can be caused by a medical condition, including alcoholism, a tumor or a stroke, or exposure to certain viruses or toxins. Neurodegenerative diseases tend to get worse over time and can be life-threatening. There are treatments that can help improve symptoms, relieve pain and increase mobility, but currently there is no cure for them. Dementia is a classic example, but two of the most common and severe neurodegenerative diseases are Alzheimer’s and Parkinson’s diseases. Summa Health discusses these serious disorders, their symptoms and available treatments in hopes that a better understanding of them can better help those affected by them — both patients and caregivers. Alzheimer’s disease is the most common cause of dementia and accounts for 60 to 80 percent of cases, according to the Alzheimer’s Association. Sadly, it is the sixth leading cause of death in the United States. Memory loss is the key symptom of Alzheimer's disease. However, there are three main phases of Alzheimer’s: mild, moderate and severe, and each stage has its own set of symptoms. An early sign of the disease is usually difficulty remembering recent events or conversations. As the disease progresses, memory impairments worsen and other symptoms develop, becoming severe enough to interfere with daily tasks. Typical early signs to watch for, include: • Memory loss that disrupts life • Challenges in planning or solving problems • Difficulty completing familiar tasks • Confusion with time or place • Trouble understanding visual images and spatial relationships • New problems with words in speaking or writing Although current treatments for Alzheimer’s cannot stop the disease from progressing, they can temporarily slow the worsening of dementia symptoms and improve a patient’s quality of life. There are several medications available to temporarily improve symptoms of Alzheimer’s, including memory loss and confusion, by affecting certain chemicals involved in carrying messages among the brain’s nerve cells. These drugs can help people with Alzheimer’s maximize function and maintain independence for a time. There are non-drug options, as well. Coping strategies for behavioral and sleep changes can improve a patient’s well-being. In addition, establishing and strengthening routine habits and minimizing memory-demanding tasks can make life much easier for someone with Alzheimer’s. Parkinson’s disease typically strikes around age 60 and affects a person’s movement. Tremors are a common symptom, but the disorder also can cause stiffness or slowing of movement. At first, symptoms may go unnoticed, but they worsen over time. Classic Parkinson’s symptoms include: • Tremors or uncontrollable shaking, which usually begin in a limb, often the hand or fingers. The tremors can occur when your hand is at rest. • Slowed movements, including walking and getting out of a chair, which can make simple tasks difficult and time-consuming. • Muscle stiffness, which can occur in any part of the body. It can be painful and limit your range of motion. • Impaired balance or problems with posture, which can become stooped. • Loss of automatic movements, such as blinking, smiling or swinging your arms while walking. • Speech and writing impairments, including slurring or hesitating before speaking, or a loss of inflection in your voice. In addition, it may be difficult to write or your print could become small. There is no standard treatment for Parkinson’s disease. Instead, treatment is tailored to each patient’s symptoms. Treatment typically includes medication and on occasion surgical therapy. There are many medications available to treat symptoms of Parkinson’s, although none that slow or reverse the progression of the disease. Since most symptoms of Parkinson’s disease are caused by a lack of dopamine in the brain, many drugs are aimed at either temporarily replenishing dopamine or mimicking the action of dopamine. Medications can help reduce muscle rigidity, improve speed and coordination of movement, and lessen tremors for patients. In addition to medication therapy, your doctor may recommend lifestyle changes, especially ongoing aerobic exercise, physical therapy that focuses on balance and stretching, and speech therapy to improve quality of life. How Summa Health can help Although there is no current cure for these neurodegenerative diseases, treatments are available and research continues. Understanding available options can help individuals living with a neurodegenerative disease and their caregivers cope with symptoms and improve quality of life. That’s why it’s imperative that you consult with a doctor right away if you’re experiencing any of these signs or symptoms. Call 330.576.3500 to schedule an appointment. If you’re a caregiver, we understand the difficulties involved. There are programs at Summa Health designed to offer support and provide information.
2023-14/0037/en_head.json.gz/13368
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Sunglasses Hut outlets dr update Alphabet, Google’s parent company, plans to pay publishers worldwide for news articles from their media titles. Some publishers are excited, but not all.Deze site is een concept van Linkbuilding– picknicktafels – linkbuilding https://b2bgids.be/ – https://adressen.be/ https://www.coronel-entertainment.nl/ https://www.partytime-entertainment.nl/ https://www.thai-massage-brugge.be/ https://www.stripteaseweb.nl/ https://www.demoor-verzekeringen.be https://www.linkbuilding-vlaanderen.nl/ https://www.whitelabel-linkbuilding.nl/ https://www.link-building-uitbesteden.nl/ https://www.whitelabel-linkbuilding.be/ https://www.overbiedenhuis.nl https://www.maximaal-hypotheek-berekenen.nl/ https://www.prive-ontvangst-vlaanderen.nl/ https://www.satisfashion.be/ http://prive-escort-vlaanderen.nl/ http://www.escort-boeken.be/ https://www.prive-thuisontvangst.be/ http://escorte-bestellen.be/ https://www.ameliori.com/ http://www.istra-yacht-gastro.eu https://www.autoconcepts.be/ https://www.autogest.be/ https://www.autohandelnoha.be/ https://www.autohandelpatrick.be/ https://www.autokopers.be/ https://www.autoparts-online.be https://www.autosronny.be/ https://www.denieuwsteautos.be/ https://www.impexauto.be/ https://www.inkoopautos.be/ https://www.auto-onderdelenwinkel.nl/ https://www.autolexco.nl/ https://www.autoparts-nederland.nl/ https://www.autosky.nl https://www.autoverkoop-site.nl/ https://www.besteautoverkoop.nl/ https://www.ik-wilmijnautoverkopen.nl/ https://www.renm-autoservice.online/ https://www.tweedehandsauto-verkopen.nl https://www.verkoopdeauto.be/ https://www.rr-autos.nl/ https://www.schade-auto-verkopen.nl/ https://www.auto-opkoper-export.be/ https://www.auto-opkopers-belgie.be/ https://www.auto-verkopen-vlaanderen.be/ https://www.bedrijfswagen-opkopers.be/ https://www.bestelwagen-opkopers.be/ https://www.bestelwagenverkopen-belgie.be/ https://www.link-building-nederland.nl/ https://www.linkbuilder-belgie.be/ https://www.linkbuilder-nederland.be/ https://www.linkbuilding-bureau.be/ https://www.mijn-auto-verkopen-vlaanderen.be/ https://www.mobilhome-kopen.be/ https://www.mobilhome-opkopers.be/ https://www.opkoperauto-belgie.be/ https://www.tweedehands-mobilhome-kopen.be/ Google top man Sundar Pichai dedicated a special blog to it on Thursday. Google wants to compensate publishers for 1 billion dollars for the visitor flows that reach the independent news sites via the search engine. https://www.badmodewinkel.be – https://www.autoverhuurders.be/ The compensation covers a period of three years. Pichai writes that he believes that a ‘vibrant news industry is essential for a well-functioning democracy’. The compensation is linked to a new product: News Showcase. Exactly what that will look like is still unclear. It should be available indefinitely via Google News on Android and later perhaps on Apple devices. According to its own estimates, the search engine sends people 24 billion times a month to websites of newspapers, weekly and monthly magazines or media that operate entirely online. The working method is simple: someone enters a keyword on Google and clicks on the News option. In this way, news hunters can search the search engine for an innumerable number of articles. Without having to pay. https://www.internationaal-verhuizen.nl – https://www.internationaal-sneltransport.nl – https://www.vdncleaning.be – https://www.linkbuilding-pakket.be – https://www.linkbuilding-die-werkt.be – https://www.linkbuilding-pakket.nl – https://linkbuilding-strategie.be – https://www.linkbuilding-service.nl – https://wat-is-linkbuilding.be – https://www.linkbuilding-uitbesteden.be – https://www.linkbuilding-strategie.nl – https://www.linkbuilding-tips.nl – https://www.linkbuilding-uit-besteden.nl – https://www.linkbuilding-voorbeeld.nl – https://www.seo-link-building.nl – https://www.picknicktafelbetaalbaar.nl – https://picknicktafelbetaalbaar.be – https://tuinmeubelenbetaalbaar.be – https://tuinmeubelenbetaalbaar.nl – https://www.opkoperdirect.be – https://www.personal-coach-haarlem.nl – https://www.bkrverwijdering.nl – https://www.vanessablogt.be Start your day well-informed. Receive The Time Today now. Every day (ma.-za.) via e-mail – Unsubscribe in one click https://www.tool-2.net/ http://www.cavaliara.be/ https://www.fq-events.be/ http://www.garageleleux.be/ https://www.diathesi.eu/ https://www.modernbb.be/ http://www.giroparts.be/ https://www.ensemble-tech.com/ https://www.led-armatuur.nl/ https://www.verlichtings-dienst.nl/ https://www.p3powergroup.net/ https://www.dj-jan.be/ http://www.guitartrainingutrecht.nl/ https://www.led-forum.online/ https://www.duurzame-ledverlichting.nl/ http://www.4link.be/ https://www.residenzadelsole.eu/ https://www.grafika-design.eu/ http://www.webdesign-erstellung.de http://www.7k31.com https://www.exclusieve-villa-bouw.be/ http://www.uam-auto.com/ http://www.wangjunauto.com/ http://www.partytent-zaandam.nl/ http://www.partytent-vlaardingen.nl/ http://www.partytent-hoorn.nl/ http://www.muziekkrakers.nl/ https://www.theweddingblog.be/ https://www.oneoffice-coworking.be/ https://www.afrastering-hekwerk.be/ https://www.salto-almelo.nl/ http://www.houthandel-jdeboer.nl/ http://www.chivic-autopart.com/ http://www.computer-repair-li.com/ https://www.tomdormercarsales.com/ http://www.chenealpierre.be/ http://www.stayfitpersonaltrainer.com/ This leads to frustration among the traditional media, which have seen their advertising revenue from print decline for years and which have no alternative revenue model. Publishers have long insisted on being compensated for their news that is freely accessible via Google. How the USD 1 billion will be distributed and how much each publisher will receive from Google is still unclear. Charm offensive The initiative can be seen as a charm offensive to the traditional media. For Google, the step may be necessary. The pressure on the company is increasing. The tech giant is under fire from European regulators, who consider the company to be too powerful. A total of 200 publishers, from Argentina, Brazil and Canada among others, have committed themselves to the news product. In Europe, Germany will be the first stop. There, Google has already enticed the necessary parties to step in. German newspapers such as Handelsblatt, Frankfurter Allgemeine, Die Zeit are participating, as are the weekly magazines Der Spiegel and Stern. Der Spiegel’s publishing house, Spiegel Group, was delighted. According to the publisher, Google shows that it is ‘serious when it comes to supporting quality journalism’. With its own product, Google itself can dictate the general terms and conditions and undermine legislation. ANGELA MILLS WADE DIRECTOR EUROPEAN PUBLISHERS COUNCIL Germany is followed by Belgium and the Netherlands. According to a spokesperson in Amsterdam, Google is working on partnerships with several publishers in both countries. Mediahuis, which owns among others De Standaard and the Dutch NRC Handelsblad, thinks it is too early to react. DPG Media, formerly De Persgroep, announces that it does not participate in the initiative. In a reaction, the company says it ‘hopes that a minority’ will follow Google’s example. The European Publishers Council (EPC), which includes Belgian and Dutch publishers, reacted critically. With its own product, Google itself can dictate general terms and conditions and undermine legislation, while claiming to help finance news production’, says executive director Angela Mills Wade. Meer Ping pong klik hier ga naar de website Meer Ping pong klik hier ga naar de website Meer Ping pong klik hier ga naar de website Meer Ping pong klik hier ga naar de website Meer Ping pong klik hier ga naar de website Meer Ping pong klik hier ga naar de website Meer Ping Mischa Schreuder (42) is creative director at Publicis Groupe Nederland. He likes to read about new technologies in the magazine Wired. No distractions from your mobile, but just going with you into the future through an old medium. Photo: Mischa Schreuder with his daughters Jade and Jazz. At Publicis Groupe Worldwide we currently work with a business tool called Marcel, which links 80,000 employees worldwide. All briefings can be found here, allowing us to make easy use of each other’s expertise. Own style My favourite clothing brand is Patta. They have their own style and the story behind the men who set up the brand appeals to me as a creative person. My favourite advertising campaign is The Moldy Whopper, which shows that Burger King only works with fresh produce. The moldy process of the natural Whopper has been beautifully photographed and captured. Fernando Machado (global CMO of Burger King, ed.) dares to make these kinds of choices, so that the brand is embraced by both colleagues and consumers. International agencies such as Marcel Paris, Forsman & Bodenfors, Publicis Italia and Droga5 show the difference in their campaigns. One agency does this by really being in the culture, the other with a great product. Everything they make touches you. http://articlesblogger.mystrikingly.com/ My favourite marketer is Fernando Machado of Burger King. I recently had the honour of speaking to him at a meeting of Publicis Worldwide. He gave a great presentation, explaining in five minutes what Burger King stands for. He sees flawlessly what does and does not fit the values of his brand. With my children, twins of 7 years old, I like to watch Victor Mids. They love him. The conjuring tricks they then try themselves, no Netflix can compete with that. At Publicis Groupe we work a lot for social problems, which we can help solve through creative ideas. For example, it’s great to see how you can combat loneliness in the elderly with a good idea or how people in the care sector can become proud of their work again. My favourite podcast is Ted Talks, lovely to listen to. The conversations really make you think about where the world is going. Recommended is the episode with Tristan Harris on The Social Dilemma. Wired is my favourite magazine. I read all about gadgets and technologies online, but sometimes it’s great to have a magazine in your hands. No distractions from your mobile, but just going along in the future through an old medium. I see it as my challenge to keep innovating and challenging myself. It is important to gather young talent around you that is better than you, so I try to do that as much as possible. A lesson I learned from the late Béla Stamenkovits, I will never forget. In My Marketing we ask colleagues about their marketing favourites, annoyances and challenges. The section appears online every Monday and Thursday. https://www.lhasa-apso-puppy.nl bankkoppelingen Amphibious Theme door TemplatePocket ⋅ Aangedreven door WordPress
2023-14/0037/en_head.json.gz/13369
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Join the protest The nation is beginning to see President Barack Obama’s “Hope and Change” programs emerge. Already, he has tripled the deficit. Five major U.S. companies are now government owned, in bankruptcy or shut down — all this after only five months. His proposed health care reform will increase the country’s deficit by trillions of dollars, while health care will become rationed with reduced quality of care — along the same lines as the Canadian and British government-run plans. His proposed cap-and-trade legislation is designed to destroy the nation’s economy. While people worry about nukes in Iran and missiles aimed at Hawaii by North Korea, President Obama and his energy czar are busy changing light bulbs in the White House. My “hope” is that others are as angry and terrified of that man and his “changes” as I am, and will join in protesting the madness. George Jones, Otisfield
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March 14, 2019 Board of Trustees
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RED2/Rated PG-13 for spy violence, language and suggestions that torture may be about to happen. Admin Posted on POSTED 12:00 AM, August 14, 2013 RED2 begins a few months after RED (2010) left off. It’s the continuing saga of senior citizen spies. Mostly retired (the title stands for Retired Extremely Dangerous), they just want to get by playing bingo, eating out a lot and going to bed early. Unfortunately their checkered and violent pasts keep pulling them back into the James Bond game. The main star is 58-year-old Bruce Willis. He shops at Costco and lives with his lovely younger wife, 49-year-old Mary-Louise Parker. BW’s best friend is, again, played by, 59-year-old John Malkovich. Sixty-eight-year-old Helen Mirren is the British female agent hired to assassinate her pal BW. Also out to get him is Kung Fu expert, 43-year-old Byung-hung Lee. You want to keep clear of this guy. Also back, is 67-year-old Brian Cox as a Russian cohort. Another Russian spyette added to the cast is, 44-year-old Catherine Zeta-Jones. Oscar-winning 75-year-old Sir Anthony Hopkins shows up in an important role. (AH won his Oscar for his role as Hannibal Lecter. Brian Cox also played Hannibal Lecter in the evil characters first screen appearance. So you get two Hannibals for one price.) The story is a lightning-paced James Bond extravaganza that travels from Costco to Paris, Moscow, and London. Canadian locations fill in whenever possible. Big-time action sequences, comedy, and all kinds of twists and turns keep everything in motion from end to end. MLP was also in R.I.P.D., which opened the same day as RED2. Unlike the two Hannibal Lecters, you will have to pay separate admissions to see MLP twice. The first RED also featured a small part featuring 93-year-old Ernest Borgnine who passed away in 2012 at the age of 95. Also missing from RED2 from the RED1 cast are, now 76-year-old Morgan Freeman and, 65-year-old Richard Dreyfuss. RED2 is one of the best films of the year so far. If they keep cranking out films this good, I, 66-year-old Karl Scott will be there. You, fill-in-age-here, should be too. Rated 3.3 out of 4.0 as of now. Have a Weak Weekend Star Trek III The Search for Spock Blu-ray Edition/Rated PG for Sci-Fi violence and scary bugs and fire and death and mysterious ceremonies Mission City Voices: More Than a Stewardess Author Larry FloraPosted on December 18, 2022 We were waiting inside the boarding area, ready to walk onto our Alaska Airlines flight leaving the Big Island of Hawaii. An assisted service... Mission City Voices: Twister in Santa Clara Author Larry FloraPosted on November 27, 2022 It was the middle of a hot summer day. My home, across from Olsen’s Pear orchard, is located toward the end of our cul-de-sac... Mission City Voices: Mentoring I never thought about how important it was to be a mentor. I grew up in Santa Clara during the 60’s with younger and...
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Staff at the Faculty of Humanities and Social Sciences School of Culture and Communication Staff English Literature and Creative Writing Staff Dr Marie-luise Kohlke Open Days at Swansea We can't wait to meet you! Parents and Guardians Guide to University Make an Undergrad Enquiry Make a Postgrad Enquiry Postgraduate Prospectus English Language Training Services International Pathways Why Swansea Our Student Stories Sustainability - Get Involved Swansea University Students' Union What is Freshers? CampusLife Swansea Employability Academy (SEA) Student Enterprise Centre for Academic Success Welsh on Campus Find out more about our world-changing research Research at Swansea Research with us Supporting your postgraduate research journey Find a postgraduate research programme How to apply for your Postgraduate Research programme Postgraduate Researcher Developement Research in the faculties Global Challenges Podcast Series Find a research publication Access our Research Expertise Research Integrity: Ethics and Governance Morgan Advanced Studies Institute (MASI) Our Civic Mission Swansea Science Festival Being Human Festival A World of Welsh Copper University Awards and Rankings Job Opportunities and Working At Swansea Sustainability at Swansea University Travel to and from Campus Social Leagues Club Sport Taliesin Create Egypt Centre Our Grounds Musical Opportunities Faculty of Medicine, Health and Life Science Health and Wellbeing Academy Academi Hywel Teifi Swansea Academy of Inclusivity Support & Wellbeing Hillary Rodham Clinton School of Law Staff School of Management Staff School of Social Sciences Staff American Studies Staff Classics, Ancient History and Egyptology Staff English Language, TESOL and Applied Linguistics Staff History Staff Media, Communications, Journalism and PR Staff Modern Languages, Translation and Interpreting Staff Welsh Staff Senior Lecturer, English Literature [email protected] Office - 211 Keir Hardie Building Singleton Campus Available For Postgraduate Supervision Dr Marie-Luise (Mel) Kohlke is a leading researcher in the field of Neo-Victorian Studies, serving as the General Editor of the ground-breaking, open-access e-journal Neo-Victorian Studies (http://neovictorianstudies.com/), which she founded at Swansea University in 2008, and as Series Co-Editor of Brill|Rodopi’s Neo-Victorian Series. Additionally, she is currently co-editing a 2021 special issue on ‘Neo-Victorian Heterotopias’ for the open-access journal Humanities. She also specialises in the inter-disciplinary fields of trauma literature and theory, gender studies and sexuality, cultural memory (especially of conflict and violence), the Gothic, biofiction, and literary geographies. Mel is a member of Swansea University’s Gender in Culture and Society (GENCAS) and Conflict, Reconstruction & Memory (CRAM) Research Groups, and an Associate Member of the Spanish ORION Project: Orientation: Towards a Dynamic Understanding of Contemporary Fiction and Culture (1990s-2000s), led by Prof Rosario Arias of the University of Malaga. Mel particularly welcomes PhD proposals on neo-Victorian topics but is also happy to supervise theses on other subjects related to her areas of expertise. Mel’s research interests are closely aligned with her teaching, which encompasses a module on Place, Memory and Identity in Film and Literature on the Foundation Year, the first year Monsters, Theories, Transformations course, and, for final year students, the optional Reading/Writing Trauma seminar, which covers diverse works from Holocaust literature to Palestinian writing and postcolonial texts. At MA level, she offers the popular Neo-Victorian Mutinies seminar, which explores literary and filmic confrontations with the darker aspects of nineteenth-century Western imperialism, the period’s racial and gender politics both at home and abroad, and their present-day legacies. Mel also convenes the Writing for Academic Publication Workshop for research postgraduates in the Arts and Humanities, which assists students in getting an article published alongside their thesis research. Neo-Victorian Studies Trauma Literature & Theory Cultural Memory Biofiction Literary Geographies Kohlke, M., Ho, E., & Suwa, A. (2022). Heterotopic and Neo-Victorian Affinities: Introducing the Special Issue on Neo-Victorian Heterotopias. Humanities, 11(1), 8-10. https://doi.org/10.3390/h11010008, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa59173 Kohlke, M. (2022). Heterotopic Proliferation in E. S. Thomson’s Jem Flockhart Series. Humanities, 11(1), 15-18. Kohlke, M. (2021). Neo-Victorianism’s inhospitable hospitality: a case study of Michel Faber’s The Crimson Petal and the White. European Journal of English Studies, 24(3), 208-228. https://doi.org/10.1080/13825577.2020.1876608, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa54495 Kohlke, M. (2018). The lures of neo-Victorianism presentism (with a feminist case study of Penny Dreadful). Literature Compass, 15(7), e12463 https://doi.org/10.1111/lic3.12463, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa30720 Kohlke, M. (2018). Neo-Victorian Slumming in London's Gothicity: The Victorian Metropolis' Televisual Transformation into "The City of Dreadful Night". Transforming Cities (pp. 181-209). Universitaetsverlag WINTER SU Repository: https://cronfa.swan.ac.uk/Record/cronfa36100 https://www.winter-verlag.de/en/detail/978-3-8253-6749-7/Pietrzak_Pranger_ea_Eds_Transforming_Cities/ Kohlke, M. (2015). Neo-Victorian Doctors and Resurrected Gothic Masculinities. Victoriographies [Special Issue: Neo-Victorian Masculinities], 5(2), 122-142. https://doi.org/10.3366/vic.2015.0189, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa23031 Kohlke, M. (2013). Neo-Victorian Biofiction and the Special/Spectral Case of Barbara Chase-Riboud’s Hottentot Venus. Australian Journal of Victorian Studies [Special Issue: Neo-Victorianism], 18(3), 4-21. http://www.nla.gov.au/openpublish/index.php/AJVS/article/view/3201 Kohlke, M. (2011). Neo-Victorian Goblin Fruit: Maggie Power on the Gothic Fascinations of Demon Lovers and Re-Imagining the Victorians [Interview]. Neo-Victorian Studies, 4(1), 77-92. http://www.neovictorianstudies.com/past_issues/4-1%202011/NVS%204-1-5%20M-Kohlke.pdf Kohlke, M. (2008). Introduction: Speculations in and on the Neo-Victorian Encounter. Neo-Victorian Studies, 1(1), 1-18. http://www.neovictorianstudies.com/past_issues/Autumn2008/NVS%201-1%20M-Kohlke.pdf Kohlke, M. (2017). What's So Funny about the Nineteenth Century?. Neo-Victorian Humour: Comic Subversions and Unlaughter in Contemporary Historical Re-Visions (pp. 1-43). Brill / Rodopi Kohlke, M. (2017). Neo-Victorian Killing Humour: Laughing at Death in the Opium Wars. Neo-Victorian Humour: Comic Subversions and Unlaughter in Contemporary Historical Re-Visions (pp. 71-102). Brill / Rodopi Kohlke, M. (2017). Adaptive/Appropriative Reuse in Neo-Victorian Fiction: Having One's Cake and Eating It Too. Interventions: Rethinking the Nineteenth Century (pp. 169-187). Manchester University Press Kohlke, M. (2015). 'Abominable Pictures’: Neo-Victorianism and the Tyranny of the Sexual Taboo. Transforming Anthony Trollope: Dispossession, Victorianism and Nineteenth-Century Word and Image (pp. 151-174). Leuven University Press Kohlke, M. & Gutleben, C. (2015). Troping the Neo-Victorian City: Strategies of Reconsidering the Metropolis. Neo-Victorian Cities: Reassessing Urban Politics and Poetics (Neo-Victorian Series, vol. 4) (pp. 1-40). Brill Rodopi Kohlke, M. (2015). Gothicising History: Traumatic Alterity, Repetition, and Return in Recent British Neo-Victorian Fiction. Twenty-First-Century British Fiction – Critical Essays (pp. 61-82). Gylphi Kohlke, M. (2014). Witnessing without Witnesses: Atwood’s Oryx and Crake as Limit-Case of Fictional Testimony. Contemporary Trauma Narratives: Liminality and the Ethics of Form (pp. 53-69). Routledge Kohlke, M. (2014). Mining the Neo-Victorian Vein: Prospecting for Gold, Buried Treasure, and Uncertain Metal. Neo-Victorian Literature and Culture: Immersions and Revisitations (pp. 21-37). Routledge Kohlke, M. & Gutleben, C. (2012). The (Mis)Shapes of Neo-Victorian Gothic: Continuations, Adaptations, Transformations. Neo-Victorian Gothic: Horror, Violence and Degeneration in the Re-Imagined Nineteenth Century (Neo-Victorian Series, vol. 3) (pp. 1-48). Rodopi Kohlke, M. & Gutleben, C. (2012). Neo-Victorian Female Gothic: Fantasies of Self-Abjection. Neo-Victorian Gothic: Horror, Violence and Degeneration in the Re-Imagined Nineteenth Century (Neo-Victorian Series, vol. 3) (pp. 221-250). Rodopi Kohlke, M. (2011). Pathologized Masculinity in Pat Barker’s Double Vision: Stephen Sharkey’s Monstrous Others. Re-reading Pat Barker (pp. 79-98). Cambridge Scholars Publishing Kohlke, M. (2011). Sublime Violations: Trauma Literature and the Search for Transcendence through Violence. Creating Destruction: Constructing Images of Violence and Genocide (pp. 139-158). Rodopi Kohlke, M. & Gutleben, C. (2011). Introducing Neo-Victorian Family Matters: Cultural Capital and Reproduction. Neo-Victorian Families; Gender, Sexuality and Cultural Politics (Neo-Victorian Series, vol. 2) (pp. 1-42). Rodopi https://doi.org/10.1163/9789401207249_002, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa23020 Kohlke, M. (2011). Neo-Victorian Childhoods: Re-Imagining the Worst of Times. Neo-Victorian Families: Gender, Sexuality and Cultural Politics (Neo-Victorian Series, vol. 2) (pp. 119-147). Rodopi Kohlke, M. & Gutleben, C. (2010). Introduction: Bearing After-Witness to the Nineteenth Century. Neo-Victorian Tropes of Trauma: The Politics of Bearing After-Witness to Nineteenth-Century Suffering (Neo-Victorian Series, vol. 1) (pp. 1-34). Rodopi Kohlke, M. (2010). Tipoo’s Tiger on the Loose: Neo-Victorian Witness-Bearing and the Trauma of the Indian Mutiny. Neo-Victorian Tropes of Trauma: The Politics of Bearing After-Witness to Nineteenth-Century Suffering (Neo-Victorian Series, vol. 1) (pp. 367-397). Rodopi Wallhead, C. & Kohlke, M. (2010). The Neo-Victorian Frame of Mitchell’s Cloud Atlas: Temporal and Traumatic Reverberations. Neo-Victorian Tropes of Trauma: The Politics of Bearing After-Witness to Nineteenth-Century Suffering (Neo-Victorian Series, vol. 1) (pp. 217-252). Rodopi Kohlke, M. (2009). Nostalgic Violence? Neo-Victorian (Re-)Visions of Historical Conflict. Understanding Violence: Contexts and Portrayals (pp. 25-37). Inter-Disciplinary Press http://www.inter-disciplinary.net/wp-content/uploads/2009/07/vchue15e.pdf Kohlke, M. (2008). Sexsation and the Neo-Victorian Novel: Orientalising the Nineteenth Century in Contemporary Fiction. Negotiating Sexual Idioms: Image, Text, Performance (pp. 53-77). Rodopi Kohlke, M. & Orza, L. (2008). Introduction: The Intricacies of Sexual Idioms. Negotiating Sexual Idioms: Image, Text, Performance (pp. ix-xxxi). Rodopi Kohlke, M. (2008). The Neo-Victorian Sexsation: Literary Excursions into the Nineteenth Century Erotic. Probing the Problematics: Sex and Sexuality [eBook] (pp. 345-356). Inter-Disciplinary Press http://www.inter-disciplinary.net/publishing/wp-content/uploads/2015/06/ptp-2.2.pdf Kohlke, M. & Gutleben, C. (Eds.). (2017). Neo-Victorian Humour: Comic Subversions and Unlaughter in Contemporary Historical Re-Visions. Brill/Rodopi. Kohlke, M. & Gutleben, C. (Eds.). (2015). Neo-Victorian Cities: Reassessing Urban Politics and Poetics (Neo-Victorian Series, vol. 4). Brill Rodopi. https://brill.com/view/title/31659?rskey=GcgjP9&result=1 Kohlke, M. & Gutleben, C. (Eds.). (2012). Neo-Victorian Gothic: Horror, Violence and Degeneration in the Re-Imagined Nineteenth Century (Neo-Victorian Series, vol. 3). Rodopi. Kohlke, M. & Gutleben, C. (Eds.). (2011). New-Victorian Families: Gender, Sexual and Cultural Politics (Neo-Victorian Series, vol. 2). Rodopi. Kohlke, M. & Guteben, C. (Eds.). (2010). Neo-Victorian Tropes of Trauma: The Politics of Bearing After-Witness to Nineteenth-Century Suffering (Neo-Victorian Series, vol. 1). Rodopi. Kohlke, M. & Orza, L. (Eds.). (2008). Negotiating Sexual Idioms: Image, Text, Performance. Rodopi. Kohlke, M. & Orza, L. (Eds.). (2008). Probing the Problematics: Sex and Sexuality [eBook]. Inter-Disciplinary Press. 'The Fastenings' (current) Other supervisor: Dr Alan Bilton The Crow: how grief and trauma can be processed through the medium of storytelling (current) Daphne du Maurier: Gendering the Gothic (awarded 2023) Other supervisor: Dr Alice Barnaby Taught Modules EN-100 Monsters, Theories, Transformations Literary works open up different meanings depending on the questions we ask them and the assumptions we bring to them. Literary meaning is in continual transformation. This module examines some of the ways in which this occurs through critical reading and intertextual revision. The first half of the module looks at two works, Mary Shelley's Frankenstein and Bram Stoker's Dracula, that have been plurally interpreted by critics; the second half of the module considers the transformation of narrative and ideology in the 'intertextual' revision of Charlotte Bronte's Jane Eyre by Jean Rhys's Wide Sargasso Sea. The course looks at how meaning in literature is transformed and how it transforms the ways in which we see the world. EN-206 Debating Texts: Theory in Literature Literature prompts debate, and speaks to us differently depending on the questions that we ask of it. This course looks at how our understanding of meaning in literature changes when we think about critical debates concerning the role of history, language and subjectivity in texts. We take three very different texts from different periods, and look at the ways in which the texts (and debates around them) raise questions of history, language and subjectivity, and how the texts comment on these issues. We begin with a classic of 19th century realism, Charles Dickens's HARD TIMES (1854), move on to the groundbreaking work of modernist experiment, Virginia Woolf's MRS DALLOWAY (1925), and end with a powerful example of postmodern representation, Toni Morrison's BELOVED (1987). The course will be taught by a formal lecture followed by a discussion forum, in which short passages of literary and theoretical text will be read and debated in the lecture theatre. EN-3031 Dissertation - English Literature The Dissertation is an optional, two-semester, 40-credit module designed to develop high-level academic skills and intellectual independence in the students. A first-semester skills-building programme will include: research skills, summary skills, bibliographic skills, ability to synthesise succinctly, planning and organisational skills, correct presentation of a thesis and bibliography, presentational skills and public speaking. Students conduct research on a subject of their choice, devised in consultation with a member of the English literature staff. The topic will be devised to fall within staff research and teaching specialisms, broadly defined. Students attend group sessions on research skills in Semesters 1 and 2, and have individual meetings with supervisors in Semester 2. EN-394 Reading/Writing Trauma This option explores representations of trauma in English-language literature and translation. Discussion will focus on the popularisation of the trope of trauma as both a cultural phenomenon and an explanatory mode in contemporary discourses of history, personal identity, and cultural self-definition. How does the literature of trauma grapple with historical atrocities, imperatives to remember, and wilful forgetting by individuals and communities? Drawing on trauma theory, as well as psychoanalytical, postcolonial, and feminist theory, the seminar analyses the politics of representing violent woundings of human bodies and psyches ¿ through war, political violence, genocide, domestic abuse, racism, colonialism, and illness. We will explore the ethics of narrative witnessing and the dangers of appropriation, desensitization, and voyeurism raised by narratives of extreme violence and suffering. Finally, the seminar will address the consolatory and/or reparative implications of trauma literature and its potential socio-political impact. EN-M31 Dissertation Individual project devised and defined in discussion between supervisor and student. EN-M41 Research Practice in English / Contemporary Writing / Welsh Writing in English Supervised project on research methodology in practice. Students build a detailed bibliographical plan for their MA dissertation project. EN-M80 Practising Ideas: Advanced Research Skills in English / Contemporary Writing / Welsh Writing in English This module is designed to introduce you to key practical and conceptual tools necessary for scholarship at Master¿s level and beyond. The aim is for you to gain the competencies and confidence to complete and enjoy the degree. In a seminar and occasional workshop format, you will practise a range of core professional research skills. You will be encouraged to reflect on your own learning and academic development to become a more independent and self-directed lifelong learner. You will produce a Portfolio of assessed work. These activities will support your work in other MA modules, particularly EN-M41 Research Practice and your EN-M31 Dissertation, while also equipping you with a set of transferable skills that are highly valued by many employers. EN-M86 Neo-Victorian Children’s and Young Adult Fiction This seminar explores the vibrant breadth and diversity of neo-Victorian children¿s and Young Adult (YA) fiction, a popular and commercially successful subcategory of historical fiction set in the Long Nineteenth Century or engaging with the period¿s socio-cultural and aesthetic legacies. Combining the theoretical approaches of Neo-Victorian Studies and Studies in Children¿s/YA Literature, the course familiarises students with a range of neo-Victorian genre fiction for young readers, including time-slip, steampunk, and mystery/detective fiction, while developing students¿ knowledge of issues and debates in both fields. The course covers the literary constructions of children, childhood, and children¿s worlds, alongside texts¿ ideological and educational implications. In particular, the seminar focuses on the cultural attitudes and concerns that inform representations of historical gender, class, ethnic, and national struggles and traumas for younger audiences through their introduction to the re-imagined Long Nineteenth Century. FY-017 Place, Memory & Identity in Literature, Film and Art Strongly linked with constructions of personal and national identity, place plays a crucial role in film and literature, as well as in visual art. Place serves as a locus of personal and collective memory, in and through which historical traumas are enacted, inscribed, and commemorated. Yet particularly the natural world and rural spaces also seem to function as sources of refuge, (nostalgic) escapism, and resistance to socio-political conflicts and the pressures of modernity more generally. Through the study of a selection of European films and a range of poems and prose fiction (as well as some visual artworks), this module explores the memory politics involved in representations of place and of movement between places. Students will reflect on how place is employed to mediate and `work through¿ different forms of trauma and how it promotes a sense of belonging and/or exclusion from the human community. We also explore the loss of identity via tropes of `placelessness¿. Particular attention will be paid to characters¿ connections to the land, and to how the natural world and its devastating exploitation impact interpersonal, inter-community, and human-nonhuman relations. Conference Keynotes, Guest Lectures, Invited Papers and Forum Contributions 2015. “Neo-Victorian ‘Re-Imagineerings’ of Urban Ethnoscapes on Screen: The Invisible Problem of Race in the Gothic Cityscape”, Invited Paper presented at the Transforming Cities conference, Braunschweig, Germany, 3-4 July 2015. 2014. “Neo-Victorianism’s Death Wish: Musings on the Lure of Victorian Deathliness”, Guest Lecture presented at ‘What death can join together’: Neo-Victorian Mortalities in the 21st Century research seminar for the Death – Centre for Modern Studies research group, York University, UK, 26 November 2014. 2014. “Neo-Victorian Doings and Undoings: The Nineteenth Century Remediated”, Joint Guest Lecture (with Christian Gutleben) presented to the Arts, Media, and Culture Research Group and the Centre for Gender and Diversity, Maastricht University, The Netherlands, 13 March 2014. 2013. “Reciprocal Haunting in Ripper Street: Spectres of Twenty-First-Century Sexual Abuse in Neo-Victorian Media”, Guest Lecture presented at the Monsters and Detectives: Re-Writing the Victorians for Television and Radio symposium, Birkbeck University of London, UK. 23 November 2013. 2012. “Worrying the Wound: The Appalling Fascinations of Neo-Victorian Traumata”, Keynote Lecture presented at the Wounded Bodies, Tortured Souls: Narratives of Victorian and Neo-Victorian Trauma postgraduate conference, University of Portsmouth, UK, 14 June 2012. 2011. Guest participant at the forum ‘McJobs und die Zukunft der Geisteswissenschaften’ [‘McJobs and the Future of Arts and Humanities’], at the Anglistentag 2011 in Freiburg, Germany, 19-21 September 2011. 2011. “Luscious Aftertastes: The Influence of Pre-Raphaelitism in Neo-Victorian Fiction”, Keynote Lecture presented at the Neo-Victorian Art and Aestheticism symposium, University of Hull, UK, 26 March 2011. 2010. “Neo-Victorian Points of Departure and Destination (and Some Stopping Off Points In-Between)”, Guest Lecture presented at the Facultad Filosofía y Letras, University of Málaga, Spain (accompanied by neo-Victorian workshop for MA students), 20 May 2010. 2010. “Mining the Neo-Victorian Vein: Prospecting for Gold, Buried Treasure, and Uncertain Metal”, Keynote Lecture presented at the Fashioning the Neo-Victorian: Iterations of the Nineteenth Century in Contemporary Literature and Culture conference at the University of Erlangen-Nuremberg, Germany, 8-10 April 2010. 2009. “Neo-Victorianism as Postmodern Phenomenon: Re-Imagined Historical Violence, Narrative Traumatology and the Ethics of Cultural Memory”, Virtual Lecture presented at the Virtual Lectures from Across the Globe series for the Humanities Centre, Wayne State University, USA, 16 February 2009. 2019. “Traumatophilia in Neo-Victorian Fiction: The Lure of Historical Suffering”, Keynote Lecture presented at AICED-21, the 21st Annual International Conference of the English Department for the Literature and Cultural Studies section on Trauma, Narrative, Responsibility, University of Bucharest, Romania, 6-8 June 2019. 2019 “Orientating the Reader in Neo-Victorian Biofiction”, Keynote Lecture presented at the (Neo-)Victorian ‘Orientations’ in the Twenty-first Century conference, University of Málaga, Spain, 15-17 May 2019. 2018. “Neo-Victorianism’s Janus-Faced Orientations: To the Nineteenth Century and Beyond (All the Way Back to the Medieval)”, Keynote Lecture presented at the ISSM Boundary Crossings: the 2018 International Conference on Medievalism, Brock University, Ontario, Canada, 12-13 October 2018. 2017. “Neo-Victorian Decadent Pleasures: Consuming Bodies on Page and Screen’”, Keynote Lecture presented at the Neo-Victorian Decadences conference, Durham University, UK, 8-9 September 2017. 2017. “Cross-Cultural Consumptions of Desire: Pornographied Lesbian Bodies on Screen in Park Chan-wook and Chung Seo-kyung’s The Handmaiden (2016)”, Invited Paper presented at the Assuming Gender symposium, Cardiff University, 14 July 2017. 2017. “Neo-Victorianism’s Inhospitable Places”, Keynote Lecture presented at the Space and Place in Neo-Victorian Literature and Culture conference, Lancaster University, UK, 23 June 2017. 2017. “Neo-Victorianism’s Hospitable Inhospitality: Welcoming Otherness”, Keynote Lecture presented at 1st International Seminar on (Neo-)Victorian Studies in Spain, University of Málaga, Spain, 10-12 May 2017. Other Recent Conference Papers 2015. “Hair and Teeth, Skin and Bones: Reflections on Bodily Traces of Humanity”, presented at the Material Traces of the Past in Contemporary Literature conference, Universidad de Málaga, Malaga, Spain, 6-8 May 2015. 2013. “The Thrills and Kills of Neo-Victorian Slumming: Revelling in Ripper Street”, presented at the Neo-Victorian Cultures: The Victorians Today conference at Liverpool John Moores University, Liverpool, UK, 24-26 July 2013. 2012. “The Gothic Puppetry of Lust and War: The Neo‐Victorian Underworlds of Kathe Koja’s Under the Poppy”, presented at the International Gothic Association Conference, Heidelberg, Germany 2-5 August 2012. 2011. “The Trace of the Body in Poetry, Fiction, and Visual Art on the Holocaust”, presented at the Beyond Trauma: Narratives of (Im)Possibility in Contemporary Literatures in English conference at University of Zaragoza, Spain, 31 March - 2 April 2011. Swansea University is a registered charity, No. 1138342
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AML Measures Post Category:General To comply with both the FCA and FATF regulations on financial crime prevention and other UK laws and legal requirements, System Day Ltd (the company) has in place firm policies, procedures, audit checklists, objectives, training programs, staff assessments and controls for the mitigations and prevention of financial crime and money laundering. The company carries out regular audits on all processes, including on our financial crime and anti-money laundering measures, controls and procedures. Anti-Money Laundering Policy & Procedures The company and its employees are committed to the highest standards of money laundering and terrorist financing prevention, including anti-fraud, anti-corruption and anti bribery. We have robust and effective risk assessment and due diligence measures and controls in place to ensure compliance with the current regulations, laws and standards and ensure a continuous practice of monitoring and training for an inclusive approach. We understand that the money laundering regulations and legislation place a responsibility upon the Company and its employees to combat money laundering. Requirements set out by UK legislation, regulations and rules regarding the prevention, identification and reporting of money laundering or terrorist financing. This includes ensuring that we have adequate systems and controls in place to mitigate the risks posed to the Company and its clients, including the strict verification of, and due diligence checks This policy provides guidance and a systematic approach for our employees to ensure that their knowledge and understanding of the financial crime regulations is exemplary and sets out our expectations and their responsibilities under the regulations and our own objectives. We provide a broad, effective training program around the money laundering regulations and associated governing body requirements and carry out regular reviews and monitoring to assess and evidence employee understanding and application of those requirements. The Company will do everything possible to protect its employees and clients from exposure to money laundering and terrorist financing and ensure a company-wide risk based approach for the prevention of financial crime. Any actual or suspected acts of money laundering will be reported to the NCA and where applicable to the relevant supervisory authority. This policy applies to all staff within the Company and adherence to this policy is mandatory . The Company aim to identify, mitigate and prevent financial crime within its services and activities by implementing policies and procedures that identify, assess, monitor and manage money laundering risks and any other associated risks. Relevant Acts & Regulations The Proceeds of Crime Act 2002 provides for the confiscation or recovery of any proceeds from crime and contains the main money laundering legislation. It sets out the legislative scheme for the recovery of criminal assets with criminal confiscation being the most commonly used power, which occurs after a conviction has taken place. The money laundering provision in this Act, is supported by The Money Laundering, Terrorist Financing and Transfer of Funds Regulations 2017. Part 7 provides for various money laundering offences whereby a person commits an offence if they: conceal, disguise, convert or transfer criminal property or remove it from England, Wales, Scotland or Northern Ireland enter in to or becomes concerned in an arrangement which he or she knows, or suspects facilitates the acquisition, retention, use or control of criminal property acquire, use or have possession of criminal property Part 7 of POCA requires regulated financial institutions and businesses to report to the UK Financial Intelligence Unit, which is part of the NCA, any suspicions about criminal property or money laundering. The Serious Crime Act 2007 created serious crime prevention orders and contains provisions for information sharing where fraud is a concern. It contains a schedule of what is classed as a serious crime in the UK, which includes: – Tax Evasion In the UK, relevant laws and regulations regarding money laundering became effective in 1994. The Money Laundering Regulations 2007 and The Money Laundering (Amendment) Regulations 2012 extended the scope of the Regulations. The regulations also see the expansion of the Politically Exposed Persons definition and a central register for beneficial owners. Any organisation to whom the Money Laundering Regulations apply must be monitored by a supervisory authority the HMRC as their supervising authority. HMRC is the supervisory authority for: – Trust or company service providers not supervised by the FCA or a professional body Nominated Officer Organisations regulated by the Money Laundering Regulations are required to appoint a Nominated Officer whose role it is to be aware of any suspicious activity in the Company that might be linked to money laundering or terrorist financing and to report such Receiving reports of suspicious activity from any employee in the business Considering all reports and evaluating whether there is any evidence of money laundering or terrorist financing Reporting any suspicious activity or transaction to the National Crime Agency (NCA) by completing and submitting a Suspicious Activity Report Asking the NCA for a defence to a money laundering offence in relation to the transactions that they have reported Ensuring compliance with the MLR17 and any related money laundering regulations or codes of conduct Developing and implementing anti-money laundering controls and procedures Reviewing transactions and carrying out money laundering risk assessments Training employees in preventing money laundering and understanding financial crime Money Laundering Reporting Officer (MLRO) The MLRO is responsible for oversight of the Company’s compliance with the FCA’s rules on systems and controls against money laundering. The organisation must ensure that their MLRO has a sufficient level of authority and independence within the Company to allow them to perform their role and to have access to resources and information sufficient to enable them to carry out their obligations. Where an organisation must appoint both a nominated officer and an MLRO, the same employee can fill both roles. Where the Company has appointed an MLRO; they are based in the UK and in addition to any nominated officer obligations, are responsible for: – Monitoring operation of the Company’s anti-money laundering policies and procedures Responding promptly to any reasonable request for information made by the FCA Appointed Officers Maureen Caveley Laura Hirons HMRC Responsible Person As an organisation supervised by the HMRC for anti-money laundering, the Company have named on our application all ‘responsible persons’ (those with the legal responsibility and accountability to run/manage the organisation). In accordance with MLR17, those requiring supervisory approval and/or a fitness assessment within an organisation include any person who is a beneficial owner, officer or manager of a firm. HMRC Fit & Proper Assessment The Company confirm that we have registered with the HMRC as part of our anti-money laundering obligations and have ascertained who are the responsible persons with the Company. These persons have undergone the HMRC’s fit and proper test and their details are noted below. the person applying to register the Company the person running the Company (either on their own or in partnership) officers of the Company (including any director and/or company secretary) senior managers who are engaged directly in the provision of regulated activity the nominated officer beneficial owners of the Company Written Risk Assessment As part of the HMRC’s supervisory role in relation to money laundering; they require businesses supervised by them to have a dedicated money laundering risk assessment in writing which is subject to at least annual reviews. To prevent financial crime and money laundering within our organisation, the Company aims to meet the below objectives: – Establish and maintain policies, controls and procedures to mitigate and effectively manage the risks of money laundering and terrorist financing The reporting and detection of suspected money laundering to the NCA via an SAR All staff are trained and must remain vigilant for the signs of money laundering No payment of cash will be accepted by the company if it exceeds £1,000 Due diligence and client identification procedures are followed by all staff systems Review and maintain customer verification and due diligence procedures Implement procedures to enable the reporting of suspicions of money laundering Maintain record keeping procedures Abide by the Acts, legislation, regulations and supervisory authority guidance for preventing financial crime, terrorist financing and money laundering Procedures and Controls The MLR17 and those supervising financial crime prevention within organisations require that all firms have robust and dedicated policies, procedures and controls in place to combat money laundering. These controls include: – Monitoring, management and internal communication of policies and controls Staff awareness and training Reporting suspicious activity Internal Controls & Measures In the risk assessment and prevention of money laundering and terrorist financing, the Company has developed and implemented internal controls and measures designed to identify and mitigate risks. These controls comply with the money laundering regulations and are reviewed annually to ensure adequacy, effectiveness and compliance. System Day Ltd – the company: – Has established and maintains policies, controls and procedures for the purposes of preventing money laundering and terrorist financing within the organisation regularly review and update AML policies, controls and procedures and those associated with our AML program – the policies, controls and procedures established o any changes to those policies, controls and procedures made as a result of reviews any steps taken to communicate those policies, controls and procedures, to Company employees Have appointed an individual who is a member of the board of directors as the officer responsible for AML compliance. The officer and their role has been disseminated to all employees and agents Have through the use of risk management policies and procedures; identified, assessed and effectively managed, the risks associated with being used or exploited for financial crime ensures that adequate resources and funds are made available to address the risk of money laundering and terrorist financing Carries out extensive screening of employees and agents Has established an independent audit function which: – examines and evaluates the adequacy and effectiveness of the policies, controls and procedures adopted by us for the prevention of money laundering and financial crime o produces management information, providing improvement measures and associated action plans to the MLRO and Directors o effectively follows up such action plans to ensure completion and compliance of the recommendations Has implemented a training program for new starters and existing staff regarding money laundering and financial crime prevention, risk assessing and internal controls Has appointed a Nominated Officer and where applicable, we have notified the relevant supervisory authority of their identity and the appointment Has set up Client Identification Procedures, with client verification checks and due diligence being performed on all new and existing customers. The Company never forms a relationship with clients that have not been verified through our strict due diligence measures. Has gained verification and evidence from customers, suppliers and employees through due diligence checks and obtain supporting documents The Company operates a zero-tolerance policy with regard to bribery and corruption, we recognise the impact that bribery and corruption have on the prevention of money laundering. As bribery and corruption are often associated with organised crime and/or money laundering, we are committed to applying high standards of honesty and integrity throughout our organisation and ensure that all staff operate in accordance with the associated policy. The Company operates a risk-based approach with regard to preventing money laundering and terrorist financing and utilise risk assessments, measures and controls to mitigate the risks. Our risk-based approach involves: – Ensuring that only a dedicated person with the client in question and when assessing the risks of money laundering and terrorist financing, we consider: The types of customers we have Where those customers are based (FATF high-risk countries) Transaction types and volumes Products and services offered and/or activities undertaken Third-party reliance and/or use Customer behaviour monitoring Payment processing (i.e. cash, transfers (electronic or wire) etc) How funds are allocated, accepted and held Internal and external risks (i.e. customers, outsourcing, markets, systems etc) In accordance with the supervisory authority requirements on preventing money laundering and financial crime, we are operating a risk-based system and ensure that ‘source of funds’ checks and additional verification is obtained on payments below €10,000 when: the customer has presented cash in payment for the transaction, which is five times the size of an average transaction for your business, the customer has paid for the transaction by cheque or debit card, which is ten times the size of an average transaction The Company adheres to and complies with the principles of Know Your Customer, which aim to prevent financial crime and money laundering through client identification and due diligence. We take a risk-based approach and perform strict due diligence checks and ongoing monitoring on all clients, customers and transactions. As per the money laundering regulations, we utilise 3 tiers of due diligence checks, dependant on the risk, transactions and customer. SDD – Simplified Due Diligence is used in instances of extremely low risk, possibly for existing customer checks or those with single, low transactions. CDD – Customer Due Diligence is the standard for due diligence checks used in most cases for verification and identification EDD – Enhanced Due Diligence is used for high-risk customers, large transactions or specialised instances such as PEP’s or those from the FATF high risk countries. In accordance with the Joint Money Laundering Steering Group, we adhere to the below core obligations with regard to due diligence: – Must carry out prescribed CDD measures for all customers not covered by exemptions Must have systems to deal with identification issues in relation to those who cannot produce the standard evidence. Must apply enhanced due diligence to take account of the greater potential for money laundering in higher risk cases, specifically when the customer is not physically present when being identified, and in respect of PEPs and correspondent banking Some persons/entities must not be dealt with If satisfactory evidence of identity is not obtained, the business relationship must not proceed further Must have some system for keeping customer information up to date Standard Due Diligence Assessment For those individuals or businesses deemed as low risk; we carry out standard due diligence checks, including background and identify checks performed prior to proceeding with the business relationship. The Company recognise that due diligence checks are mandatory in the UK when: – establishing a business relationship carrying out an occasional transaction that amounts to a transfer of funds within the meaning of Article 3.9 of the funds transfer regulation exceeding £1,000 suspecting money laundering or terrorist financing doubting the veracity or adequacy of documents or information previously obtained for the purposes of identification or verification The Company also recognise the requirement to apply customer due diligence measures where we carry out an occasional transaction that amounts to £15,000 or more, whether the transaction is executed in a single operation or in several operations which appear to be linked. In addition to our standard new business relationship due diligence measures. We also carry out standard due diligence measures: – when we have any legal duty during the calendar year to contact an existing customer for the purpose of reviewing any information which: – is relevant to the Company’s risk assessment for that customer, and relates to the beneficial ownership of the customer, including information which enables the Company to understand the ownership or control structure of a legal person, trust, foundation, or similar arrangement who is the beneficial owner of the customer at other appropriate times to existing customers on a risk-based approach when the Company becomes aware that the circumstances of an existing customer relevant to its risk assessment for that customer have changed Enhanced Due Diligence Assessment For those individuals or businesses assessed as being medium to high-risk, the Company carry out extra due diligence checks in addition to the standard searches and verifications. This enhanced due diligence includes checks on financial and criminal background, references, source of funds/wealth, business associates, activities, owner and/or business relationship information and enhanced identity verification. The Company also investigates the reason for any transactions, the purpose of the business relationship and conducts ongoing monitoring procedures on the customer and business relationship at regular intervals. Enhanced due diligence questions are detailed in our standard due diligence questionnaires but are only completed where the need for EDD or high-risk customers have been identified. In accordance with MLR17 , the Company applies enhanced customer due diligence measures and enhanced ongoing monitoring Where an individual or legal identity has been risk assessed and scored as presenting a higher risk in terms of money laundering or terrorist financing Where any obtained due diligence document or response is not conclusive in either proving an identity, or registered/residential address Where the customer has not been physically present for identification purposes or in the case of legal entities, where a physical site visit has not taken place Where the individual or legal entity is from a non-European Economic Area Where the customer or potential customer is a PEP, or a family member or known close associate of a PEP In any business relationship with a person established in a high-risk third country or in relation to any relevant transaction where either of the parties to the transaction is established in a high-risk third country In relation to correspondent relationships with a credit institution or a financial institution Where a customer has provided false identification documentation or information and the Company proposes to continue to deal with that customer a transaction is complex and unusually large there is an unusual pattern of transactions, or the transaction or transactions have no apparent economic or legal purpose In any other case which by its nature can present a higher risk of money laundering or terrorist financing Additional background checks on financial status, trading history, criminal checks and status are performed and enhanced assessments that our standard customer due diligence does not cover. Such additional due diligence can include : – Obtaining source of funds/wealth Additional information on an individual’s position or employment Due diligence on family members and close known associates Geographical implications Enhanced referencing and additional information on previous, existing, and intended business relationships Obtaining information on the reasons for the transactions Monitoring & Auditing Due Diligence The Company’s Nominated Officer is responsible for ensuring that due diligence checks, and anti-money laundering measures are being completed and are fit for purpose. We also carry out bi-annual checks on all identification and background searches and documents held on file to ensure that they are still relevant, adequate and up to date. Electronic Money & Cryptocurrency As the Company utilises a form of electronic money as part of its services, we recognise that where an appropriate risk assessment demonstrates a low risk, we are exempt from certain customer due diligence measures with respect to electronic money. To verify whether the customer due diligence measures apply to a transaction, we review that the below conditions are met: – the maximum amount which can be stored electronically is £500 the relevant payment instrument is used exclusively to purchase goods or services anonymous electronic money cannot be used to fund the relevant payment instrument Where we are the issuer of the relevant payment instrument, we ensure that we carry out sufficient monitoring of our business relationship with the users of electronic money and of transactions made using the relevant payment instrument to enable us to detect any unusual or suspicious transactions. High-Risk Identification Where an individual is classed as high-risk, we perform enhanced due diligence checks and ensure that they are flagged as being in a high-risk category. We consider high-risk to be: – Politically Exposed Person’s Relatives and/or close associates of PEPs High-net Worth Individual/s Customers with large and/or complex transactions Unusual transactions or unusual patterns Entities registered in Countries classified as High Risk by FATF Unregistered Organisations When assessing whether there is a high risk of money laundering or terrorist financing in a particular situation, the Company utilise our AML Risk Assessment when making decisions about the extent of the measures which should be taken to manage and mitigate that risk. The risk factors that we consider are detailed in the above-named assessment. A Politically Exposed Person is an individual who is or has been entrusted with a prominent function and as such could potentially abuse such a position or function for the purposes of money laundering or other associated offences, such as corruption or bribery. Owing to the high risks associated with PEPs, the Financial Action Task Force recommends that additional AML and due diligence controls and measures are put into place when entering into a business relationship with a PEP. The Company utilises existing commercial resources and other databases for the identification and verification of PEPs and always ensures that initial due diligence KYC checks include reviewing individual names against those resources and databases to identify PEPs immediately. We also keep our own in-house list of PEPs with which to cross-check KYC data. The Company utilises additional due diligence measures for all identified Politically Exposed Persons (PEPs) and where such a proposal to establish a business relationship or carry out a one-off transaction with a PEP exists, we always ensure that: – Director or Senior Management approval for establishing the business relationship is obtained and recorded We take reasonable measures to establish the source of wealth and source of funds We conduct enhanced ongoing monitoring of the business relationship The Company utilises the Central Register and our own verification checks to identify and record Beneficial Owners. Under The Money Laundering, Terrorist Financing and Transfer of Funds Regulations 2017, member states need to create and maintain a directory of the beneficial owners of corporate entities incorporated in their country, which enables extra due diligence measures in verifying what customers have told us about their ownership. We consider beneficial owners to be higher risk and as such perform enhanced due diligence when developing a new business relationship. We seek to obtain and record: – Names of beneficial owners Dates of birth Nature and description of the beneficial ownership Whether the beneficial owner is a legal person, trust, company, foundation, or similar legal arrangement and take reasonable measures to understand the ownership and control structure of that legal person, trust, company, foundation or similar legal arrangement We utilise individual and business Due Diligence Questionnaires for retaining written records of all the actions the Company has taken to identify the beneficial owner of the body corporate and to verify the identity of the senior person in the body corporate responsible for managing it. Employee Verification and Screening We carry out due diligence checks and screening of employees and agents, both before the appointment is made and at regular intervals during the employment/appointment. Background checks are carried out as standard along with specific skills screening assessment of: – the skills, knowledge and expertise of the individual to carry out their functions effectively the conduct and integrity of the individual an understanding of the identification or mitigation of the risks of money laundering and terrorist financing as applicable to our business/industry knowledge and skills to ensure prevention or detection of money laundering and terrorist financing as applicable to our business Rcords Management All documents, accounts and transactions associated with clients/customers are retained as per the legal or statutory retention periods, which currently stands at 5 Years. Details of the below records are retained: – Identification and verification records Credit reference checks Company incorporation documents Transaction lists Audit and review records Our Nominated Officer is responsible for monitoring all anti-money laundering measures and raising SAR’s when needed. All documents relating to money laundering reporting, business transactions, client identification and customer due diligence are retained for a minimum of 5 years. The appointed person will ensure that the below minimums are met with regards to the information disclosed on any reports: – Full details of the people involved Full details of the nature of their your involvement The types of money laundering activity involved The dates of such activities Whether the transactions have happened, are ongoing or are imminent Where they took place How they were undertaken The approx. and/or exact amount/s of money/assets involved What has given rise to the suspicion Using all the information available at the time, the MLRO make an informed decision suspicion of money laundering and to enable them to prepare their report for the National Crime Agency, where appropriate. Financial Sanctions Reporting There are numerous UK and EU financial sanctions that apply within their respective territories and apply to all EU/UK persons, wherever they are in the world. The Office of Financial Sanctions Implementation (OFSI) works with the EU Commission in implementing and enforcing these sanctions. The Company regularly reviews the list published by the OFSI of those subject to financial sanctions imposed by the UK and keeps informed via sanction notices, guidance and news releases of any changes, additions and/or updates. Our appointed responsible person is accountable for documenting and reporting to OFSI where they have any reasonable cause to suspect that a designated person has committed an offence. We are dedicated to reporting any transactions carried out for persons subject to sanctions or if they try to use our services. Suspected breach reports are made via the government website below and a deputy appointed person is also aware of and trained on making such reports in the absence of the appointed person. Copies of all reports made are also retained by the Company for a period of 6 years from the date of the initial report submission. Discrepancies in Registers Under the MLR17 2019 amendments, the Company recognises the requirement to report discrepancies in registers before establishing a business relationship with: a company which is subject to the requirements of Part 21A of the Companies Act 2006 an unregistered company which is subject to the requirements of the Unregistered Companies Regulations 2009 a limited liability partnership which is subject to the requirements of the Limited Liability Partnerships (Application of Companies Act 2006) Regulations 2009, or an eligible Scottish partnership which is subject to the requirements of the Scottish Ongoing Due Diligence & Audits The Customer Service Team are responsible for the ongoing due diligence checks for the life of the client/customer account, ensuring that all information is kept up to date and that no adverse information has arisen since the last monitoring check was performed. Such checks are to be performed on all existing, active customers on a rolling annual basis. The Company has implemented a comprehensive Anti-Money Laundering and Financial Crime training program to ensure that all staff responsible for transaction processing and/or initiating and/or establishing business relationships, undergo AML knowledge, competency and awareness training. Our training methods and sessions are tailored to the business to ensure that staff are aware of the different possible patterns and techniques of money laundering that could occur in their everyday duties and roles. Our Financial Crime and AML training program ensure that all employees and agents are: – Confident and competent in the risk assessment and prevention of money laundering and financial crime Made aware of the law and associated regulations relating to money laundering and terrorist financing Provided with regular and relevant training in how to recognise and deal with transactions and other activities which may be related to money laundering or terrorist financing Given additional training and support where their role is directly relevant to the compliance with any requirement in the regulations, or Capable of contributing to the: – o identification or mitigation of the risk of money laundering and terrorist financing o prevention or detection of money laundering and terrorist financing Tipping Off Under section 333a of the POCA, “tipping off’ is an offence that carries a penalty of an unlimited fine and up to 5 years in prison. The Company takes measures to ensure that deliberate or accidental tipping off is not a risk factor and that no client is intentionally or inadvertently made aware of any SAR or activity investigation that may make them aware of our/NCA suspicions. Steps that we take to help reduce the risk of ‘tipping off’ include: Employee Training & Awareness – our Anti-Money Laundering & Financial Crime Training Sessions include details on tipping off; including: What constitutes tipping off,examples of tipping off, what the penalties are The Company have a Data Protection compliance program in place to ensure that we abide by both the Data Protection Act 2018 and the General Data Protection Regulation, both of which govern the processing of information relating to individuals. As a summary note; we ensure that all customers and those entering into a business relationship with the Company are given access to a clear and compliant privacy notice statement that includes details of our money laundering obligations and how personal data will only be used for the purposes of preventing money laundering and terrorist financing in accordance with the GDPR Article 13 requirements. The processing of personal data in accordance with these Regulations is lawful and necessary for the prevention of money laundering or terrorist financing and is for the performance of a task carried out in the public interest. All staff are aware of their obligation to report any suspicious or suspected inconsistent activities to the Nominated Officer with immediate effect. As a regulated firm, we are obligated under Part 7 of the Proceeds of Crime Act 2002 (POCA) and the Terrorism Act 2000 (TACT), to submit a SAR in respect of any suspicious or inconsistent actions/information that may come to use or be known to us as part of our usual business. This includes where we have suspect or have reasonable grounds for knowing or suspecting, that a person is engaged in, or attempting, money laundering or terrorist financing. Our SAR always contains detailed, relevant and informed information alongside a summary for the ease of the persons reading the report. Contact details and reasons for suspicions are noted and where applicable, we will also inform any law enforcement or government agency who may be best placed to utilise or act on the information provided. Our dedicated Nominated Officer will submit the SAR as soon as is practicable and complete our own internal SAR for record keeping and gap analysis purposes. We understand that we can submit SARs in any format including by post, fax or via the NCA website using their SAR Online system. SAR Procedures All staff are made aware during induction and ongoing training sessions of the importance of reporting any suspicious activity to the Nominated Officer. They are also given clear examples of what could make up suspicious activity. Any suspicions of activity that contravenes POCA or MLR17 is reported to the Nominated Officer immediately If the activity involves a transaction that can be delayed; the Nominated Officer takes this action as soon as possible Any communication from the client regarding a delayed transaction is directed to the Nominated Officer to reduce the risk of inadvertent ‘tipping off The Nominated Officer reviews the reported information and completes and internal SAR form The Nominated Officer records the decision to file the activity as none suspicious (with supporting evidence) or to submit a SAR via the NCA website Responsible persons within the organisation who are accountable for the prevention of financial crime and compliance with money laundering rules and regulations are recorded in this policy. It is the Company’s policy to ensure that Senior Management have developed, implemented, actioned and frequently monitor the below areas in relation to money laundering and terrorist financing: – Carrying out a risk assessment identifying where the Company is/could be vulnerable to money laundering (including terrorist financing) and create a summary written risk assessment statement based on the findings and mitigating controls Ensure a risk-based approach is taken for managing the identified risks and to allocate resources, funds and staff on those areas deemed to be of higher risk Keep all AML associated policies, controls, and procedures up to date and part of a regular review program to ensure that changes, systems, updated laws/regulations and guidance materials are frequently reviewed and monitored to reflect the risks faced by the Company Educate and train all employees regarding money laundering risks and prevention and facilitate enough resources and funds for such training, with key focus on employees in roles relating to due diligence or high-risk customers Develop, implement, and monitor systems in relation to customer transactions and for activities involving persons/businesses from/based in high-risk third countries (as identified by the EU, FATF or relevant financial sanctions from OFSI) Review, approve and monitor any ongoing business relationship with politically exposed person(s) (including family members and/or known associates of PEP’s) The Company has appointed a Nominated Officer where required and complies with all UK legislation and regulations regarding the prevention and risk mitigation of money laundering. We ensure that all employees are provided with the time, resources and support to learn, understand and implement the AML processes and regulations and are expected to be vigilant to any acts of suspected financial crime. The Nominated Officer will ensure that any actual or suspected case of money laundering is detailed on a Suspicious Activity Report and is reported to the National Crime Agency immediately. Company Bank Account 1 March 2023/ Apostille Company Documents Notice to deliver a Company Tax Return Identity Verification – Companies House Client Refund Company Administration
2023-14/0037/en_head.json.gz/13374
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»News»Networking ( Page 4 ) Global, Networking, News, Security FIFA World Cup WiFi hotspots unsecure: study Football fans heading to Russia for the World Cup 2018 have been warned to be on their guard when connecting to local Wi-Fi networks, researchers at Kaspersky Lab warned. Adelle Geronimo June 7, 2018, 2:41 pm June 7, 2018 Networking, News Saudi Arabia Mobily signs new deal to modernise IP networks Etihad Etisalat (Mobily), a mobile and data service provider in the Kingdom of Saudi Arabia, has awarded Nokia a contract to modernise and optimise its IP and optical networks. Adelle Geronimo June 7, 2018, 11:58 am June 7, 2018 Editor's Picks, Networking, News Cloud under the sea: Microsoft previews the future of data centres Microsoft on Wednesday has installed a massive data centre prototype on the seafloor near Scotland’s Orkney Islands. Adelle Geronimo June 7, 2018, 10:11 am June 11, 2018 Kuwait, Networking, News, Telecoms Zain launches first 5G network in Kuwait Kuwait telco Zain has launched the first integrated 5G technology on its network, which will provide high-speed communications with high efficiency. Adelle Geronimo June 4, 2018, 1:51 pm June 13, 2018 Bahrain, Networking, News Huawei prepares Bahrain firms for 5G Huawei has hosted a series of workshops gathering a lineup of industry leaders and experts in Bahrain. Held under the theme, “Empowered by Innovation, 5G is now,” the workshops were organised in partnership with local carriers and regulator. Adelle Geronimo May 31, 2018, 1:57 pm June 13, 2018 Networking, Saudi Arabia, Technology Saudi Arabia’s Al Khobar becomes first Middle East city to get 5G network Al Khobar, a city in Saudi Arabia’s oil-rich Eastern Province, became the first city in the Middle East and North Africa to test 5G wireless connectivity after it launched a pilot project last week, according to a recent statement released by the Kingdom’s Ministry of Culture and Information. Qualcomm, Facebook team up to deliver high-speed Internet Qualcomm through its subsidiary, Qualcomm Technologies and Facebook announced they are working together to deliver high-speed internet connectivity with Facebook’s Terragraph technology through the development of a multi-node wireless system based on 60GHz technology from Qualcomm Technologies. Adelle Geronimo May 22, 2018, 12:01 pm May 22, 2018 Corporate, Networking, News, Oman, Technology, Telecoms Ooredoo Oman to allow users to carry forward unused data Ooredoo has announced that Home Broadband customers are now able to enjoy fast speeds, data rollover and the ease of being connected straight from the box, with their ‘available everywhere’ service Adelle Geronimo May 22, 2018, 9:37 am June 12, 2018 Kuwait gears up for IPv6 adoption The RIPE Network Coordination Centre (NCC) and the Kuwait Communication Information Telecommunications Regulatory Authority (CITRA) recently held a training programme for telecommunications and Internet service providers (ISPs) to educate them on how to work with Internet Protocol version 6 (IPv6) and deploy it on their networks. Networking, News, Telecoms 5G to evolve and elevate services in numerous sectors, says Etisalat chief “Today we are witnessing colossal advancements across all technologies with 5G to be a game changer as it aims to bring in evolution that would elevate services, performance and enablement revolutionising verticals like transport, energy, smart cities, security/surveillance and health.” Adelle Geronimo May 16, 2018, 3:37 pm May 16, 2018 UAE’s Etisalat launches region’s first commercial 5G network Etisalat has announced the launch of the first commercial 5G wireless network in the UAE becoming the first telecom operator in the Middle East and North Africa (MENA) region to achieve this technological milestone and set a industry benchmark. Adelle Geronimo May 15, 2018, 8:59 am May 15, 2018 Networking, News, Security Personal devices pose huge security risks to enterprises: study A recent study revealed that the cybersecurity risk posed to enterprises by personal devices and Internet of Things devices are rising in significance. Networking, News, Software IBM, Red Hat expand cloud alliance IBM and Red Hat have recently expanded their long-standing relationship, which to enable customers benefit from the combined power of both companies’ technologies in private and public clouds. UAE ranked as global leader in fibre optic networks UAE has the highest Fiber-to-the-Home (FTTH) penetration globally, with a coverage of 94.3 percent. Previous 1 2 3 4 5 6 7 8 9 10 … 118 Next Ingram Micro Offers Wireless Connectivity Solutions from Cambium Networks D-Link Reveals Latest Connectivity Innovations at Mobile World Congress 2021 AWS to open data centres in UAE D-Link Highlights How Mesh Networking can Accelerate SMBs’ Growth
2023-14/0037/en_head.json.gz/13375
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Domain Blogs Hosting Blogs .ae Domains tasjeel.ae Blog How to Build a E-Commerce Website by Wahid | May 27, 2020 | Website Hosting Blog Want to start selling online? That’s great – e-commerce is one of the best ways to scale your business. In this article, we’ll look at how to build an e-commerce website. But before we dive in, let’s cover the basics first… What is an E-Commerce Website? An e-commerce website is simply a website designed for selling products online. You can think of it as the opposite of a brochure site – which will allow customers to view products, but not to buy them. E-commerce websites should be set up securely to allow online payments. Advantages of E-Commerce The most obvious advantage of e-commerce is the ability to sell your products online. This could help you scale your business and reach new customers. Starting an e-commerce business is also much cheaper than starting a bricks-and-mortar business. The cheapest way to sell online is through a third-party website. Amazon and eBay are the most popular choices. But it’s difficult to build a unique brand on someone else’s website. You’ll also have to play by their rules when it comes to deliveries, returns, refunds and more. That’s why many online business owners prefer to build an e-commerce website of their own. Self-Built Online Shops At this point, you might be asking: Can I build my own e-commerce website? The answer is yes! There are plenty of tools available to help, so you won’t even need to pay a web developer. Before you build an e-commerce website, you need to decide which platform or software to use. Shopify is probably the most famous e-commerce platform. It includes website hosting, an e-commerce builder, and the option to register a domain name. But plenty of Shopify alternatives provide the same benefits. Let’s explore these now. Shopify Alternatives Online website builders make building your own website easy. They usually come with web hosting included – and sometimes a domain name too. The best e-commerce website builders allow you to build an e-commerce store without code. Another option is to start with a self-hosted WordPress website, then install WooCommerce. WooCommerce is a popular WordPress plugin that adds e-commerce functionality. This way, you can have all the benefits of WordPress, plus a powerful online store. Tip: If you like the idea of a simple Shopify alternative, then our website builder could be perfect for you. Alternatively, our WordPress hosting is ideal if you prefer the WordPress/WooCommerce option. Learn More About E-Commerce Websites We’ve covered the basics here to help you get started quickly. If you want to move forward now, you can use the links above to buy a plan. Of course, you might prefer to learn more about the marketing aspects too. If so, then explore this Entrepreneur.com guide to how to build an e-commerce website. Our Recent Blogs How to Check a Domain Mar 8, 2023 | Domain Name Blog Feb 20, 2023 | Website Hosting Blog Setting Up a Business Email Feb 15, 2023 | Email Hosting Website Hosting Blog
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Winners of the 15th Edition of Tata Steel Young Astronomer Talent Search (YATS) felicitated in the Grand Finale Bhubaneswar, December 13, 2021 - More than 2750 students of Odisha participate in the unique competition in 2021 – The winners of the 15th Edition of Tata Steel Young Astronomer Talent Search (YATS) 2021 were felicitated today at a function held on the virtual platform. On the occasion, the 30 District Toppers of the Junior group and Top 20 winners of the Senior group were felicitated. Tata Steel in collaboration with Pathani Samanta Planetarium, under the aegis of Science and Technology Department, Government of Odisha, has been conducting the YATS for school children of the state since 2007. The initiative aims to identify and encourage the talents of school children in the field of astronomy and space science by providing them with a platform to test and express their knowledge and to popularise the great contributions of the legendary Pathani Samanta. Shri Naveen Patnaik, Hon’ble Chief Minister of Odisha, Shri Ashok Chandra Panda, Hon’ble Minister, Science & Technology, Public Enterprises, Social Security & Empowerment of Persons with Disability, Government of Odisha, Shri Manoj Kumar Mishra, Secretary, Science & Technology Department, Govt of Odisha, Shri Laxmidhar Das, Director, Pathani Samanta Planetarium, Shri T. V. Narendran, CEO & Managing Director, Tata Steel, and Shri Chanakya Chaudhary, Vice President, Corporate Services, Tata Steel, were the honoured guests in the awards ceremony. In his message Shri Naveen Patnaik, Chief Minister of Odisha, said: “YATS is a great platform that ignites young minds of our student community. I am glad that it is now reaching out to students across all districts of the state and encouraging them to think out of the box and kindling their interest in astronomy. It is a befitting tribute to Pathani Samanta, the great astronomer of Odisha. This programme will go a long way in furthering the cause of research and development in astronomy and space sciences in the country.” Shri Ashok Chandra Panda, Hon’ble Minister, Science & Technology, Public Enterprises, Social Security & Empowerment of Persons with Disabilities, Government of Odisha, said: “The Government of Odisha under the able leadership of Hon’ble Chief Minister, Shri Naveen Patnaik has taken many steps to strengthen the science and technology base of the state and particularly roping in the young talents. YATS is one such programme. The government has in principle approved to send 10 meritorious high school students of the state each year to various establishments of NASA, USA on study and exposure visit. I would like to congratulate all the participants of this year’s YATS and the winners.” Shri Manoj Kumar Mishra, Secretary, Science & Technology Department, Government of Odisha, said: “ YATS is an iconic event and a big symbol of success of true Government and Private partnership. I would like to congratulate all the students for participating and their parents and teachers for supporting them. I would like to congratulate Tata Steel for taking YATS to the interiors and all the districts of Odisha.” T V Narendran, CEO & MD, Tata Steel, said: “Tata Steel’s long relationship with Odisha has grown stronger with time. Not only Tata Steel but even Tata Group has a significant footprint in Odisha and it is increasing by the day. I thank Hon’ble Chief Minister Shri Naveen Patnaik and the Govt. of Odisha for their continued support. YATS is a great opportunity for us to let the children of Odisha ignite their imagination, remind them of the great heritage of Odisha and provoke their interest in space science and astronomy. We hope, through this, we will be able to inspire the young minds to create a future which is so very important for Odisha and for our country. I congratulate all participants and winners and thank all teachers and parents for their support and mentorship of the children”. Chanakya Chaudhary, Vice President, Corporate Services, Tata Steel, said: “At Tata Steel, we strongly believe in the importance of building meaningful relationships with the community, to make a better and brighter tomorrow for all. From sporting infrastructure to art installations, literary and cultural events to educational interventions, we have several engagement initiatives. YATS is one such way in which we hope that our tomorrow is being made better by aiming to provide today’s children with a befitting platform that brings their talent to the fore and encourages scientific thought. The participation of students in YATS has been highly inspiring and gives us the impetus to make future events even more exciting.” To increase the reach of the program and make it accessible to children where schools are yet to open, a digital version of YATS was organised this year thus giving the opportunity to all school students of classes 6th to 10th of Odisha to participate in the prestigious and eagerly awaited annual event. The program was conducted for two groups, the junior group for students of classes 6th to 8th and the senior group for students of classes 9th and 10th. While the 30 district toppers of the junior group were adjudged winners based on the online tests, for the senior group, the top two participants of each district were invited to participate in online workshops, expert sessions, personal interviews held on 12th and 13th December on the digital platform and Top 20 winners were chosen from amongst them. More than 2750 students from across the state had participated in YATS this year. Commemorating the 186th Birth Anniversary of Pathani Samanta - the legendary astronomer from Odisha, and adding to the gaiety of the finals, special interesting astronomy based expert talks and workshops were organised on the digital platform which was open for all school students of the state. The sessions included a lively interaction with Prof. Annapurni Subramaniam, Director, Indian Institute of Astrophysics, a session by Dr Subhendu Pattnaik, Deputy Director (Technical), Pathani Samanta Planetarium on “Exploring the Universe”, one by the young and enthusiastic Team VSLV on “An insight to Satellite Communication, Sounding Rocket: A Novel Reckoning” and another by the famous Mr Sanjay Nekkanti, Founder of Dhruva Space. YATS, a unique initiative for high school students of the State of Odisha, has been gaining popularity since its launch. In the last 15 years, more than two lakh young science enthusiasts of the State have participated in YATS and 160 winning students had the opportunity to visit premier facilities of Indian Space Research Organisation (ISRO) in India. About Tata Steel Tata Steel group is among the top global steel companies with an annual crude steel capacity of 33 million tonnes per annum. It is one of the world's most geographically diversified steel producers, with operations and commercial presence across the world. The group recorded a consolidated turnover of US $21.06 billion in the financial year ending March 31, 2021. A Great Place to Work-CertifiedTM organisation, Tata Steel Ltd., together with its subsidiaries, associates, and joint ventures, is spread across five continents with an employee base of over 65,000. Tata Steel has been a part of the DJSI Emerging Markets Index since 2012 and has been consistently ranked amongst top 5 steel companies in the DJSI Corporate Sustainability Assessment since 2016. Besides being a member of ResponsibleSteelTM and worldsteel’s Climate Action Programme, Tata Steel has won several awards and recognitions including the World Economic Forum’s Global Lighthouse recognition for its Jamshedpur, Kalinganagar and IJmuiden Plants, and Prime Minister’s Trophy for the best performing integrated steel plant for 2016-17. The Company, ranked as India’s most valuable Metals & Mining brand by Brand Finance, featured amongst CII Top 25 innovative Indian Companies in 2020, received rating of ‘A-‘ (leadership band) from CDP for its Climate Change disclosure and Supply Chain disclosure, Steel Sustainability Champion 2020 recognition from worldsteel, ‘Most Ethical Company’ award 2021 from Ethisphere Institute, Best Risk Management Framework & Systems Award (2020) from CNBC TV-18, and Award for Excellence in Financial Reporting FY20 from ICAI, among several others. To know more, visit www.tatasteel.com and WeAlsoMakeTomorrow Statements in this press release describing the Company’s performance may be “forward looking statements” within the meaning of applicable securities laws and regulations. Actual results may differ materially from those directly or indirectly expressed, inferred or implied. Important factors that could make a difference to the Company’s operations include, among others, economic conditions affecting demand/ supply and price conditions in the domestic and overseas markets in which the Company operates, changes in or due to the environment, Government regulations, laws, statutes, judicial pronouncements and/ or other incidental factors. Sarvesh Kumar Chief, Corporate Communications - Tata Steel E-mail: [email protected]
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Design, Implementation, and Management of Distributed Databases — An Overview DOI link for Design, Implementation, and Management of Distributed Databases — An Overview Design, Implementation, and Management of Distributed Databases — An Overview book ByElizabeth N. Fong, Charles L. Sheppard, Kathryn A. Harvill A distributed database environment enables a user to access data residing anywhere in a corporation’s computer network, without regard to differences among computers, operating systems, Data Manipulation Language, or file structures. Data that is actually distributed across multiple remote computers will appear to the user as if it resided on the user’s own computer. Transaction management capabilities are essential to maintaining reliable and accurate databases. In some cases, distributed database software places and responsibility of managing transactions on the application program. In distributed database technology, different gateway software must be used and installed to connect nodes using different distributed database management system (DBMS) software. In some instances, distributed DBMS software is tied to a single Network Operating System. This limits the design alternatives for the distributed DBMS environment to the products of a single vendor. A distributed database management system offers many benefits. However, there are also many architectural choices that make the application design for distributed databases very complex.
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I don’t care who your daddy is… just take it elsewhere by Sonja Thompson in After Hours on April 13, 2006, 4:31 AM PDT I intentionally didn’t include this news story in the IT News Digest newsletter because it wasn’t “hard-core” IT like the majority of my news selections… however, I doubt many people could deny the severity of this topic (or at least would admit that they denied it). Check out the News.com story: Phony kids, virtual sex. ... I intentionally didn’t include this news story in the IT News Digest newsletter because it wasn’t “hard-core” IT like the majority of my news selections… however, I doubt many people could deny the severity of this topic (or at least would admit that they denied it). Check out the News.com story: Phony kids, virtual sex. Here’s my brief article recap… “Second Life” is a virtual gaming world for adults. However, “Some of the virtual world’s biggest fans are shaking their heads over what users call ‘age play.’ This age-based role-playing can take on various forms: It can be as innocuous as people acting out a family dynamic, or as potentially troubling as two adults engaging in sexual role playing, with one of the avatars made to look like a child.” In case you didn’t quite follow that last little factoid, let me spell it out. P-E-D-O-P-H-I-L-E According to the story, “legal experts said such virtual behavior between adults isn’t likely to break the law, since there are no real children involved….Illegal or not, virtual role-playing that could easily offend many players puts ‘Second Life’ creators at Linden Lab in a tricky spot: Do they try to legislate morality when it’s likely that no laws are actually being broken? Or do they let people do as they wish behind closed virtual doors?” You know, even if I didn’t have a kid, I wouldn’t think that type of role playing was fun, funny, or a turn-on. I understand that there is a world full of fetishes out there – from grown men who love to wear diapers to women who respond lovingly to the words “Who’s your daddy?” I’m not condemning or condoning anyone’s “kink” – as long as there are only consensual adults in the equation. But come on, Second Lifers, find an appropriate forum for that kind of behavior, and let the rest of the gamers play in a more comfortable venue. Sonja Thompson Published: April 13, 2006, 4:31 AM PDT Modified: April 13, 2006, 4:31 AM PDT See more After Hours Share: I don’t care who your daddy is… just take it elsewhere By Sonja Thompson My name is Sonja Thompson. I've worked for TechRepublic since October of 1999, starting with the enewsletter team, then with the Premium Products group (creating books and CDs), as well as programming some of the elements on the site. After leading the Tech News team on TR, I jumped at the opportunity to switch gears and try my hand at video editing, podcasts, and other forms of multimedia on the site. I'm currently the host of the Smartphones blog, plus I edit the TR Dojo video series. \ \ I graduated from the University of Louisville with a BA in English and a minor in Communications. Since then, I've also completed several technology related courses from SmartPlanet. My goal is to learn about the TR community, interact with members on the site, and hopefully encourage more people to participate - and more often. Contact Sonja Thompson See all of Sonja's content
2023-14/0037/en_head.json.gz/13379
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Oil Looks Less Supported at the Moment Than Shares Oil prices recovered slightly this morning to the area above $31 per barrel on Brent benchmark, but they quickly slipped back under the $30.5 level. Any further gains could hardly be achieved after crude prices collapsed yesterday to a four-year low under $29.5. Prices were regularly getting support in the early hours by Asian traders but the overall background remains quite negative. Goldman Sachs forecasts that through April 2020 oil demand could decline by more than four million barrels per day on a monthly basis and the forecast for Brent was lowered to $20 in the Q2 2020, while the Deutsche Bank lowered its forecast for Brent prices to $25 in Q2 and Q3 2020 on Tuesday. Bloomberg published the results of the experts' poll at the end of last week. According to the poll the demand for oil was estimated at around 100 million barrels per day in 2019. In comparison to recent numbers, the market may see a maximum drop in history as it may fall in average of more than 1 million bpd by the end of 2020,- which was last recorded in 2009 - or in the worst case scenario, it could drop even more than 2.65 million bpd, which was last recorded in 1980 during the world oil crisis. According to preliminary estimates by Singapore-based commodity traders from Trafigura, demand may contract by 10 million bpd in Q1 2020, and the same situation could be extended to the next quarter. "We haven't seen a demand event like this in history," said Saad Rahim, chief economist at oil trading giant Trafigura Group to Bloomberg. "Every day is going to be worse for demand for some time," he added. All these figures of a likely decline in demand are huge, yet they seem to be within ten % of the total volume of the world's production. This should not lead to the collapse of oil prices by half, but it has already happened in the market. This could mean that in addition to the real fundamental component, a big virtual speculative game is being played. But all this overload of all sorts of information from the media may at least delay the recovery of the oil market and, on the contrary, drag prices deeper in the range from $25 to $28 for a short period of time, perhaps over the next few days. Nevertheless, there is a positive background of information, which is worth mentioning. Exxon Mobil announced that the company is considering reducing CAPEX (capital expenditures) which could mean they are not going to invest much in production amid the conditions of low oil prices. US President Donald Trump decided to increase oil purchases for strategic reserves, not only in an effort to protect the United States from possible supply disruptions due to the quarantine but also to take advantage of historically low prices. At the same time, he could intend to save many shale companies from the threat of future bankruptcy. If the US federal agencies buy at least some of their oil inventories to store in the federal reserves, that may also contribute to at least a small rise in prices. The total volume of purchases could range from 60 to 80 million barrels according to various estimates. White House economic advisor Larry Kudlow said the US administration plans to purchase nearly 75 million barrels of oil in an attempt to stop "the shenanigans and the destruction of the market". Perhaps, this is why the US Energy Information Administration (EIA) today reports that it expects a record high shale oil production in April. That is not good news for prices and, therefore, for the shale companies too. At the same time Libya reported that the oil production is about at halt with 91,000 bpd as the current production level. Fundamentally speaking, some factors could support this barely outlined growth in oil prices. Even though they are consistent no one knows yet whether they will work at all. The current price levels look completely inadequate compared with the global balance of supply and demand, but the prices need a strong upside push to come back to a higher relatively equilibrium state. Those factors could be derived from a possible increase in the share of personal car usage, as during the current conditions people on all continents are trying to use public transport as less as possible. However, if the quarantine affects most of the countries with developed car markets, this effect could be limited. The important factor for sustaining price increase is to stop the decline in industrial oil consumption and to restart global production. The epidemic has already caused serious damage to the Chinese economy, and although normal life is gradually resuming there, now and again the pace of the Chinese economy will be certainly hit by the decline in consumption and demand in Europe, in the United States and all over the world. The normal functioning of industrial production in key countries is the main condition for a normal rate of recovery in commodity prices. There is also a strong inertial and psychological relation between oil prices and the behaviour of stock indexes. Yesterday evening, the European stock exchanges did not recorder new lows of the week once again before the market closed. This morning they opened with a gap upward and even showed a slight increase in indexes in the first trading hour, but then they slipped below today's opening prices. To help the markets, central banks introduced large stimulus packages and quantitative easing (QE) programs, buying their own countries' bonds like a snake eating its own tail. Altogether this was a synchronised move, they cut interest rates almost to zero levels and promised more easing if things get worse while governments promised to provide tax breaks or tax vacations to local companies. All these measures could potentially ease the situation, and at the same time, it may be clear that none of them will work directly to support market prices. As Donald Trump said: "the markets will take care of themselves." Yes, it's just what happens each time after a price crash, and the only question remaining is how soon will it take for this to happen given that Donald Trump himself recognised that the epidemic in the U.S., in his opinion, could surpass its peak by July or August. It may happen earlier as China managed the outbreak in two months, but the scenario for the rest of the world might be different. Meanwhile the market headlines of the American media look a little more sobering. For example, the front page of the Wall Street Journal published an article today with the eloquent headline: "Extreme Volatility in Shares Isn't Due Just to the Pandemic" highlighting that "Computerized trading can dictate selling more simply because selling is on the rise". In this regard, temporary bans on short deals, which were introduced on a number of stock exchanges in France, Spain, Italy, Turkey, and earlier in South Korea and China, don't seem like such a bad idea. The ban may change at least the incoming data for the robotic trading programs. Analysis and opinions provided herein are intended solely for informational and educational purposes and don't represent a recommendation or investment advice by TeleTrade. Indiscriminate reliance on illustrative or informational materials may lead to losses. read other opinions of the author Lysakov Sergey Material posted here is solely for information purposes and reliance on this may lead to losses. Past performances are not a reliable indicator of future results. Please read our full disclaimer. 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Please read our full Terms of Use. To maximise our visitors' browsing experience, TeleTrade uses cookies in our web services. By continuing to browse this site you agree to our use of cookies. Teletrade-DJ International Consulting Ltd currently provides its services on a cross-border basis, within EEA states (except Belgium) under the MiFID passporting regime, and in selected 3rd countries. TeleTrade does not provide its services to residents or nationals of the USA. This website cookies optimise user experience. By clicking "OK" you are providing your consent to our use of cookies. For more information, please read our Privacy Policy CFDs are complex instruments and come with a high risk of losing money rapidly due to leverage. 75.19% of retail investor accounts lose money when trading CFDs with this provider. You should consider whether you understand how CFDs work and whether you can afford to take the high risk of losing your money.
2023-14/0037/en_head.json.gz/13380
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Tesla Giga New York faces racism allegations: report Tesla Gigafactory New York (Credit: Tesla) By Simon Alvarez Tesla Giga New York employees have alleged that they routinely faced racism while working at the plant. The problems have reportedly persisted since the facility opened years ago. Gigafactory New York has been the site of controversy recently after the company terminated a number of employees as part of its regular performance review cycle. Among those who were terminated was an employee who identified as part of an active unionization campaign. A complaint with the US National Labor Relations Board has been filed against the EV maker for allegedly striking back at unionization efforts. As per a recent report from the Investigative Post, a number of Black employees at Giga New York have also come forward about their alleged experiences on the plant. Seven current and former Tesla employees noted that the racist treatment they received ranged from offensive remarks to them being passed over for promotions regularly. Among those who were interviewed by the publication, four claimed that they were passed over for promotions at least 20 times when they tried to get a better post at the plant. The employees noted that as production associates, they worked on numerous manufacturing lines, and at times, they ended up supervising the work of other employees. The employees noted that when they attempted to get a promotion, they were generally unsuccessful. As an example, two Black employees who were assigned to work on a new battery line reportedly performed very well, to the point where they ended up writing an instruction manual on how the line should work. When they approached Human Resources for a potential reward for their work, the men were reportedly denied. After this, one of the men claimed that he was sent to another area of Giga New York to pack boxes. Eventually, a job was opened for the line that the men knew how to run, so both applied. One was asked to pass an engineering test and sit through an unusually extended interview before getting denied. The other did not even reach the interview stage. It was only after the line was shut down and restarted that one of the men was given a chance to have a more senior position. “I don’t think there’s a clear structure. Did they even get my application? Did they look at it? Are they not hiring anymore? They don’t tell you anything,” one of the men said. Five employees also alleged that Giga New York managers had asked groups of Black workers not to speak in groups due to optics. “People will, two or three people, gather and have a conversation. The minute the Black men gather, (management says) ‘Oh, you guys can’t group up like that. You know, it looks like a gang,'” an employee claimed. The employees alleged that this type of treatment seemed specific to Black workers. This was because other workers of color do not experience the same treatment. This reportedly became particularly uncomfortable following the Tops shooting last May. After the tragedy, some Giga New York workers wanted to attend a vigil during work hours. Management allowed the workers to attend the vigil without pay, but when the workers returned, Giga New York management reportedly assumed that the Black workers were talking about forming a union. Tesla reportedly brought in an official to talk to the plant’s leadership about avoiding a union. Amidst the allegations, the Giga New York employees did highlight that there are some positive changes in the facility. This included the arrival of a new production manager, Adetope Ogunniyi, who used to work at the company’s Nevada facility. The production manager has reportedly made positive changes, and she has done what she can to ensure that qualified Black employees are granted interviews and promotions. Despite her efforts, however, issues are reportedly still present. “She’s trying to make changes. But, you know, they’re slow in coming,” one of the workers noted. The full report on the employees’ allegations against Giga New York can be accessed here. Don’t hesitate to contact us with news tips. Just send a message to [email protected] to give us a heads up. Tesla Investor Day can have greater significance on market’s perception of rivals: Morgan Stanley Tesla right-hand-drive (RHD) vehicles spotted waiting for shipment at Shanghai port
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Cloud Advisory & Assessment Services AWS Cloud Migration Services AWS Cloud Managed Services Cloud Engineering Services Cloud App Modernization Services With leaders from different technical backgrounds and industries, Tgix has grown as a trusted AWS partner for government agencies, global enterprises, and startups. Meet the seasoned professionals who work tirelessly to help businesses build a solid cloud infrastructure. Moses Merchant Moses Merchant is one of the original co-founders of Tgix. In his role as CEO, he is primarily responsible for setting the strategic direction of the company, along with the development, management and advancement of Tgix’s core business offerings. Moses is a veteran of the IT and Cloud Services industry. He has over 25 years of experience working with clients across a variety of industries, including healthcare, financial services, media & entertainment, and retail. He is equally comfortable leading hands-on technical architecture and implementation discussions as he is with his corporate responsibilities. Moses received a Master of Science degree in Information Networking from Carnegie Mellon University and a Bachelor of Engineering degree in Computer Engineering from the University of Mumbai, India. He loves to eat super spicy food, read historical fiction, and indulge in weekend getaways with his wife and 3 daughters. Yogen Sanghani Vice President / COO / CTO Yogen is a co-founder of Tgix, and balances the critical dual roles of COO and CTO in the organization. As COO, he ensures the smooth running of the day-to-day operations at the company, and oversees the People and Financial Management areas. As CTO, he is additionally responsible for driving the company’s technology focus, and provides oversight across the practice areas and client engagements. He has more than 25 years of experience in architecting and managing complex, mission-critical business systems for enterprise clients such as Penguin Random House, Pfizer, American Stock Exchange, B&H Photo and others. Prior to founding Tgix, Yogen held leadership positions at ICon, Inc. and the Bombay Stock Exchange. He holds a Master of Science degree in Computer Science from Temple University and a Bachelor of Engineering in Computers from the University of Mumbai. He loves to consume podcasts, and in his spare time you can find him listening to the latest debates around technology and current affairs. Steven Schaffer VP of Sales Steven is responsible for driving business development at Tgix. Having spent several years at the firm now, he also gets involved with client and talent outreach programs. Steven’s unique capacity for relationship building has resulted in numerous client successes that Tgix can proudly claim today. Steven’s skills have been honed at several other leading organizations where he has held senior roles, including Mainspring Communications (a recognized innovator in Internet strategy management consulting services where he managed the client relationships for Chase Manhattan Bank, The Hartford and New York Life) and The Registry/Renaissance Worldwide (where he was responsible for launching their Internet consulting service offering). Steven holds a Bachelor of Science degree in Advertising/Communications, as well as a minor in the Sociology of Mass Media, from Boston University. He is an avid cyclist, musician, and illustrator – hobbies that he has cultivated in amongst being a husband and father of 3 children. Senior Director – Engineering & Security Leon’s vast skillset gives him an innate understanding of complex systems, and make him a natural leader and problem solver, which is what is required for leading the Engineering teams. Leon began his career as a software developer before transitioning to diverse, specialty IT fields such as database design, systems architecture and operations, networking, and security. Leon Taylor has worked in many business verticals with a focus on Finance, Insurance, and Healthcare. Prior to Tgix, he was the CTO at Clinton Securities. Leon attained a Bachelor of Informatics degree, Software Engineering major from Griffith University in Brisbane, Australia before venturing on a career that has spanned 30 years and several countries including the UK, Canada, and the United States. His zeal for technology and learning has allowed him to keep pace with the evolving field of computing and he enjoys being a mentor to his peers. He has a passion for all sports, runs marathons in his spare time, and is a dedicated father and husband. Nikhil Shah Director – CloudOps & DevOps As the Director in charge of CloudOps & DevOps, Nikhil gets to work with a multitude of clients, all the while ensuring that Tgix’s support teams are performing to their fullest while meeting client obligations. He does this with military precision. Nikhil in fact comes from a military background. He was a U.S. Marine specializing in data and satellite communications. Some of his military work included leading a SIPR (secret network) implementation for Central Operations Command in direct combat zones. Nikhil has over 10 years of experience in the industry. His background includes data centers, cloud, containerized distributed systems, and micro services in varying industries such as Healthcare, Music, e-Commerce, and Fintech. In addition to his vast experience and service to our country, Nikhil is a passionate pianist. He enjoys learning new musical techniques, songs, and styles; each note representing its own unique beauty. Peter Dolch Founder Emeritus As one of the original co-founders and erstwhile President of Tgix, Peter retains his close ties to the company by providing valuable strategic and advisory services to the executive team. He is also the Founder and Managing Partner at AEON Foundry — an early-stage venture fund and advisory services company — and more recently the Founder and ex-CTO of Biospectal, a Swiss-based Medtech company. An M.I.T. graduate with a degree in Management Information Systems and additional academic experience at Harvard, Peter is no stranger to the hard work, innovation, and outside-of-the-box-thinking that it takes to turn ‘ideas on a napkin’ into industry-leading, globally recognized companies, both public and private. His strategy, advisory and operational work with numerous startups (over 30) has led to successful exits including sales and IPOs. When Peter is not helping implement technology solutions or launching startups, he enjoys taking his family hiking and camping without any technology whatsoever! Cloud Migration Services Cloud Posture Security Hub © Copyright 2023 – Tgix – All Rights Reserved
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The Future of Shopping Districts The internet has transformed the world of retail. But commercial centres still have a vital role to play as we move towards an "experience economy" Issue 01 | The Future Of… The Future Of... Retail is important. Not only for the economy, but also for the health of towns and cities on every continent. For example, retail accounts for more than a quarter of all commercial real estate in Europe. In 2014, €48.7bn (US$53.7bn) was invested in retail assets in 26 European countries.[1] But going to a physical shop is no longer the only way to acquire the things we want. The growth of online shopping has already transformed the world’s largest retail markets, and will continue to do so. Between 2016 and 2019, e-commerce’s share of total retail spend will grow worldwide by 49%, from 8.6% to 12.8%.[4] “Over the next 10 years, 12% of everything that’s sold in the world will no longer be sold in stores. If every store lost 12% of its business tomorrow, 90% of them would go broke. So between now and 2025, the retail real estate world is going to need to reconfigure itself” Bryan Gildenberg, Kantar Retail China is perhaps the most dynamic retail market in the world. “Brick-and-mortar retail in China has grown quickly, but nowhere near as quickly as the Chinese economy,” says Bryan Gildenberg chief knowledge officer at analyst Kantar Retail. “Through the digital ecosystem that consumers now had in their hands, they could access a branding ecosystem that they couldn’t buy in their towns. This is particularly true for the 1.3 billion out of 1.4 billion citizens who don’t live in Greater Beijing, Greater Shanghai or Greater Guangzhou.” We no longer have to go outside to acquire the things we want. So why do it? We are now in an “experience economy”. “In the West, we have probably hit peak stuff” Steve Howard, head of sustainability, IKEA “We’ve seen a lot more retailers become genuinely global so there’s more competition in local markets, and at the same time, there’s a slowdown in growth. So stores have to be a lot more engaging. People are very busy. If they’ve made the effort to come to a store, they want to feel it’s worthwhile. It’s about going to a place and thinking ‘Wow, great experience’, even if you don’t buy anything” Neil Saunders, Conlumino The relationship between off and online shopping is a lot more fluid than previously thought. 90% of retail sales still involve some contact with a store, even if they do not go through the cash register.[10] “It might be through a mobile device of your own or of the store’s while you’re in store, or you might purchase online and collect in-store,” says Ed Cooke, chief executive of UK retail industry body Revo. “And that doesn’t take into account the wider marketing role that a store plays. Although their function might be changing, stores are still the absolute epicentre of retailing.” Jamie Murray Wells, industry head of retail at Google UK, agrees: “Our research shows that for every mobile sale that we send a retailer online, we’re also sending four people to their stores offline. Which is huge.” 85% of consumers report they like to shop in stores because they want to “touch and feel the products” before buying decisions. If an item was available in a nearby store, online or on a mobile device, 71% of consumers would opt to buy it in the store. Just 3% would buy it via a mobile device.[11] As retailers must sell an experience rather than a product, a physical presence becomes even more important to their brand — even essential. Apple is an example of a retailer that seeks to sell its “culture” through its stores. “Apple could easily sell its products on the internet but selling that culture has made all the difference to its profit margin,” says Chris Lanksbury, director of architect Chapman Taylor. “People are not just shopping to buy things at the cheapest price. They’re buying into something else.” “We know that 80% of people are more than comfortable with ‘showrooming’ — looking at their mobile phone when they’re in the shop, even to the point of purchase. A third are actually more comfortable doing that than talking to a shop assistant” Jamie Murray Wells, Google UK “The most successful shopping centres are the ones that have a relationship with the community, that offer something unique and which people identify as their own” Ken Christian, CallisonRTKL When everyone’s competing to offer a great experience, how do you set yourself apart and earn customer loyalty? “As the shopping experience becomes more of a leisure activity in its own right, you’re competing with films, music, theatre, dining out … So shopping is just one part of the whole leisure and lifestyle equation,” says Ken Christian, director at design consultancy CallisonRTKL. “The ‘wow’ of putting leisure into shopping centres has been around for a long time. But with traditional leisure elements you still tend to go and use them, and then leave. You have to go beyond that to make it more personal to the community. That’s about authenticity. What is interesting about that particular location? It might be a farmers’ market selling goods that are grown or manufactured locally, or a roof or skip garden where school kids can go and see how carrots or potatoes are grown.” This means not being a clone. In the past, there was an assumption that if high streets offered the same national and international chains as the shopping centres, shoppers would come. The resulting “clone towns” hardly offer a compelling experience. “There was nothing unique,” says Christian, “and as a result no emotional link. You didn’t have any local attachment to the authenticity of the place.” Food and beverage is the most important weapon in a shopping district’s arsenal because you can’t share a meal with friends on the internet (yet). “We have to give people layers of experience now, and food and drink plays a huge part in that,” says Jonathan Doughty at JLL Foodservice Consulting. And it’s not just a diet of the same old chains. “Customers are saying they’re bored: they want more choice, more breadth. All around the world, people are on a voyage of discovery. The more widely we travel, the more diverse people’s food and drink requirements become — they want to bring home what they’ve experienced on holiday.” “Anybody with a good idea in restaurants is interesting to landlords these days because they’re listening to their customers” Jonathan Doughty, JLL Interview with Nicola Farinetti: Eataly Designed To Be a Unique Experience Italian food purveyor Eataly is recognized as one of the most exciting of a new breed of experience retailers. But what is it? The public spaces in between are just as, if not more, important. “It’s about social spaces that happen to have shops or restaurants or cinemas,” says JLL’s Jonathan Doughty. “Shopping centres are becoming more like town or city centres, with all the things that they offer. Places like Westfield Stratford, Puerto Venecia in Zaragoza or La Maquinista in Barcelona have almost turned themselves inside out.” “Pop Brixton is one of the coolest retail environments in the UK right now. It is an amazing blend of community-focused retailing, food & beverage and performance venues which are supporting jobs, training and enterprise. Not a shopping mall, but a collection of local entrepreneurs coming together to create a great experience” Shopping experiences will also be more tailored to very specific demographics. Over-60s in the developed world will generate 19% of global consumer spending between 2015 and 2030. This is more than the whole working-age population of China [15]. Shopping destinations will have to adapt to accommodate this lucrative market. PXL University College in Belgium studied how supermarkets could be designed for older consumers and found they wanted stores to be easily accessible, with wider aisles, lower shelf heights, non-skid floors and easily manoeuvrable trolleys, good lighting, larger print labels and clear, obvious signage. 78% of millennials prefer to spend money on an experience than goods. [16] Millenials, now aged 18-34, may have less money to spend now, but culturally they are incredibly influential. “The thing about millennials is that they still buy the bulk of their consumer goods in a shop, even though they’re incredibly well connected digitally and could buy anything they could ever want online,” says Christian. “They crave and pursue the social experience of going out with their friends and sharing it on social media.” Rather than designing shopping centres around function or anchors with mass appeal, operators of different kinds will be clustered to create zones that cater for specific user groups. So clothes for babyboomers will sit next to quality dining options, teen fashion next to snack foods, and grocery shopping next to daycare facilities. Teen fashion retailer Brandy Melville sells its clothes in just one size and doesn’t do traditional advertising: it has built a 21st-century uber-brand almost entirely through Instagram. SILVER SERVICE Respecting their elders proves lucrative for German supermarkets … In Germany, one of the world’s fastest ageing populations, the supermarket chain Kaiser’s launched a new “Generations Market” with custom-designed trolleys with a built-in seat and magnifying glass. But the experience of going shopping is as important as the functional aspects — for many people in this age group, shopping is a way of socializing and avoiding loneliness. Kaiser’s also included a lounge-style rest area with leather couches, coffee and cake, while rival Adeg made a point of hiring friendly workers in the same age group as its target market. Both chains reported increased turnover: 20% in Adeg’s Aktiv Markt 50+ and 25% in Kaiser’s Generations Market, compared to traditional stores. “Everybody’s trying to think of more interesting things to do with space, and that’s not just about architecture. You’ve got to continually create different events” Chris Lanksbury, Chapman Taylor Shopping destinations must offer constant novelty. A continuously changing mix of brands, food stops and special events — so no visit is ever the same. “As an activity, leaving home is losing share to staying home,” says Bryan Gildenberg at Kantar Retail. “So we would expect to see significant consolidation in the spaces that people leave home to go to. Retail businesses will diversify into healthcare, entertainment, education, nail salons, pet care … Why wouldn’t 500 Walmarts turn into daycare centres?” Some retailers are experimenting with pop-up formats to keep their offering fresh, either within existing stores or in new locations. US department store Nordstrom, for example, runs curated monthly events under the Pop-In@Nordstrom brand. They might be themed — previous themes include road trips, France, poolside glamour and community — or organized in partnership with brands such as Nike, Topshop or Aesop In 2015, Swedish fashion giant H&M popped up on London’s trendy Brick Lane for just six weeks, with a specially curated clothes offer and subtle indie-style branding. Pokemon and Robots Augmented reality makes shopping experiences more personalized and compelling Behind the scenes, the supply networks that serve shopping districts are changing too. Retailers need to offer a constant stream of new products, and have it available in every size, every colour, every store, all the time. Or they could just keep it all nearby, ready to be called up at a moment’s notice … Advances in technology have made freight logistics more efficient, reducing the overall number of delivery vehicles required. But the frequency of deliveries is starting to increase. “The typical weekly or bi-weekly deliveries to towns or shopping centres still go on,” says Richard Jones, director and retail logistics specialist at WSP, “but with click-and-collect, customers want to pick goods up the next day or even the same day. So there’s a larger network of smaller vehicles taking goods to stores from distribution centres.” To manage traffic congestion, local authorities and property owners have begun exploring freight consolidation, where deliveries from many suppliers are centralized in a hub on the edge of town, and then combined in a smaller number of delivery vehicles. Deliveries to store can be made using electric — or autonomous — vehicles, and planned to avoid peak hours. Trained drivers and specially adapted vehicles could go into sensitive pedestrianized areas. And instead of returning to the consolidation centre empty, they could take back packaging and other waste for recycling. “Our research shows that freight consolidation centres could reduce the number of vehicles coming into town and city centres by up to 70%” Richard Jones, WSP Consolidation centres could be used as click-and-collect pick-up points, perhaps next to park-and-ride schemes: “You could jump on the bus into town, walk around the shops and buy goods on your smartphone. All of the goods are picked at the consolidation centre, so that by the time you get back, they’ve been delivered to your car,” says Jones. Or distribution centres might come to us, suggests Chris Lanksbury at Chapman Taylor. “They could become anchor tenants within a shopping centre. You could buy a product online and go to the shopping centre to pick it up.” And if retailers can call stock up quickly, they don’t need large stock rooms: with freight consolidation, large retailers at Meadowhall in Sheffield can operate from an on-site stockroom of just 1-2% of total floor area, rather than 30%.[22] “Most brick-and-mortar stores will have less space devoted to products, which means they have more space to devote to something else,” says Kantar Retail’s Bryan Gildenberg. “That’s the fascinating question that retailers and developers are going to have to answer: what’s that something else?” Also available as a PDF Fewer deliveries and cleaner power means fresher air — and that’s important for wellbeing. Wellbeing has been described as “the new sustainability” — but that’s significantly underselling the pace at which it has captured the corporate imagination. Since the World Green Building Council published a landmark report in 2014 on health and wellbeing in office environments, the financial benefits have won it a global fanbase. For retailers, wellbeing could become another point of differentiation. The UK Green Building Council has developed a framework for analyzing the impact of factors such as air quality, daylight, acoustics and landscaping in retail environments. And the WELL Building Institute has established a pilot standard for retail, which is being trialled at a branch of TD Bank in Maryland. “The millennials are living up to their reputation as disrupters. They seem focused on their health, and use technology to chronicle their every movement — up to 75% monitor their daily activities. I think we’ll see more yoga studios, athleisure retailers, spas. Outdated spaces present an opportunity to create wellness zones, activity centres and collections of health and wellness product lines within existing shopping centres” Stan Laegreid, MG2 “85% of consumers report that if they try on clothes in a dressing room and find they need a different size, but no associate is available, they would consider abandoning the dressing room and leaving the store altogether” TimeTrade, The State of Retail 2016 We are on the cusp of a data revolution. What if you could attach a tracker to every customer and find out where they live, where and when they shop, what they buy and how much they spend? How would that change the shopping environment? We are all leaving a growing trail of data through our bank cards, where we go with our mobile phones, what we look at on the internet, what we watch on television … Retailers will be using this data to target customers ever more precisely with offers. These can be delivered directly to smartphones using beacons — low-power Bluetooth devices that broadcast to phones that come within range. In 2021, the number of beacons worldwide will hit 500 million.[23] Retailers and restaurants account for 77% of all beacons and 81% of all beacon activity.[24] This data can also be used to create more successful shopping environments. Anonymized pedestrian flow data is already used to plan developments: how transport interchanges should be laid out to avoid congestion, how many lifts and escalators will be needed and where they should be. “It’s about better designed buildings,” says Adam Selvey at WSP. “The more data we can gather, the more efficient we can make the retail experience, and we can start to drive efficiencies in the design.” Pedestrian data could also be used to plan where retailers sit within a shopping centre: “Start analyzing your pedestrian flow, understand it properly, and you can revise the leasing plan to drive footfall.” “It’s about getting inside the mind of the consumer. The data collected allows us to look at where and how people shop, and which tenants work together. If I’m a John Lewis shopper, where else might I shop?” Robin Dobson, Hammerson Big Data could also enable social landlords to set fairer rents. Contracts based on store turnover no longer work in an omni-channel world, when footfall may translate into online or mobile sales. “With Big Data analysis it is possible to assign a value to the time spent by customers in the mall or in a single store and calculate the rent of a commercial property from that,” says Lorenzo Gallosti of WSP. “We’ve developed a footfall-based model, which takes into account tenants’ standard revenue, operating margins and pedestrian flow. The underpinning algorithm is a complex combination of the number of visitors and cumulative shopping time that links historical and real-time data, making it nearly impossible to misrepresent reality.” Using this technology across a whole city would be even more powerful. “The retail plan of cities changes as there is new development in different areas and streets become weaker and stronger,” says Selvey. “If you could take the footfall systems that are installed in shopping centres and overlay them onto the retail district of a city, you could analyze the streets and decide how to strengthen them. Say we have the tracked flow for a KidZania, we could look at the ripple effects — what would it do to the traffic coming in and the flow through the city?” Globally, there are 5 billion mobile phone subscribers. 80% of the mobile phones sold in Q1 2016 were smartphones.[25] 86% of the world’s smartphones use Google’s Android operating system. 13% use Apple’s iOS.[26] [1] The Socio-Economic Contribution of European Shopping Centres, [2] World Bank, [3,4,5,6] eMarketer, [7] PwC Total Retail 2016, [8] AT Kearney Connected Consumer Study 2014, [9] Mintel’s American Lifestyles 2015, [10] Revo, [11] TimeTrade State of Retail 2016, [12] Jonathan Doughty, JLL Foodservice Consulting, [13] La Maqinista / Sergio Flores / Wikimedia Commons, [14] Pop Brixton / Su-May / Flickr, [15] McKinsey Global Institute, [16] Harris Poll survey 2014, [17] The Blind Barber, New York, [18] Visualization: Chapman Taylor, [19] McKinsey & Company, [20] Revo, [21] Visualization: Making Better Places: Autonomous Vehicles and Future Opportunities, WSP / Farrells, [22] Freight Consolidation and Remote Storage, WSP and BCSE Educational Trust, [23] ABI Research, [24] Reveal Mobile, June 2016, [25] Ericsson Mobility Report Q1 2016, [26] Gartner, Q2 2016 Education is booming, the results of a growing global population with a keen thirst for knowledge.... Interview with Nicola Farinetti: Waving the Fork for Experience Retail Italian food purveyor Eataly is recognized as one of the most exciting of a new breed... Inside The Headset: Can VR Replace Real-Life Education? Immersive environments, with high-resolution 3D vision and haptics technology to simulate touch are starting to be... Pokemon and Robots: Interactive Retail Tomorrow’s retail districts will feature a host of interactive technologies, all designed to make the shopping...
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4 Wherefore, my brethren, ye also are become dead to the law by the body of Christ; that ye should be married to another, even to him who is raised from the dead, that we should bring forth fruit unto God. ref. - Ro 6:14 - For sin shall not have dominion over you: for ye are not under the law, but under grace. Gal 2:19 - For I through the law am dead to the law, that I might live unto God. 2 Cor. 11:2 - For I am jealous over you with a Godly jealousy: for I have espoused you to one husband, that I may present you as a chaste virgin to Christ. We are dead to the law by the body of Christ, but do we believe it? We have been given a great opportunity. One that has been offered to all but taken by few. We have the chance to leave sin behind and live for Christ. We have an opportunity to serve only one master. Not as in times past where the people were bound by sin, never escaping it but relying on the holiness of others to get them right with God, but an opportunity to be free from sin in Jesus Christ. If we look at it carnally we think of a marriage. We spent much time looking for the "right" one. Through successes and failures we kept looking. When we found him or her and God put us together we quit looking. We became loyal and obedient to that one, or we should have according to the written scripture that we say we believe in. We no longer needed this one for this and this one for that, we were solely joined to one. If we are to bring forth fruit to God we must realize that we no longer belong to sin, we belong to Christ. We have found the "one". When we love Christ and devote our lives to him we, in a sense, become married to him. Our eyes are on Him, our love is toward Him, and our service is for Him. To let him down by serving sin is no longer acceptable. We do not feel good going to him for forgiveness any longer so we strive to not fail him. We no longer look at other options, we no longer search for others, but we keep our eyes on our spouse. If we follow "our husband"(Christ), he will not lead us to sin but to a life that is filled with righteousness and holiness with a promise of eternal life. We will no longer be under the law which was for another, but under grace which is for us in Christ. We no longer will serve two masters but will be willingly bound to one. So let us move forward, striving for perfection in Christ, knowing that when Christ told us he could lead us to a life that is free from sin that he will do just that. One God, one salvation, one baptism, one Jesus Christ. We have now found where we belong and who we belong to, let us submit solely to Him and become that branch bearing fruit that God created us to be! God was so good to us that instead of many, he gave us one to be connected to, Jesus Christ!! March on Brothers and Sisters, and be a part of that body of Christ!! Have a great day!!!
2023-14/0037/en_head.json.gz/13384
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A F-16 during a mission at Eglin Air Force Base, Florida, Feb. 14, 2019. Photo: Tech Sgt John Raven/US Air Force Home/Air/US Air Force Opens New F-16 Production Line Amid Increased Demand AirAmericasBusinessTechnology US Air Force Opens New F-16 Production Line Amid Increased Demand The first batch of new F-16s is expected to be available for purchase this 2022. Marianne BesasMay 19, 2021 The US Air Force has struck up a partnership with Lockheed Martin Corporation to collaborate on a new production line for the F-16 Block 70/72 fighter at a Lockheed Martin facility in Greenville, South Carolina. The first batch of new F-16s is expected to become available for purchase in 2022, and production is expected to continue until 2026. These aircraft will help bolster foreign military sales. To help get operations going, USAF has awarded Lockheed $14 billion to build 128 F-16s at the facility. It will be sold to foreign military partners such as Bahrain, Bulgaria, Slovakia, and Taiwan. F-16 to Boost Foreign Military Sales Col. Brian Pearson, team lead for F-16 foreign military sales, highlighted the importance of the new production line for demand around the world. “There are 25 nations operating F-16s today, and they have a lot of expertise with the airframe. The line helps us meet the global demand that a number of nations have for [F-16] aircraft and gives us the additional capability to provide the aircraft to countries interested in purchasing it for the first time,” he explained. Col. Pearson is also with the Air Force Life Cycle Management Center Fighter and Advanced Aircraft Directorate, which is spearheading efforts to build and deliver the new models. The Air Force is also reviewing additional requests for F-16s from other military partners. Aside from building new F-16s, the Fighters and Advanced Aircraft Directorate is working to modernize 405 F-16s currently operated by four partner nations. World’s Last F-16 Production Site In 2017, Lockheed Martin announced that it would transfer the production of F-16s from its Fort Worth, Texas, facility to Greenville. They followed through with the move later in the year. Greenville is currently the sole production facility for F-16s. air defense F-16 Fighting Falcon foreign military sales Lockheed Martin United States US US Air Force South Korea Approves $2.85 Billion F-35A Purchase Plan
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Red Diamond: The Rarest of All Colored Diamonds Leave a Comment / Diamonds / By Oscar Barnes Diamonds are among the most beautiful and valued jewels in the entire world, and a red diamond is considered a treasure among diamonds. Red diamonds are the rarest of all the colored diamonds and they are symbol of status, wealth, and beauty. You may know that red diamonds are rare, but how do they get their color? How is a red diamond formed? Keep reading to find all the information you need to know about red diamonds, including their value and true rarity. How Are Diamonds Made? One of the reasons a diamond is sought-after and considered so rare is the way it is created. Graphite is an element found in the Earth’s mantle; the layer that separates our surface from the planet’s molten core. The mantle is 100s of miles below our surface, where pressure pushes at around 725,000 pounds-per-inch and temperatures rise above 2,000 degrees. The mantle’s extreme environment is the ideal place for elemental changes. Graphite begins to change under the heat and pressure, undergoing molecular and atomic changes. The graphite’s properties continue to change and reform itself into prismatic, triangular shapes. Those triangular shapes are what you recognize as a raw diamond. A diamond is exceptionally rare and fascinating because it is created 100s of miles below us. It can only travel to the surface via volcanic pipes that are located in areas all over the world. Diamonds use these pipes to travel up to the surface, where they are mined and cut into beautiful jewels. Where Does a Red Diamond Get Its Color From? As you read above, diamonds are the result of graphite morphing into crystalline structures. When nothing obstructs this formation (which is usually the case), it forms into a white, or clear diamond. Though it is rarer, sometimes elemental and environmental changes during the process can change the outcome, or color of the diamond. When certain elements become trapped inside the crystalline structure during its creation, the diamond can reflect certain colors. For instance, yellow/orange diamonds are created when nitrogen is introduced to the structure, whereas blue diamonds are created through boron, and purple diamonds are created through hydrogen. Some diamonds are created differently, however. Green diamonds are a result of the diamond’s interaction with radiation and other elements within the soil. Brown, pink, and red diamonds are even more mysterious. A red diamond, along with pink and brown, is the result of super-intense heat and pressure during its creation. This abnormal environment causes the crystalline structures to distort and absorb specific bands of light, creating the pink, brown, or red color. How Rare Is a Red Diamond? The largest percentage of diamonds found are white or clear diamonds. This means that their formation was undisturbed and the diamond is pure. It is much rarer to find diamonds that are colored, or “impure.” Among all the colored-diamonds found in nature, brown diamonds are the most common. Pink, yellow, and green diamonds are pretty rare, but none are as rare as the red diamond. A red diamond is the rarest diamond in the world, because it is near-impossible for a diamond to have the perfect conditions during its formation. Where Are Red Diamonds Found? Diamonds can form and show up anywhere, but they have been sourced mostly from North/South Asia, Africa, South America, and Australia. Most red diamonds have been found in places where pink diamonds have also been frequent. Today, most red diamonds come from the Argyle mine in Australia; responsible for more than 80 percent of the world’s diamonds. To paint a better picture of its rarity, only 100 red diamonds have ever been officially certified. How Are They Graded and Valued? Just like any other diamond, a red diamond is graded and valued based on its cut, clarity, carat, and color. Unlike other colored diamonds however, a red diamond is only found in one pure color, therefore it is graded at one intensity-level: Fancy red. Though there is only one pure, red color, red diamonds can have secondary hues like orange, brown, or purple. Red diamond hues can range from strawberry to crimson, and its strength of color is what gives the red diamond its true value. Both the intensity of color and clarity is the largest determination of its grading value, though the price obviously increases with size, cut, or carat. How Much Do Red Diamonds Cost? It should be fairly obvious that the red diamond is considered the most-expensive diamond in the world. This is mostly due to simple supply-and-demand economics, considering the red diamond is the also the rarest. Because of this, most natural, red diamonds are owned by the very wealthy and investors. Its rarity and status means that its value is always on the rise and it’s an ideal investment option. Though price is always dependent on a variety of factors, like color, cut, clarity, and carat, a red diamond rarely sells for under $100,000 per 0.2-carats. This makes it the most-expensive type of diamond in the world. Famous Red Diamonds The famous Moussaieff Red Diamond. The first recorded red diamond was found in 1956 by a Montana rancher who later sold it for a 6,500-percent profit. The Rob Red is the purest red diamond in the world, weighing in at .59-carats. It is described as the most-saturated red diamond. The Moussaieff Red Diamond is the largest red diamond ever recorded. The triangular-cut diamond was discovered in the 1990s, weighs 5.11-carats, and recently sold for $8 million. The Kazanjian Red Diamond is the second-largest, weighing in at 5.05-carats. The Supreme Purple Star red diamond is one of the most mysterious diamonds in the world. Its exact color and clarity cannot be revealed, since it appears to hold two different colors when rotated to different angles. A red diamond is the rarest, most mysterious diamond in the world. Its beauty is only surpassed by its exceptional rarity. From a hot, powerful, formidable environment comes a gemstone of absolute perfection and quality. The red diamond is a testament to the miracles of our planet. Please remember to always consult a reputable jeweler for all of your red diamond needs. Image Source: 1, 2, 3
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Georgetown (formerly known as Tanjung Penaga) is the capital city of the Malaysian state of Penang. George Town is Malaysia's sixth most populous city with 708,127 inhabitants as of 2010, while Greater Penang, with a population of 2,412,616, The historical core of George Town has been inscribed as a UNESCO World Heritage Site since 2008.
2023-14/0037/en_head.json.gz/13387
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If you learned something while in a swimming pool, you’ll remember it better while in a swimming pool at a later date (they’ve actually shown this). Illustration: Lauren Humphrey Use your headStudents What happens in your brain when you make a memory? You might imagine memory is a Santa’s sack of life events and the first half of jokes. You would be wrong. Neuroscientist Dean Burnett explains all in our new series, Use your head Dean Burnett @garwboy Wed 16 Sep 2015 07.04 EDT Last modified on Wed 22 Feb 2017 13.05 EST We all have memories, as far as I can remember. But where do these memories come from and how do they get made? People often compare the brain to a computer, but the brain doesn’t have USB slots that allow you to pick up new information by jamming a flash drive in your ear. That would be convenient, if a little painful. So where do we get all this information sloshing around in our skulls? You might imagine human memory is a bit like a Santa’s sack filled with life events, song lyrics and the first half of jokes. But in truth, “memory” is not one single solid thing. It is a term covering lots of types of recollections that are surprisingly distinct, and used constantly in different combinations by a typical human. Short-term memory – like writing your name with a sparkler We’ve all heard about short-term and long-term memory. While people tend to use the phrase “short-term memory” to refer to our recall of things that happened recently – in the last hour or day – technically speaking, it’s actually far more fleeting. Short-term memory typically lasts between 15 and 30 seconds: it’s a bit like writing your name in the air with a sparkler. Any memory that can be recalled after that length of time is a long-term memory. In computer terms, short-term memory is like the RAM – it holds the information we’re currently working with or using for cognitive tasks (thinking). This can be new information delivered by our senses, for example, or old information retrieved from the long-term memory. Neuroscientists theorise that all this thinking is supported by patterns of neuron activity in the prefrontal cortex (that bit at the front of your brain). Long-term memory - information becomes a physical ‘thing’ Luckily, for memories we actually want to keep, there’s also long-term memory. If short-term memory is the RAM of a computer, long-term memory is the hard drive, which keeps everything from your failed screenplays to Minesweeper scores. Unlike short-term memories, long-term memories have a physical presence in the brain, and aren’t dependant purely on specific patterns of activity. Neurons make new physical connections and synapses with each other when a new long-term memory is formed. This connection endures whether it’s being used or not. Long-term memory can be split into explicit and implicit memory. Implicit memories include habits and skills that we can do automatically, such as rolling a cigarette, driving a car, forging your boss’s signature on expense forms. Explicit memories are things we’re consciously aware of and are intentionally trying to remember. There are two kinds of explicit memory: episodic and semantic. Episodic memory is memory for things and events that happened to you. Semantic memory is for more general knowledge. Knowing Paris is the capital of France is a semantic memory, remembering being sick on your trip to Paris is an episodic memory. Encoding – a terrifyingly complex tapestry in real time When we actually want to learn something, it is long-term memories we are interested in. So how are they formed? The first step is to encode a piece of information – otherwise it quickly disappears, like breath on a mirror. Information is channelled to the hippocampus, the brain region crucial for the formation of new memories and one of the only places in the brain where brand new neurons are regularly generated. The hippocampus links all of the relevant information together and encodes it into a new memory by forming new synapses. It’s basically like someone knitting a terrifyingly complex tapestry in real time. But not all information is equal in the eyes of the hippocampus. “Important” things are encoded more readily and effectively than routine or incomprehensible things, like an uneventful daily commute, or the lyrics of a dance song in a language you don’t recognise. The hippocampus will prioritise those that have been rehearsed repeatedly in the short-term memory, or those with a strong emotional component. The hippocampus is selective because it is very busy. Long-term memories have an actual physical presence in the brain. Neurons make new physical connections and synapses with each other when a new long-term memory is formed. Illustration: Lauren Humphrey Finding a home for your memories Coding a memory is all well and good, but it is useless if it has nowhere to go. Finding a storage place is the next step. Newer memories, once consolidated, appear to reside in the hippocampus for a while. But as more memories are formed, the neurons that represent a specific memory migrate further into the cortex. As a result, memories are stored throughout the brain. It’s a bit like the internet, which is made of information spread all across the planet and accessed via countless connections. Similar memories tend to clump together – spoken memories near the language centres, visual memories near the visual cortex – and there’s a lot of redundancy too; you can have several memories for the same thing. Every time they are activated they are strengthened. Human memories aren’t stored like books in a library; they’re constantly being updated and tweaked. Recalling memories you’ve forgotten you forgot So how do you go about getting the bits you need out of this weird, ever-shifting library of information? It might seem as though lots of the so-called long-term memories have actually turned to dust because there are plenty of things you’ve forgotten: old addresses, passwords, deadlines for articles about the memory system that you promised to write. The problem here is not that it has disappeared, but rather that you can’t recall it. It’s a bit like losing a glove – you still own a glove, it’s in your home somewhere, but you can’t use it. Recall is a very impressive but slightly mysterious process. When we want to access a memory from the dark recesses of our brain, signals from our frontal cortex link to that memory via uncertain means, and the memory is reconstructed from the information available. The more often you use the memory, the easier it is to find. How to treat your brain during revision time Revising and remembering is a crucial part of the learning process. And there are things you can do to make it easier – some stranger than others. Being in the presence of some of the elements from the original memory helps retrieval. For example, if you learned something while in a swimming pool, you’ll remember it better while in a swimming pool at a later date (they’ve actually shown this). Is there such a thing as too many memories? Maybe. Ever tried to learn a new phone number and then found it impossible to remember the old one, even though you had it for years? Constantly updating memories can supposedly “supplant” existing ones, so you end up remembering things differently. This is known as “interference” and can lead to forgetting. As far as I can recall. This blog is the first of a new series exploring the psychology and neuroscience of learning. Get involved with the Use your head series by joining the discussion on #useyourhead or pitching your ideas to [email protected] Keep up with the latest on Guardian Students: follow us on Twitter at @GdnStudents – and become a member to receive exclusive benefits and our weekly newsletter. Use your head
2023-14/0037/en_head.json.gz/13388
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Stand up and make a difference on World AIDS Day 2019 On December 1, 2019, stand up, educate, and be a vocal advocate. HomoCulture Days of Awareness Koelen Andrews This article was published on November 28th, 2019 December is right around the corner, and so is a very important day in the lives of queer people: World AIDS Day. December 1 marks World AIDS Day. It is important to stand up, educate, be a vocal advocate and do something to help bring about real chance in the fight against this world-wide epidemic that has already killed 28 million people. This World AIDS Day: make a difference. Originally created in 1987, World AIDS Day was created during the height of the AIDS and HIV crisis that ravaged nations and almost killed an entire generation of gay people. Conceived by James W. Bunn and Thomas Netter, two were public information officers for the Global Programme on AIDS at the World Health Organization in Geneva. They took their idea to the Director of the Global Programme on AIDS, now known as UNAIDS, Dr. Jonathan Mann, who approved their idea and designated the first World AIDS Day on December 1, 1988. The idea behind World AIDS Day is to bring an annual day of attention to the HIV and AIDS crisis, shed like on the new medical advances in fighting the virus, and bring awareness to the 28 million who have died and 40 million living with the disease today. Get involved this World AIDS Day. Wear a red shirt or red ribbon and talking about HIV and AIDS is a great start. Make a financial donation to one of the many credible organizations on the forefront of the fight: AMFAR, UNAIDS, among many others. Post about it to your social channels. Openly talk about the disease will help reduce stigma. If you are HIV negative, get on PrEP and talk about HIV with your sexual partners. Get tested. The best way to inevitable irradiate AIDS and HIV forever is by keeping those who are negative, negative, and keeping those who are undetectable with a non-transferable viral load. This year, instead of just simply adding a red twibbon to your social media profile picture or Instagram stories, be proactive and do something to help your fellow gay brethren. Together, we need to stand up and conquer HIV and AIDS. For more information about what you can do and where you can donate this World AIDS Day 2019, visit: www.worldaidsday.org. 2019, Aids, AMFAR, Get Tested, HIV, Instagram, PrEP, Red, stories, UNAIDS, virus, World AIDS Day, World Health Organization Niyazi Tumbak 0 Show Your Solidarity Against Bullying and Homophobia on Pink Shirt Day 2023 National Transgender Day of Remembrance Is November 20, 2022 Triston Brewer 0
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Today In Disney History ~ July 17th July 17, 2017 April 16, 2020 Michele 0 Comments This Day In Disney History Disneyland Park, originally Disneyland, is the first of two theme parks built at the Disneyland Resort in Anaheim, California, opened on July 17, 1955. It is the only theme park designed and built under the direct supervision of Walt Disney. It was originally the only attraction on the property; its name was changed to Disneyland Park to distinguish it from the expanding complex in the 1990s. Walt Disney came up with the concept of Disneyland after visiting various amusement parks with his daughters in the 1930s and 1940s. He initially envisioned building a tourist attraction adjacent to his studios in Burbank to entertain fans who wished to visit; however, he soon realized that the proposed site was too small. After hiring a consultant to help him determine an appropriate site for his project, Disney bought a 160-acre (65 ha) site near Anaheim in 1953. Construction began in 1954 and the park was unveiled during a special televised press event on the ABC Television Network on July 17, 1955. Disneyland was dedicated at an “International Press Preview” event held on Sunday, July 17, 1955, which was only open to invited guests and the media. Although 28,000 people attended the event, only about half of those were actual invitees, the rest having purchased counterfeit tickets, or even sneaked into the park by climbing over the fence. The following day, it opened to the public, featuring twenty attractions. The Special Sunday events, including the dedication, were televised nationwide and anchored by three of Walt Disney’s friends from Hollywood: Art Linkletter, Bob Cummings, and Ronald Reagan. ABC broadcast the event live, during which many guests tripped over the television camera cables. In Frontierland, a camera caught Cummings kissing a dancer. When Disney started to read the plaque for Tomorrowland, he read partway then stopped when a technician off-camera said something to him, and after realizing he was on-air, said, “I thought I got a signal”, and began the dedication from the start. At one point, while in Fantasyland, Linkletter tried to give coverage to Cummings, who was on the pirate ship. He was not ready, and tried to give the coverage back to Linkletter, who had lost his microphone. Cummings then did a play-by-play of him trying to find it in front of Mr. Toad’s Wild Ride. Traffic was delayed on the two-lane Harbor Boulevard. Famous figures who were scheduled to show up every two hours showed up all at once. The temperature was an unusually high 101 °F (38 °C), and because of a local plumbers’ strike, Disney was given a choice of having working drinking fountains or running toilets. He chose the latter, leaving many drinking fountains dry. This generated negative publicity since Pepsi sponsored the park’s opening; disappointed guests believed the inoperable fountains were a cynical way to sell soda, while other vendors ran out of food. The asphalt that had been poured that morning was soft enough to let women’s high-heeled shoes sink into it. Some parents threw their children over the crowd’s shoulders to get them onto rides, such as the King Arthur Carrousel. In later years, Disney and his 1955 executives referred to July 17, 1955, as “Black Sunday”. After the extremely negative press from the preview opening, Walt Disney invited attendees back for a private “second day” to experience Disneyland properly. The next day, the park’s official public opening day, crowds gathered in line as early as 2:00 am. The first person to buy a ticket and enter the park was David MacPherson with ticket number 2, as Roy O. Disney arranged to pre-purchase ticket number 1 from Curtis Lineberry, the manager of admissions. However, an official picture of Walt Disney and two children, Christine Vess Watkins (age 5) and Michael Schwartner (7), inaccurately identifies them as the first two guests of Disneyland. Both received lifetime passes to Disneyland that day, and MacPherson was awarded one shortly thereafter, which was later expanded to every single Disney-owned park in the world. Approximately 50,000 guests attended the Monday opening day. At the time, and during the lifetimes of Walt and Roy Disney, July 17 was considered merely a preview, with July 18 the official opening day. Since then, aided by memories of the television broadcast, the company has adopted July 17 as the official date, the one commemorated every year as Disneyland’s birthday. TMSM Today in Graphic by Sherry Rinaldi DeHart; Wiki ← Disney’s The Lion King on Digital Aug. 15 and on Blu-ray Aug. 29 #D23Expo Walt Disney World Releases Magical Holidays Room Offers → Today In Disney History ~ May 11th May 11, 2017 April 16, 2020 Michele 0 Today In Disney History ~ June 13th Today In Disney History ~ May 1st May 1, 2017 April 16, 2020 Michele 0 Walt Disney World Memories: Roy O. Disney Dedicates the Resort October 25, 2021 Guest Blog 0 July 20, 2017 April 16, 2020 Michele 0
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Bake Talks Home / Music / Bake Talks... Glasgow based record label ‘ALL CAPS’ is a modern-day independent in its sincerest form. When people romanticise about running their own record label, imprints like ‘ALL CAPS’ are really what they hope to emulate. From humble beginnings the label has gained a reputation for releasing ‘must-hear’ (Kowton, DJ Guy, Bluntman Deejay and Ekranoplan) records and continues to substantiate its growing stature off the back of every release. Tried, tested and to this point true, their releases have faithfully placed the motivation on the tracks themselves, gathering momentum organically and fostering the space for each offering to exist individually, as well as part of a wider collective catalogue. It might sound easy, but consistently finding music that moves people is no simple task. Here is where we find the essence of what makes ‘ALL CAPS’ a special entity. Being devoted and passionate are undoubtedly key in any form of success but working hard and loving what you do can still so often come up short, particularly in music where passion for the art is so fervent. These attributes, commendable as they are, lack regulation. They are boundless and multi directional. Without rationale, foundation and belief, the keenness behind these great motivators quickly fades and more often than not, extenuating circumstances foot the bill for failure. As a young man, Bake has quarry loads of enthusiasm but as one part of the team that heads up ‘ALL CAPS’ he has marked sensibilities and thorough grounding in what the label is trying to achieve and what the music they release should mean. With a unquestionable sense of self-deprecation and a tangible aura of quiet, Bake describes just how far the label has come in its few short years, his rise as a DJ, his Rinse FM programme and coping with the pressures that success in music can arouse. In a short time, your label All Caps has become widely known and well respected. Can you tell us little bit about its' genesis? The label was born out of an already existing radio show on Subcity, which is an internet station based on the campus of Glasgow University. I had been hanging out with the dudes who started the show for years and when I started to play with them on the show, the idea to start a label seemed to come quite naturally as we spent quite a lot of time seeking out new music. The releases so far have been varied but there's a common thread that seems to link them and denotes them all as All Caps releases. Is there a certain something that you're searching for when selecting potential releases? There isn't really a simple answer to that question – the label is still a work in progress, it's still growing and that's something I really like. The records are definitely aimed for the floor but there is a certain free form aspect to the common thread you were speaking of above, which is very intangible and personally, I'm in no rush to place a finger on it. As with all music I really adore, there's a ghost like quality that always grabs me, something I can't make sense of and I think that's been the driving force behind the label so far. Your Rinse FM show is held in the highest regard. Can you tell us a little bit about your preparation and approach to the show? So far, I’ve just been trying to develop an environment that is comfortable for people to listen to records that aren’t so accessible across the spectrum of shows on the station. That is definitely the most important factor in my approach to the show, and in saying that, I need to give a special shout out to the guests that have passed through the show. They have been vital in carving out that path with me. The show is boundary-less, in terms of sound and selection. Do you think there is more room now for exploration within club culture than perhaps say 5 years ago? That’s really kind of you to say, thank you! Ummm. Yes I would definitely say so. What factors do you think have broadened people's tastes? It makes sense to only comment on what I feel has opened up the doors for clubbing in the UK and it has been said many times, but for someone my age, I would still say, Funky was the stone that was dropped in the water and the ripples that were caused are still being felt today. Those ripples now make playing music from the 60s and 70s (at any time) in a club, a bit less alien. The guests on your show rarely stay between the lines and seem to delight in producing something special for you. Do you ever feel pressure to keep up and consistently discover great new (and old) music? Again, shout out to all the guests – Jordan, Spencer, Beatrice, Nozaki – you guys are the best. I definitely do feel the pressure, it’s hard not to. The Internet is a very overwhelming place and it puts everything out on the table for people to view and access. In saying that, it’s still the best feeling ever when you find something you really connect with. Rubadub in Glasgow receives constant credit from artists and labels hailing from the city. What is it that makes it so special and how has it influenced you and your label? They have developed a small family of people that are completely dedicated to what they believe in. That kind of purism is definitely inspirational. The guys and girls that work there are also really nice people so that alone makes it a special place. Who were the DJs that inspired you to play? I started going out to clubs when I was 15 and playing records when I was 17, so when looking back at my life then, I don’t think there was a specific DJ who inspired me to start playing records. I guess it was more a particular feeling that was created by a number of people working together in a space that made me feel quite free. That feeling of freedom is definitely something I still chase. As a selector, you're held in the highest regard by some of the most eminent people in underground music. Comparisons are often made between Ben UFO and yourself. Internally, how do comments like that make you feel and how do they affect your approach to playing and releasing music? It’s super flattering definitely, I really look up to Ben and what he’s achieved, but in a world where it’s easy to speak and be heard, trying to emulate what he’s doing is very counter productive. I think finding your own voice in a conversation is important and those comments only push me forward in doing that. Finally, the wider world is yet to hear music made by Bake. Is producing something you have ever taken your hand to and would you release something you had produced yourself? I’ve messed around in the past but I’m very happy sitting back and learning at the moment. Find out more about Bake here.
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Scott Trefny (he/him/his) MA, LMHC, LPC I believe that by learning how to build a healthier relationship with ourselves, we can build stronger, happier relationships with others. Licensed Professional Counselor in Fairfield, CT I enjoy working with clients who are motivated to make changes in their lives, with clients who are feeling "stuck" and need a safe place to talk things out, and even those clients who are on the fence about therapy. I works with my clients from a strength-based, relational, but direct approach to help them find clarity, healing and peace. I graduated with a Master's degree in Psychology from City University, New York, before completing my Master's of Community Mental Health from Western Connecticut State University. I started my career at New York Presbyterian Hospital where I spent over a decade providing in-patient and outpatient counseling to individuals and families with an identified affective disorder, or substance abuse issue. I then transitioned to private practice where I've expanded my skill set by working with adolescents and adults struggling with social, emotional, relationship and psychiatric issues. I am trained in Cognitive Behavioral Therapy, Trauma-Focused CBT, Dialectical Behavioral Therapy, Interpersonal Therapy, and Motivational Interviewing. Cognitive Behavioral Therapy (CBT) Couples Counseling Dialectical Behavior Therapy (DBT) Anxiety Relationship / Marriage Issues Post Traumatic Stress Disorder (PTSD) Let's face it - even the best relationships and marriages take WORK. When the bond that ties each couple together begins to break down, emotions become divisive and cognitions become skewed. Having worked as a couple's counselor for several years, I have met the challenges of each couple's relationship with patience, objectivity, and non-judgement. Together, we can work to repair the foundation of the relationship and build a stronger unity. There is value in having a solid foundation from which to build our lives on. When we are faced with traumatic experiences, insecurities, or loss, that foundation can feel unsteady and unsafe. It can feel overwhelming to find new ways to adapt to what feels like an ever-changing landscape. I utilize several modalities and techniques to help clients steady themselves and develop new skills to help them feel grounded, calmer and more in control of themselves. Experience: 16 years of practice 475-295-1967 Email Scott 501 Kings Hwy E Fairfield, CT 06825-4867 Reach out to Scott Subject Select a Service Individual Therapy Couples Therapy Family Therapy Adolescent/Teen Therapy
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Jews in Baseball: Baseball Hall of Fame President Josh Rawitch On September 8, 2021, the National Baseball Hall of Fame performed its most important rite, the induction of new honorees. September 8 was also the second day of Rosh Hashanah, 2 Tishrei 5782. On the very next day, September 9, Josh Rawitch assumed the HOF presidency. Josh addressed the Rosh Hashanah episode during our April 25 telephone interview. He takes seriously his obligations as president of the Hall of Fame – management, fund-raising, public face – and as a practicing Jew. Although the Rosh Hashanah induction and its scheduling preceded Josh’s presidency, he responded candidly. The schedule conflict was regrettable, but difficult to avoid. Due to the COVID cancellation, the 2020 inductions were added to the 2021 ceremony, which the pandemic moved from its usual mid-summer slot. And the Cooperstown hotel situation left little flexibility. Josh asserted that the induction-High Holiday conflict was “certainly not something we would want to repeat in the future.” Carrying a name, Joshua, prominent in Hebrew tradition, he found family and Judaism intertwined. The saga of East European Jewish immigrants, settlement in the Lower East Side and Chicago, and post-World War II migration to Los Angeles’ San Fernando Valley is told in his mother’s book, “100 Years of An American Jewish Family.” Parents Bob and Cynthia, prominent educators and journalists, raised Josh, twin brother, Jeremy, and older sister, Dana, in the Conservative tradition. Family observance, temple, bar mitzvah, confirmation, United Synagogue Youth, Camp Ramah and a family trip to Israel shaped Josh’s Jewish identity. Supporting Soviet Jewry in the late 1980s, Josh and Jeremy were paired with Russian twins. For a time, Josh and future MLB player and manager Gable Kapler were in the same Hebrew School class. Josh expresses pride that Dana is the first woman CEO of Jewish LearningWorks, a leader in outreach education. His wife Erin, a photographer/website creator, is Christian, but she supports Josh’s strong commitment to Judaism. Bat mitzvahed at their former synagogue in Arizona, daughter Emily attends a summer Jewish sleep-away, Camp Stein. Son Braden, studying under his aunt, will observe his bar mitzvah at the Hall of Fame. Counting Josh, the Hall of Fame has had only eight presidents since opening its doors in 1939. Jeff Idelson, Josh’s predecessor, is also Jewish. COVID, technology, an aging fan base, declining attendance, cultural shifts and competition confront the sport that once stood unrivaled as America’s national pastime. Although only 44 years old, Josh – imbued with remarkable social skills, discerning judgment and transformative vision – is well prepared for the challenges and responsibilities of preserving baseball’s history, connecting the generations and honoring excellence. Immersion in the game came early for Josh. As a young boy, he listened, with his parents and grandparents, to the legendary Vin Scully broadcast games of his favorite team, the hometown Los Angeles Dodgers. Years later, Scully would congratulate Josh on the air upon Braden’s birth. A utility infielder for Chatsworth High School, Josh had the thrill of going to bat in the Los Angeles city championship game at Dodger Stadium. In that same eventful year, Josh became a Dodger intern, beginning a career of more than two decades in MLB, punctuated by degree work at Indiana University and a two-year stint as a baseball reporter. Switching from marketing to media with the Dodgers, he ascended to the title of vice president of communications. Moving on to Arizona, he earned accolades as the Diamondbacks’ senior vice president of content and communications. Then, Jane Forbes Clark, chairwoman of the board of directors, called, offering Josh the presidency of the Hall of Fame. Josh has experienced the intersectionality of Judaism and baseball. Playing school ball as the only Jew on the team, he asked the coach for – and received permission – to leave early for Hebrew school. As an MLB executive, he participated in discussions about Jewish and Israel appreciation days, as well as kosher refreshments. Handling logistics at the 2017 World Baseball Classic games in South Korea, Josh felt pride when Team Israel players – several the children of interfaith marriages with only a tangential connection to religion – felt a quickening of ethnicity, taking off their ballcap and putting on a kippah during the playing of “Hatikvah.” He feels a special relationship with Jewish fans, media and players, the latter evident when he bonded with Max Fried, a fellow native of the Los Angeles Jewish community, in the Atlanta clubhouse after the star pitcher had just pitched the Braves to victory in game seven of the 2021 World Series. Judaism and baseball share a spirituality, and the Hall of Fame is the game’s sanctuary. For some fans, reflected Josh, a once-in-a-lifetime-trip to Cooperstown is akin to a pilgrimage to Jerusalem. I shared with Josh that when my father stood before Hank Greenberg’s plaque, he felt emotion akin to what he experienced at the Wailing Wall. Josh agreed that Jewish fans continue to express an identification with players with whom they share a common ancestry that is now less common amongst those from other ethnic groups. Josh acknowledged that the story of future Civil War General Abner Doubleday inventing baseball in 1839 Cooperstown is apocryphal. National myths, at their best, however, express who we were, who we are and who we aspire to be. The Hall of Fame arose on the Doubleday myth, and the baseball shrine brought the Rawitch family, now living in the myth, to Cooperstown. A progressive, cognizant of his obligation to all members of the diverse family of baseball, Josh named Ryan Selzner the HOF’s first woman vice president (people and culture). As for history, the way to change the past is to render it more inclusive, perhaps by exhibits and events highlighting specific groups, including Jews. The HOF might sponsor a conference examining recent Jewish baseball phenomena, including the 2006 Israel Baseball League, the great run of Team Israel in the 2017 World Baseball Classic and 2021 Olympics, the Bregman/Braun/Pederson/Fried MLB generation, and women of the game. Josh’s baseball ascension would have elicited amazement and nachas from his grandparents. Bill Simons is a professor emeritus at SUNY Oneonta where he continues to teach courses in American history. He is also the co-director of The Cooperstown Symposium on Baseball and American Culture, and served as a speaker for the New York Council on the Humanities. Jews in Sports17 June 17, 20223 Misc. Feature Stream142 Jewish Online Resources 3/8/23 Online resources for Purim 2023 Jewish American Heritage, part I: Assimilation, tradition and baseball
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Canadian IPOs hit record low numbers in 2016: Report TSX had only three IPOs in 2016 -- even worse than the financial crisis in 2008, says PwC report By Lisa WrightBusiness Reporter Tue., Jan. 3, 2017timer3 min. read While 2016 was a banner year for Canadian stocks, it turned out to be the worst in 19 years for private companies going public, says a new PwC Canada survey. But Initial Public Offerings, or IPOs, are likely to bounce back in 2017, says the annual PwC study released Tuesday. The $400 million IPO for trendy retailer Aritzia Inc. in October was one of just three new issues on the TSX for the entire year — and one of only eight in total on all stock exchanges in Canada last year, the survey found. Two other small issues on the TSX in the final months of the year brought the quarterly and annual tally for Canada’s senior exchange to $464 million, the report says. That was a far cry from 2015, when there were 22 IPOs with a value of more than $3.9 billion on all Canadian exchanges, including the Canadian Securities Exchange and the TSX Venture Exchange, the accounting firm found. In fact, 2016 was worse than the previous low-water mark set during the financial crisis of 2008, in which 57 new issues reached Canada’s equity markets totalling just $682 million, with none launched in the final half of the year as the market crash fully kicked in. An IPO is the process by which a privately owned business becomes a publicly traded company with the initial sale of its stock. A company makes the move to secure capital through investments for future use, usually in order to expand or improve their business, purchase assets or provide a dividend to investors. There’s no shortage of reasons for the poor 2016 IPO market performance, says Dean Braunsteiner, national IPO leader at PwC Canada. He pointed to the hangover from the European debt crisis, the shock of the Brexit vote in the U.K. and the topsy-turvy U.S. presidential election campaign as major contributors to the uncertainty that plagued the IPO market in 2016, not just in Canada but in other developed global markets. But with those key events in the rear-view mirror, Braunsteiner says he sees some positives on the horizon. “The IPO market always lags the traditional equity market, and markets in Canada and the U.S. have marched higher since the U.S. election,” he noted. Indeed, the Standard & Poor’s/TSX Composite Index rocketed 18 per cent in 2016 after an 11 per cent slump in 2015, outperforming the U.S. for the first time in six years. The TSX not only outpaced the S&P 500 by 10 per cent but even made Canadian stocks the best performing of 24 developed markets, reports Bloomberg News. “Companies considering an IPO are watching that steady upward trend like everyone else. They won’t want to get left behind,” noted Braunsteiner, who points to the tech sector as a possible starting point for an IPO revival. Already, three IPOs are planned for the TSX this year including tech companies Hootsuite and Vision Critical along with healthy restaurant chain Freshii. “The year after the previous market low of 2008, the IPO market in Canada bounced back to $1.8 billion in 2009 and $5.5 billion a year after that,” Braunsteiner said. “It's sometimes darkest before the dawn,” he added. The trickle of new issues on the TSX in the fourth quarter saved 2016 from being a complete washout for IPOs on Canada’s largest equity exchange, the report says. However it still wound up the worst year since the accounting firm started doing the annual survey of the IPO market in 1998. Five issues on the alternative CSE totalling $2.6 million brought the 2016 full-year total on all Canadian stock markets to $466 million. More Business
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American Broadway and film composer and conductor Marvin Hamlisch will be presenting The Very, Very Best of Broadway at the inagural BlackCreek Summer Music Festival. Music under the stars On July 9, the best show in town will be under the stars. By John TeraudsMUSIC CRITIC Wed., April 20, 2011timer4 min. read That’s when the inaugural edition of the BlackCreek Summer Music Festival presents what they’re calling The Very, Very Best of Broadway. Discounting the promoters’ gift for overstatement, there’s a lot to like about the stars on stage: 30 Rock actor Jane Krakowski is a seasoned Broadway hand, with the trained pipes to show for it; Martin Short is a veteran entertainer; Audra McDonald and Brian Stokes Mitchell charmed Toronto once upon a time not too long ago in Ragtime; and Raul Esparza is a current darling of the Great White Way. The leader of this talented pack is versatile New Yorker Marvin Hamlisch. His diverse portfolio of hits includes the modern-classic Broadway musical A Chorus Line and the soundtrack for The Informant. He is a frequent musical collaborator and leads several orchestral pops-concert programs across the United States. I caught up with Hamlisch just as he finished giving a master class to theatre students at Pepperdyne University, in Malibu, Calif. The class is called “The Art of the Audition.” It seems particularly appropriate that it’s coming not only from someone who has worked on Broadway since the mid-1960s, but from the man who added music to lyrics in Chorus Line’s “I Hope I Get It,” where the character Paul sings: “What does he want from me?/ What should I try to be?/ So many faces all around, and here we go./ I need this job, oh God, I need this show.” That may have been 35 years ago, but the anxieties of theatrical auditions are no different today. “Sometimes a person comes in and they’re so close, but they don’t have it right,” says Hamlisch of auditions. “We give them advice and ask them to go back and work on it. When it changes for the better, it’s natural. We had one of those moments today with a guy who came in, worked on it, and got it right. “I think it’s so important to teach people how to audition, because they just don’t know how to do it well.” Hamlisch didn’t have to audition the stars of the BlackCreek show because he has worked with all of them before. And he can’t wait to bring them all together in the open-air Rexall Centre at York University. “From the first time I went to see the Boston Pops outdoors, when I was 8 years old, I’ve always felt that the best way to enjoy music is outdoors,” Hamlisch says. “There’s something wondrous about a beautiful night and you’re hearing these sounds.” Hamlisch visited the Rexall Centre with festival organizers before he agreed to take on the gig. He was impressed with the excellent sightlines in the stadium, which was designed for tennis tournaments. “It’s 14,000 people, but it’s an intimate 14,000 people, so I think we can really pull it off. I’m really looking forward to doing it,” he says. BlackCreek is building a stage structure at one end of the stadium to accommodate a full lighting grid, jumbo video monitors and a state-of-the-art sound system. “You have to be very aware of who is going to be doing your sound and ensure that those people are really top-notch,” Hamlisch explains. “The performers are really important, too. If they’re going to do an intimate song, they have to know how they’re going to make contact with people.” The composer-conductor says that his strongest learning experience came when he accompanied Barbra Streisand on a massive concert tour in 1994, which used both indoor and outdoor venues. There are three essential ingredients to making something like this work: “At least nine to 10 hours of rehearsal with time to tweak the sound throughout,” camaraderie among the performers and flexibility. “The nice thing is that, while you’re rehearsing a show like this, you can still tweak it and change it,” Hamlisch says. “I don’t stick to the printed program if I think something else will be better during rehearsal. I tend to think that everything’s written in pencil and that we have the glory of the eraser.” The first edition of the BlackCreek Music Festival is offering a mix of musical genres on its open-air stage. Many of this summer’s concerts have not yet been announced. But what we do know is impressive. Most of the tried-and-true performers hearken back to the go-big-or-go-home days of boffo entertainment programming. • Plácido Domingo, June 4: The festival kicks off with the long-reigning king of operatic tenors, Plácido Domingo. He is as busy as ever at age 70, singing in operas and concerts around the world. Accompanied by a full orchestra and joined by Caledon-based Verdi opera heroine Sondra Radvanovsky, this is bound to be a night to remember. • James Taylor, June 25: One of the world’s favourite veteran singer-songwriters brings his band and a truckload of hits that span the decades. Without a doubt, everyone will be going home singing, “How sweet it is to be loved by you.” • Lionel Richie, June 28: More than 100 million albums later, Lionel Richie remains unstoppable. We may have forgotten the film, but “Endless Love,” his 30-year-old duet with Diana Ross, remains timeless. • Music Inspired by Shakespeare, June 29: Academy Award winners Helen Mirren and Jeremy Irons will tread the fresh-built boards as narrators in a symphony concert featuring the music of Felix Mendelssohn, Peter Ilytch Tchaikovsky and Sergei Prokofiev, presented by conductor Lorin Maazel and his Castleton Festival Orchestra from the rolling fields of Virginia. To buy tickets, or for more information on the festival, visit www.blackcreekfestival.com.
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Montreal was on Michael Jackson's home list A new book about pop icon Michael Jackson's final years says the singer once considered moving to Montreal because polls indicated Quebecers rejected child abuse allegations made against him. By Nelson WyattTHE CANADIAN PRESS Wed., July 15, 2009timer1 min. read MONTREAL – A new book about pop icon Michael Jackson's final years says the singer once considered moving to Montreal because polls indicated Quebecers rejected child abuse allegations made against him. Unmasked: The Final Years of Michael Jackson says the megastar spurned the United States after surveys indicated many Americans still thought him guilty even though he was acquitted of child abuse charges in 2005. Author Ian Halperin, who predicted in December 2008 that Jackson would be dead in six months, writes that Jackson's first choices for a new home were Britain and Berlin, followed by Montreal. Jackson died June 25. The cause of death has not been determined. "Quebec had always held a special affection for Jackson and it happened to be the only jurisdiction in North America where polls showed that the majority of residents firmly rejected the child abuse allegations against him," Halperin writes in the book, released yesterday by Montreal's Transit Publishing. Halperin cites unidentified associates of people who dealt with Jackson as well as "one of the city's leading realtors" for his information on the possible Montreal move. The realtor told him and a group of people at a June 2007 cocktail party at the Montreal Grand Prix that she was in the process of selling Jackson a house and that he had already been to Montreal twice to look at potential properties. "He came incognito," Halperin quotes the realtor as saying. "He even attended a hockey game while he was here." Halperin says in his conclusion to the book that while he started his investigation believing that Jackson was guilty of child abuse, he couldn't find any evidence to support the allegation. In other Jackson news yesterday: With files from Reuters, AP
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Baeumler: Finding a fair trade for you Some days it seems everybody wants to be a contractor. I&rsquo;m constantly amazed at the amount of email I get from people asking how they can get into the trades. By Bryan BaeumlerSpecial to the Star Thu., July 28, 2011timer5 min. read Some days it seems everybody wants to be a contractor. I’m constantly amazed at the amount of email I get from people asking how they can get into the trades — and the inquiries come from a very broad range of people! I hear from 8th graders, high school seniors, university students, housewives, accountants, lawyers and doctors. Everyone wants to be on the tools. It’s an amazing and rewarding career path, but it’s not as easy as just strapping on a tool belt and a buying a pickup truck. The truth is, there’s a career position within the construction or renovation industry to suit just about anyone. I recall being a young whippersnapper (with a full head of hair) chasing my dad and his tools around in the house, out in the yard or at his shop. If there were tools involved, it was game on. Tools always seemed to have some sort of mystical power to me like a magic wand — in the right hands there’s no limit to what they can do. My parents owned a company at the airport that manufactured and repaired custom bits and pieces for airplanes — precision and accountability were always pretty high on the priority list. I was always amazed that my dad could make things out of metal look like they were born that way, and my mom kept the employees paid and the government happy. I remember going with my dad to work whenever I had the chance — to sweep up and clean out the metal shear. One thing my dad taught me very early was to put the tools back where you found them. (Although to be completely honest, I didn’t start practising this until years later when I had tools of my own!) If there was work to be done around our house, we’d read the instructions, dad would engineer some type of improvement on them, and we’d get ’er done. Most of my friends grew up watching their dad put on a tie and head to the office to push paper. Most of my friends aren’t that handy. I think growing up in an environment where hands-on skills are encouraged and taught is important — which is why I spend the occasional weekend at the shop with my 6-year-old son and 4-year-old daughter building aliens, miniature houses or sea creatures out of wood. They draw them, I cut them out, they sand them, we screw them together, fill the holes, prime and paint. Not only does it lay a small foundation for their basic skills, but it’s time well spent with my kids. If you didn’t have handy parents, don’t despair — anything can be learned, but be prepared to start at the bottom. While there are many qualified and talented people working in the trades that earned their education through experience, not everyone is so lucky. If you have the opportunity to go to trade school, do it. There are courses in renovation technology, estimating, project management, the building code and almost anything trade related you can think of. Lambton College in Sarnia has an amazing renovation construction technician program I was involved with ( www.lambton.on.ca), there’s George Brown in Toronto (www.georgebrown.ca) where I took a building code update course, and Mohawk College in Hamilton, where a few of our employees came from (www.mohawkcollege.ca) — just to name a few. Having a solid base of theory under your belt is a great way to fast-track your experiential education. If you’re planning on working for yourself one day, don’t forget that this is a business. While you’re in school, take courses that will teach you how to run a business. I spent four years at the University of Western Ontario thinking I was headed for law school — I have a degree in political science — and took business classes in the process. It wasn’t until I was working at the airport moving paper across a desk that I realized I missed my calling. I signed up for renovation and building code classes, and haven’t worked a single day since. If you love your job, you’ll never have to go to work again. There are a lot of different types of employers out there so try to get yourself a job with someone that will teach you a variety of new skills, and respect you as a person. It’s hard to learn if you’re being yelled at. When I’m hiring, I’m looking for people that are eager to learn something new every day — just like I do! To be successful in this industry when you’re starting out, you have to show up early, be proactive, work your tail feathers off, and stay late without complaining. If you’re looking to show up at 9 a.m., text your friends all day and go home at 4 p.m., then get yourself an office job in a company large enough to hide in and enjoy the ride to mediocrity. If you’re looking to specialize, get yourself into an apprenticeship program that will get you licensed for the skill trade you’re interested. Plumbing, electrical, gas-fitting, HVAC — there are lots to choose from. Here’s a great website to check out to get you started: www.edu.gov.on.ca/skills.html Whether you’re young and looking forward to a rewarding career, or you’re more experienced at life and looking to switch gears, remember that the most important tool on any jobsite is the broom. When you’ve mastered the broom, you get to carry the buckets. When the buckets are all moved and clean, you might get to carry some lumber. When you’re big and strong from carrying wood, you might get to hold a piece while someone else nails it in. Take your time to climb the ladder. The best guys in the business are the guys that started on the broom . . . ironically, they’re the guys that are usually sweeping up at the end of the day, and signing the paycheques. Now, if you’ll excuse me, I’ve got some sweeping to do. Bryan Baeumler is the host of Disaster DIY (Thursdays at 8 p.m.) and House of Bryan on HGTV. His column appears every two week in New in Homes & Condos. You can contact him via his website www.baeumler.ca or follow him on Facebook or on Twitter @Bryan_Baeumler.
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Chinese fugitive loses last battle to stay in Canada A Chinese fugitive’s 11-year battle to stay in Canada ended Thursday night after a federal court removed to stay the deportation of Lai Changxing. By Petti FongStaff Reporter VANCOUVER—A Chinese fugitive’s 11-year battle to stay in Canada ended Thursday night after a federal court refused to stay the deportation of Lai Changxing. Lai has been rejected as a refugee in Canada after claiming asylum based on fears that he will be executed if forced to return to face criminal charges for corruption and smuggling. Federal court judge Michel Shore dismissed in a ruling Thursday night Lai’s last avenue to avoid deportation, which could happen as early as today. Shore said a stay could not be granted because Lai failed to prove the Chinese won’t keep its promise. He said the Chinese government has given assurances to Ottawa that Lai will be treated fairly in its justice system and will not be given the death penalty. “The life of the applicant is in the Chinese government’s hands,” wrote Shore. “The assurances are present. A new contractual government-to-government climate has been created by the assurances. . . . The future, yet to be seen by both countries and others, will stand as witness to the outcome.” But China’s assurances cannot be trusted, Lai’s lawyer said Thursday in a last-ditch effort to delay deportation. “This effort to get at Mr. Lai is a political campaign by the government of China to show it is fighting corruption,” said David Matas, Lai’s lawyer. “If you actually read the assurances they don’t amount to anything.” Canada’s policy on deportation has been that anyone removed from here cannot face the death penalty in their home country. Chinese authorities have, according to some reports, executed at least 17 people who it identified as being involved in Lai’s business operations, including some government officials. Lai will welcomed by Chinese authorities, who have been waging a high-profile diplomatic campaign for years seeking his return. But China’s legal system is known for being neither open nor transparent and judges are not independent. They owe their first loyalty to the ruling Communist Party. Capital punishment is also still routinely used here and on Tuesday the Supreme People’s Court announced that two former government officials in the cities of Suzhou and Hangzhou were executed for taking bribes amounting to millions — a pittance when compared with the sums that Lai is said to have avoided in taxes and duties when he is alleged to have run his smuggling network. At Thursday’s hearing, Matas also brought up the Canadian and Chinese governments’ treatment of Tao Mi as a reason why Lai’s deportation should be reconsidered. Tao, an employee with Lai’s company, gave a statement to a Canadian lawyer working in China, recanting earlier testimony she had given Chinese police that implicated Lai. Later when Immigration Canada representatives working on the Lai case interviewed Tao, a Chinese official was present during the interviews. Tao has since disappeared. The lawyer who had taken the initial statement from Tao, Clive Ansley, who is now working in B.C., was expelled from China for testifying for the defence in Lai’s case. He had been assured his evidence would be given in camera but Chinese authorities learned about his testimony through Canadian officials, Ansley believed. As a result, his licence to practice in China was revoked and Ansley was expelled from the country. In an interview, Ansley, who practiced for nearly two decades in Taiwan and mainland China, said the Chinese government has shown time and again that it has no qualms about breaking earlier promises with the rebuke that it will not tolerate interference in its internal affairs. “I would not expect them to execute Mr. Lai in the formal sense. He will die of a heart attack after he’s been tortured and cremated on the same day,” said Ansley. “He’s a dead man.” With files from Bill Schiller
2023-14/0037/en_head.json.gz/13398
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Lessons from Mary Tyler Moore’s newsroom: Delacourt The Mary Richards character made it look possible for a single woman to be a journalist. Are there lessons for today from that heady era? By Susan DelacourtParliament Hill In a week that saw the death of Mary Tyler Moore, perhaps it’s a good time for journalists to be asking: are we going to make it after all? Many of us who grew up watching The Mary Tyler MooreShow in the 1970s saw a cultural trail being blazed for women in the media workplace. Moore’s death on Wednesday was a chance to remind us of that inspiration, as the Washington Post also noted in a piece this week, citing tributes to Moore from all around the media universe: from Katie Couric to the Nieman Foundation for Journalism at Harvard University. Though the Mary Richards character didn’t seem to be doing a lot of journalism — frankly, her job often looked like a glorified secretary — she made it look possible, even fun, for a young, single woman to manage the egos and dramas in a daily newsroom. Like many TV series of that era, the actual workplace part of the show often took a backseat to developments at home — in Mary’s case, the cool apartment with the sunken living room and colourful neighbours. It would be the Lou Grant TV series, a spinoff that ran from 1977 to 1982, that gave us a more realistic, gritty glimpse into how the job of journalism was done. While Lou famously told Mary Richards that he hated “spunk,” he seemed to have had a change of heart in the spinoff, treating Billie Newman as a serious investigative reporter, equal to any of the men on staff. Not coincidentally, the late 1970s and 1980s were great times to be a journalist, in the aftermath of the Watergate scandal and media outlets packing their newsrooms with young new hires, many of us women. No surprise, also, that a comprehensive, new report on the future of Canadian journalism, out this week from the Public Policy Forum, also harks back to this era to set the stage for its findings. “The Shattered Mirror,” as the report is called, reminds readers that in the 1970s, the biggest problem facing the future of Canadian journalism was seen as concentration of ownership. This year, the 40th anniversary of the year The Mary Tyler Moore show went off the air, the question is more existential: does the news media have a future at all? Only this week, Postmedia axed even more journalists at the Ottawa Citizen and Montreal Gazette and most Canadian newsrooms, including at this newspaper, the Toronto Star, are a fraction of the size they were in the 1980s. The Shattered Mirror report is focused not just on job losses, though, but on the potential price that citizens and democracy could pay for a foundering news-media industry. Traditional media may never again see the heady, beret-spinning days for journalists depicted in the TV shows of the 1970s and 1980s — that’s a stark economic reality. But in an era of fake news and “alternative facts” (in the already immortal words of Donald Trump’s spokeswoman Kellyanne Conway), how are citizens going to get the independent, verifiable information they need to make democratic choices? Included in the Public Policy Forum’s report is some polling and focus-group data from Allan Gregg (whose impressive polling credentials were also founded and flourished in journalism’s heyday in the 1970s and 1980s). Gregg found that a strong majority, more than three-quarters of respondents, still said they needed traditional journalism to participate in the civic life of the country. The burning question is what can be done to keep that “civic function” of journalism alive? The “Shattered Mirror” report tackles that issue seriously, with a dozen ambitious recommendations, covering everything from income-tax changes for the media industry to the establishment of beefed-up roles for The Canadian Press, the CBC and new bodies to back up indigenous, local and investigative journalism. I’m sure there are many of us in the business — Mary Tyler Moore-inspired or not — who hope that Prime Minister Justin Trudeau’s government takes these recommendations seriously, too. Chances are it will, given that it contributed $200,000 to have the report done (though it is an independent report, with other financial contributions from private-sector people). Ever since Thursday, my social media feeds have been filled with recollections of The Mary Tyler Moore Show. One of the episodes, in fact, the final one, is worth remembering. In it, new management has taken over and all the employees, except the buffoon of a newscaster, Ted Baxter, have been fired. Some might call that an eerily prescient view of the journalistic landscape today, or even the political one south of the border. The last scene showed Mary turning out the lights in the newsroom. While much of the show inspired and may have indeed predicted the future, for a lot of us, that’s a scene we’d like to avoid. [email protected]
2023-14/0037/en_head.json.gz/13399
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Racing on Lake Ontario a stiff test The 20th edition of the Lake Ontario 300 race gets underway from Port Credit Yacht Club tomorrow and among the entries is an all-female crew from Oakville. By Adam MayersPersonal Finance Editor Once the 20th edition of the Lake Ontario 300 race gets underway from Port Credit Yacht Club tomorrow the Oakville sailor and her 40-something, all-female crew will be lucky to get a few hours here and there for the next few days. Strangely enough that discomfort is part of the appeal of the annual non-stop adventure that has become the highlight of the local summer sailing calendar. "I'm really looking forward to it," says Scott, who with her husband keeps 30-foot Oyster Bay at the Oakville Yacht Squadron. "This is my first 300 and even though I've done a fair amount of singlehanding, I just want to see if I can do it. My goal is to finish." When Oyster Bay crosses the starting line at about 10 a.m., she'll head for Gibraltar Point, off Toronto Island, along with the 66 other boats doing the shorter of the race's two courses. At Scotch Bonnet Island, southeast of Presqu'ile Bay, the fleet will turn and cross the lake to the mouth of the Niagara River. From there it's off to the finish at Port Credit. The crew will work in pairs, eating and sleeping when they can. Scott, a hospital laboratory information systems specialist, admits that with her older, heavier boat (a C&C 30), it could be slow going, perhaps two days or more. She doesn't see that as a drawback because it is a chance to sharpen her night sailing skills and improve her navigation. Her broader goal is to build confidence in her abilities to manage the boat in all conditions. Entries like Scott's couldn't make race organizers happier. As little as five years ago, the event was withering as interest in hard core lake racing dwindled. From 54 entries in 2004, the race has rebounded to a record 170 boats with about 650 sailors. "We're scrambling, but frankly it's the sort of problem you love to have," says Val Matison, a member of the organizing committee. In addition to the 300-kilometre circuit in which Oyster Bay is competing, there is a longer 300-mile course that circumnavigates the lake. The latter course is the longest freshwater sailing race in the world, gaining that distinction by changing its course to slightly out-distance the famed Chicago-Mackinac which runs the length of Lake Michigan. Most of the fleet are Golden Horseshoe sailors, but a growing number are coming from Rochester, Youngstown and Buffalo. The average boat size is 33 feet with most completing the long course in under three days. Scott's crew includes Mississauga accountant Barb Spavins, an avid racer who has done the short race once before, but not finished. Spavins and her husband keep a 37-foot Beneteau cruising sailboat at the Oakville Yacht Squadron. Racing offers her the perfect release from the stresses of life ashore. "I love the freedom of being out on the lake and leaving everything else behind," she says. Spavins persuaded her twin Connie McWhinnie, who lives in Waterloo, to join them. Rita Lord, a Mississauga interior designer, rounds out Oyster Bay's crew.
2023-14/0037/en_head.json.gz/13400
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Toronto Maple Leafs at Ottawa Senators: Saturday NHL preview Erik Karlsson and the Sens host Leafs in all-Atlantic Division battle. By Mark ZwolinskiSports reporter CANADIAN TIRE CENTRE FACEOFF: 7 p.m. TV: CBC RADIO: Sportsnet 590 The FAN Rielly/Karlsson A meeting between two top offensive-minded defenceman. Ottawa’s Erik Karlsson will play in his fifth NHL all-star game and leads the Senators in points (34), assists (27) and average ice time (27:06, though a season-low 21:36 in a big win over Pittsburgh on Thursday). He has also embraced coach Guy Boucher’s defensive game plan, the key to the Senators’ rise in the Atlantic Division. Leaf Morgan Rielly had 16 assists in 39 games heading into Friday night, but just one goal. Both clubs are in the playoff hunt in the Atlantic Division. . . . The Senators need to get more from big winger Bobby Ryan, benched recently for undisclosed reasons. Ryan, Ottawa’s highest-paid player at $7.25 million, has eight goals and seven assists in 34 games and is off the top power-play unit, where Kyle Turris and Mark Stone have started to click. Ryan had four 30-goal seasons in Anaheim and posted 22 last season with the Senators. … Goalie Mike Condon, acquired from the Penguins in November, has started the past five games. . . . The Sens are a very respectable 13-6-4 on home ice. Tuesday vs. Buffalo Sabres, 7:30 p.m.
2023-14/0037/en_head.json.gz/13401
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Sochi 2014: What's on today at the Games The Games don't officially start until Friday's Opening Ceremonies, but some events will begin early Thu., Feb. 6, 2014timer1 min. read Thursday, Feb 6 A day before the opening ceremonies the work starts for athletes in the brand new Olympic sports of team figure skating and slopestyle snowboarding. The top 10 skating nations, including Canada, will vie for a single medal awarded on the combined scores of skaters in each of the four events — men’s singles, ladies’ singles, pairs and ice dance. As the only country to win three medals at the 2013 world figure skating championships, Canadian skaters are looking to bring home a medal in this new event. Canada’s Patrick Chan is expected to skate the men’s short program, followed by Meagan Duhamel and Eric Radford in the pairs short (10:30 am–1:55 pm). Up the mountain, Canada’s Mark McMorris, Sebastien Toutant and Spencer O’Brien have taken on the jumps and rails in men’s and women’s slopestyle snowboard qualifiers. Read about how the men did here. Women’s moguls also gets underway with qualifying runs (9 am–9:45 am).
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The ESV Study Bible and Mark 16:9-20 As a follow-up to the analysis of the shortcomings of Dr. Bruce Metzger’s comments about the external evidence about the ending of the Gospel of Mark, I have put together a review of some very similar statements about Mark 16:9-20 which are found in the ESV Study Bible. The author of the ESV Study Bible’s notes for the Gospel of Mark is listed at the ESV Study Bible's website as Dr. Hans Bayer, a professor at Covenant Theological Seminary (near St. Louis, Missouri). (Dr. Wayne Grudem is the General Editor.) Covenant Theological Seminary is a Presbyterian school; its professors annually affirm the Westminster Confession, which includes a statement that the New Testament in Greek was “inspired by God, and, by His singular care and providence, kept pure in all ages.” However, inasmuch as the Greek text of the New Testament text used by the authors of the Westminster Confession is very different from the base-text of the ESV, it would seem that the purity to which this part of the Westminster Confession refers is being interpreted as basic doctrinal purity, not as textual purity. Now let’s consider Dr. Bayer’s note about Mark 16:9-20 in the ESV Study Bible, going point by point. (The excerpts attributed to Dr. Bayer are from the English Standard Version Study Bible, © 2010 Crossway Bibles (a division of Good News Publishers), Wheaton. Used for review purposes. Excerpts from Dr. Bruce Metzger are from A Textual Commentary on the Greek New Testament, © 1971 by the United Bible Societies, Stuttgart.) Dr. Bayer: “Some ancient manuscripts of Mark's Gospel contain these verses and others do not, which presents a puzzle for scholars who specialize in the history of such manuscripts.” If “ancient” manuscripts are defined as manuscripts produced before the death of Charlemagne (in 814), then two ancient Greek manuscripts, one ancient Latin manuscript, one ancient Sahidic manuscript (the production-date of which is far from certain), and one ancient Syriac manuscript do not contain any part of Mark 16:9-20. All other ancient copies of Mark 16, whether Greek or non-Greek, include at least part of this passage, showing that it was in those copies when they were in pristine condition. The two Greek manuscripts that lack Mark 16:9-20 (Vaticanus and Sinaiticus) were both almost certainly produced at Caesarea in the 300s. As I explained in the survey of Dr. Metzger’s comments, Codex Vaticanus has a distinct blank space after Mark 16:8, as if the copyist did not have access to an exemplar with the passage but nevertheless recollected it and attempted to reserve space for it. And in Codex Sinaiticus, the text from Mark 14:54-Luke 1:56 is written on replacement-pages; the copyist who made those four pages drastically shifted his rate of letters per columns in order to avoid having a blank column between the end of Mark and the beginning of Luke. This indicates that the copyists of the only two Greek manuscripts in which Mark ends at 16:8 knew of at least one manuscript, older than the ones they were making, in which the passage was included. Dr. Bayer: “This longer ending is missing from various old and reliable Greek manuscripts (esp. Sinaiticus and Vaticanus), as well as numerous early Latin, Syriac, Armenian, and Georgian manuscripts.” Dr. Bayer’s dependence upon Dr. Metzger is obvious as he describes these pieces of evidence in exactly the same order in which Dr. Metzger described them. Dr. Bayer, however, has provided his readers with an even more distant and out-of-focus perspective than Dr. Metzger did, with the result that his readers have been given a false impression of the scope of the evidence. The two Greek manuscripts that Dr. Bayer names (Sinaiticus and Vaticanus) are the only ancient Greek manuscripts of Mark 16 in which the text stops at verse 8. Now imagine if someone told you, “Various houses in this town are made of brick, especially the homes of Mr. Andrews and Mr. Baker” – and then you found out that the homes of Mr. Andrews and Mr. Baker were the only brick houses in the village. Would you not feel rather misled? The “numerous” Latin manuscripts to which Dr. Bayer refers consist of one copy: Codex Bobbiensis, which has an anomalous text throughout Mark 16 (regarding which see the pertinent part of the earlier article about Dr. Metzger’s comments.) The “numerous” Syriac manuscripts to which Dr. Bayer refers consist of one copy: the Sinaitic Syriac, which shares other unusual readings with Codex Bobbiensis. The Armenian manuscripts to which he refers are really numerous, but they are medieval; they are not early. Neither are the two Georgian manuscripts to which he refers. Dr. Bayer: “Early church fathers (e.g. Origen and Clement of Alexandria) did not appear to know of these verses.” This appears to be a paraphrase of Dr. Metzger’s claim that “Clement of Alexandria and Origen show no knowledge of the existence of these verses.” Clement hardly quoted from the Gospel of Mark at all, except for one large citation from chapter 10. Origen, likewise, did not use the Gospel of Mark very much. See my analysis of Dr. Metzger’s statement for further details. Also notice that farther along in the same footnote, Dr. Bayer says that many church fathers knew the passage. Dr. Bayer: “Eusebius and Jerome state that this section is missing in most manuscripts available at their time.” This appears to be another echo of Dr. Metzger’s comments. The pertinent statement from Eusebius is embedded in his composition Ad Marinum, in which Eusebius, in the course of answering a question about how to resolve a perceived discrepancy between Matthew 28 and Mark 16 regarding the timing of Christ’s resurrection, stated that a person could say that verses 9-20 are not in every single manuscript, or that they are absent from the accurate ones, or from almost all manuscripts. But after framing all that as something that a person might say, Eusebius proceeded to describe, in considerable detail, how Mark 16:9 could be harmonized with Matthew 28:1 (and thus retained). He seems to expect Marinus to take this second approach. In the course of answering the next question, Eusebius states that “some copies” of Mark mention that Jesus cast out seven demons from Mary Magdalene (a detail stated in Mark only in 16:9), and in his answer to the question after that one, he affirms that the Mary who stands at the tomb in John 20 is the same individual “from whom, according to Mark, He had cast out seven demons.” Although one might imagine, based on Dr. Bayer’s vague description of Jerome’s testimony, that Jerome reported the results of his own investigation into how his manuscripts of Mark ended, what we really have in Jerome’s Ad Hedibiam (Epistle 120) is a condensed translation of Eusebius' Ad Marinum. The third, fourth, and fifth questions in Jerome’s letter to Hedibia are the same as the first, second, and third questions in Eusebius’ letter to Marinus, and Jerome’s answers are based mainly on the answered that Eusebius had supplied. This is not an independent statement by Jerome; he would not have made this statement if he had not been translating Eusebius’ earlier composition. Jerome included verses 9-20 in the Vulgate (in 383), and referred to 16:14 in Against the Pelagians when explaining where he had seen the interpolation now known as the Freer Logion. Dr. Bayer: “And some manuscripts that contain vv. 9-20 indicate that older manuscripts lack the section.” Again, this resembles Dr. Metzger’s statement: “Not a few manuscripts which contain the passage have scribal notes stating that older Greek copies lack it.” As I have explained elsewhere, this refers to 14 manuscripts (out of over 1,700) which have special annotations about Mark 16:9-20. The annotations tend to express support for the passage. In one form (shared by ten manuscripts), the annotation states that although some copies lack the verses, most copies include them, and in another form (shared by three manuscripts), the annotation states that although some copies lack the passage, the ancient copies include it all. That is the opposite of the impression given by the ESV Study Bible’s note. Dr. Bayer: “On the other hand, some early and many later manuscripts (such as the manuscripts known as A, C, and D) contain vv. 9-20, and many church fathers (such as Irenaeus) evidently knew of these verses.” Dr. Bayer specifically named the two Greek manuscripts in which the text of Mark stops at 16:8, and he reached into the 900s to find versional evidence for that form of the text. But here as he describes the patristic evidence, he supplied only one specific name. That is not even-handed treatment of the evidence. The “many church fathers” to whom Dr. Bayer refers includes the following: Justin (c. 160), Tatian (c. 172), Irenaeus (c. 184), Epistula Apostolorum (probably; 150-180),Tertullian (probably; 190-205), Hippolytus (c. 220), Vincentius of Thibaris (257), De Rebaptismate (258), Porphyry/Hierocles (anti-Christian writers from 270/303), Acts of Pilate (300s), Marinus (c. 330), Aphraates (335), Wulfilas (c. 350), Ephrem Syrus (c. 360), Ambrose (370’s or 380’s), Philostorgius (c. 380), Epiphanius (c. 385), Old Latin capitula (pre-380’s), the Peshitta (mid-late 300s), Chromatius (c. 380), Apostolic Constitutions (380), De Trinitate (380’s, attributed to Didymus the Blind), Jerome (383), John Chrysostom (probably, c. 407), the author of the Freer Logion (pre-400), Augustine (400), Greek manuscripts cited by Augustine (400), the lectionary-system used by Augustine (early 400s), Macarius Magnes (405), Doctrine of Addai (early 400s; probably a composite of earlier material), Pelagius (c. 410), Patrick (mid-400s), Nestorius (c. 430), Marcus Eremita (435), Peter Chrysologus (453), Eznik of Golb (c. 440), and Prosper of Aquitaine (c. 450). If the list of patristic writings and manuscripts were extended to the production-date of the Armenian copies that Dr. Bayer described as “early,” it would be increased by dozens and dozens. Dr. Bayer: “As for the verses themselves, they contain various Greek words and expressions uncommon to Mark, and there are stylistic differences as well.” Granting that Mark 16:9-20 contains some stylistic differences from the preceding section, Dr. Bayer’s point about the presence of Greek words “uncommon to Mark” is nullified by the presence of even more Greek words “uncommon to Mark” – that is, used only once in the Gospel of Mark – in another 12-verse section (15:40-16:4), as Dr. Bruce Terry shows in an essay at http://web.ovc.edu/terry/articles/mkendsty.htm . In addition, the ESV – in a copy that I saw with a 2007 copyright by Crossway – has the following footnote: “Some manuscripts end the book with 16:8; others include verses 9-20 immediately after verse 8. A few manuscripts insert additional material after verse 14; one Latin manuscript adds after verse 8 the following: But they reported briefly to Peter and those with him all that they had been told. And after this, Jesus himself sent out by means of them, from east to west, the sacred and imperishable proclamation of eternal salvation. Other manuscripts include this same wording after verse 8, then continue with verses 9-20." That footnote is extremely imprecise. Written accurately, it would go like this: “Over 1,700 Greek manuscripts include verses 9-20 immediately after verse 8. Two Greek manuscripts end the book with 16:8; one of them has a prolonged blank space after verse 8. One manuscript inserts additional material between verse 14 and verse 15. One Latin manuscript interpolates an ascension-scene between 16:3 and 16:4, removes part of verse 8, and then adds the following: But they reported briefly to a boy and those with him all that they had been told. And after this, Jesus appeared and sent out by means of them, from east to east, the sacred and imperishable [proclamation] of eternal salvation, Amen. Five Greek manuscripts (and versional evidence from Egypt) include similar wording between verse 8 and verse 9; one medieval Greek manuscript has this ending in the margin. How long will the editors of the ESV and the ESV Study Bible allow their readers to be misled by these inaccurate and misleading notes? Labels: ESV, Eusebius, footnotes, Hans Bayer, Jerome, manuscripts, Mark 16:9-20, Metzger, Textual Commentary, Wayne Grudem Rhodes said... I feel like the horse in the Robert Frost poem "Stopping by the Woods on a Snowy Evening" But rather than think it queer to stop without a farmhouse near, I find it strange then those without the slightest indication of an interest in scholarship which show up on such a Blog. Mark 16, Bruce Metzger, and Misinformation An Excerpt from Jerome's Letter to Hedibia (Epistl... Why the KJV New Testament Is Among the Best Englis...
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Elf jr December 21 -24, 2022 Buddy, a young orphan, mistakenly crawls into Santa's bag of gifts and is transported to the North Pole. The would-be elf is raised, unaware that he is actually a human, until his enormous size and poor toy-making abilities cause him to face the truth. With Santa's permission, Buddy embarks on a journey to New York City to find his birth father and discover his true identity. Faced with the harsh reality that his father is on the naughty list and that his half-brother doesn't even believe in Santa, Buddy is determined to win over his new family and help New York remember the true meaning of Christmas. Elf jr. s to be presented through special arrangement with Music Theatre International (MTI). All authorized performance materials are also supplied by MTI. www.mtishows.com
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Home Concert Tickets Country / Folk Brad Paisley Tickets Buy Brad Paisley Tickets Brad Paisley Tickets Honored numerous times as the “Male Vocalist of the Year”, Brad Paisley has permanently carved his name among the country music greats. An immensely talented singer and songwriter, Paisley has set high standards for himself and works hard to meet them. His music has been defined as a cross between Americana and Southern Rock, though his roots are deeply nested in the country genre. Having developed an ingenious style, Brad Paisley infuses humor in his lyrics and uses pop-culture references. He always opens his concerts with jokes and keeps them coming throughout the performance. Currently the superstar is helping his fans fend off the winter blues with a tour that’s aptly titled, Beat This Winter. Brad Paisley Cities Brad Paisley Las Vegas NV Brad Paisley St. Louis MO Tour: Beat This Winter Hit Songs: He Didn’t Have to Be, I Wish You’d Stay, Start a Band, Then, Old Alabama Brad Paisley – Early Life Born and raised in West Virginia’s small town, Brad Paisley was always passionate about music. His early inspiration came from his grandfather, who acquainted him with the traditional country music and gifted him a guitar when he was eight. By the age of ten, young Paisley was playing the instrument quite competently and regularly performing in a choir. He would also participate in school events and it was during one of these performances that he caught the attention of a radio producer. He was then invited to perform on the radio show, which were his first steps taken towards stardom. The exposure earned him place as the opening act for country musicians like George Jones and the duo, The Judds. With one thing leading to the other, Paisley was then awarded a music scholarship which took him to the country music capital, Nashville. Graduating with a Music Business Degree, Brad Paisley was ready to announce his arrival in the industry. Star of a Stellar Journey Upon his entry into the country music scene, Brad Paisley was instantly recognized as a future star. And he proved them all right. “Who Needs Pictures” made it to the number position on the Billboard Heatseekers chart and produced four hit singles. With the album, Paisley established himself as a traditionalist and composed authentic country music. After his second release in 2001, the maestro came up with his first number one album, “Mud on the Tires”. His duet with Alison Krauss, Whiskey Lullaby, became the record’s highlight, earning the artist numerous awards. Brad Paisley’s fourth album, “Time Well Wasted” took the industry by storm upon its release. It not only topped the charts but was also awarded ‘Album of the Year’ by Academy of Country Music and Country Music Association. The record included the hit duet with Dolly Parton titled, “When I Get Where I'm Going”. The phenomenal artist advanced his career to “5th Gear” with the 2007 release that also topped the Billboard charts. The album was lauded for tracks like “Online”, “Oh Love” and the award winning, “Waitin` on a Woman”. Paisley added three more acclaimed albums to his collection in 2008, 2009 and 2011. His latest one hit the shelves in 2013, titled “Wheelhouse”. Topping the Billboard Country charts, it has earned commercial and critical success. A critic from USA Today stated that “genuine honesty and sincerity” shined through it, whereas The Gazette’s reviewer wrote, “the album lives up to its name”. Brad Paisley Live! An acclaimed entertainer, Brad Paisley is at the moment heating up arenas in numerous cities around the world. On his Beat This Winter tour, the artist is setting the stage ablaze with his powerful mix of country music, laser shows and creative videos projected on massive screens. With a number of performances scheduled in the US, he will also be rocking the stage in Ireland and Sweden. Brad Paisley tickets are seeing soaring sales and sold out events are being anticipated. He will also be performing at the Houston Livestock Show And Rodeo in April, along with joint concerts with the stars like Randy Houser, Leah Turner, Chris Young and Danielle Bradbery. At 28, Paisley was the youngest member to join Grand Ole Opry. He is the youngest inductee on the Jamboree USA Hall of Fame. A huge fan of Mark Twain, Brad named one of his sons William Huckleberry after the author’s famous fictional character. The song “If He's Anything Like Me” is about his two kids. Deeply in love with his wife Kimberly Williams, Paisley claims he had no choice but to marry her. He couldn’t let her go. View All Brad Paisley Tickets
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Paths being purged in the_cache_control. https://www.timeshighereducation.com/sites/default/files/university/rankings/589-en.json 101-125th World Reputation Rankings 2022 Nordre Ringgade 1 8000 Aarhus C, DK - Denmark, Denmark https://international.au.dk/ [email protected] More about Aarhus University Aarhus University is a well-established institution, with almost 100 years of history behind it. Since 1928, it has cultivated a reputation as a world-leading research institution, which can be seen through its regular appearance in the top 100 of many rankings. Over the years, AU has evolved into a dynamic and international, institution. Recently, Aarhus University ranked 69th in the Shanghai rankings and regarding internationalization AU is ranked in the top as well as no. 45 on Times Higher Education’s ranking as “Most International Universities in the World”. 50+ study programmes in English 12% of students here at Aarhus University are international, coming from over 120 different countries! We also have many international researchers throughout all faculties, and all our PhDs are taught in English. At Bachelor’s or Master’s level and we are proud to offer over 50 English-taught courses. English really is our second language here at AU. Additionally, we have a specialised International Centre, which can provide guidance and support on a range of topics. Research-based university Aarhus University is the largest research-based university in Denmark, and a nationwide institution with three campuses located in Aarhus, Emdrup and Herning. Many lecturers here are active researchers, meaning teaching at AU is based on recent research projects. This gives our students access to the most up-to-date findings, and ensures an excellent standard of teaching. Scandinavian teaching style inspires critical thinking The teaching environment at Aarhus University is relaxed and collaborative. We hope to inspire our students through informal class discussions and debates, with our lecturers placing a high value on student insights. This nurtures the development of critical thinking skills. Many of our courses are interdisciplinary, which aims to provide multi-faceted knowledge of the subject and broaden career options. A comprehensive university with five faculties There are five main faculties at Aarhus University: Arts, Business and Social Sciences, Health, Natural Sciences and Technical Sciences, with more than 38.000 students and 8000 staff. Students are welcome to use the state of the art research facilities available in each faculty. Each faculty is highly specialised, and focused on contemporary issues. For example, the faculties of Natural and Technical Sciences are currently concentrating on sustainability and facilitating a green transition. Explore these featured universities Applied Science Private University Pohang University of Science and Technology (POSTECH) Explore rankings data for Aarhus University Compare universities on their key stats Find a course at Aarhus University Study Guide 2021
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Jewelle Gomez Jewelle Gomez (born September 11, 1948) is an American author, poet, critic and playwright. Her writing—fiction, poetry, essays and cultural criticism—has appeared in a wide variety of outlets, both feminist and mainstream. Her work centers on women's experiences, particularly those of LGBTQ women of color. Photographed at home in New York City on April 23, 1991 Jewelle Gomez 4 Jewel Gomez Author Poet Critic Playwright Lesbian Feminist Activist Afrofuturism Lambda Literary Award winner The Gilda Stories Gay Rights
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Reisinger Senior Director of Development & Construction Erin Reisinger leads internal and external project teams through the entitlement, design, permitting, construction, and lease-up phases of upscale multifamily developments in the Mid-Atlantic region. Before joining the Toll Brothers Apartment Living team, Erin worked with Toll Brothers City Living overseeing the design and construction of Apartment Living’s high-rise projects in the Washington, DC area, as well as luxury apartments in Boston and student housing in Miami. Prior to joining Toll Brothers in 2012, Erin was a senior-level structural engineer with GACE Consulting in New York City. During nine years as a licensed Professional Engineer at GACE, she led a team of engineers in the design of high-rise buildings, employing both concrete and steel structural systems. Erin earned a Bachelor of Science in Civil Engineering and Architectural Engineering from the University of Miami and a Master of Science in Structural Engineering from Columbia University. Contact Erin Bio Contact Form The information you provide will be used in accordance with our 1140 Virginia Drive,
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Science fiction. Fantasy. The universe. And related subjects. Celebrate George Romero’s Legacy and His Epic Novel The Living Dead Leah Schnelbach Fri Jul 24, 2020 9:06pm 4 Favorites [+] George A. Romero was one of our greatest writers and filmmakers and he shaped modern cinema as we know it. One of his best-known innovations was the creation of a new kind of zombie aesthetic. With Night of the Living Dead, Romero took the idea of the zombie (so often used by white filmmakers to cast Black characters and culture as monstrous) and reshaped them into a rich story about class bias and the evils of white supremacy—that also happened to be a perfect, bone-rattlingly scary movie. While Romero worked in many genre, he returned to zombie stories again and again. One of his projects, an epic novel about the zombie apocalypse that was unfinished at the time of his death, but now completed and shaped by author Daniel Kraus. The Living Dead, will be available from Tor Books on August 4th. As part of San Diego Comic-Con At Home, film scholar and journalist Richard Newby spoke with Kraus and Romero’s partner, Suzanne Desrocher-Romero, about the novel and Romero’s legacy. You can watch the full panel, or head below for highlights from the conversation. First, by way of introduction, Daniel Kraus is the author of Rotters, The Death and Life of Zebulon Finch, and, with Guillermo del Toro, Trollhunters and The Shape of Water. He was selected by the Romero Estate to complete The Living Dead, George A. Romero’s final work of zombie fiction. Suzanne Desrocher-Romero is the founder and President of The George A. Romero Foundation, a non-profit organization that supports indie filmmakers, and which recently partnered with The University of Pittsburgh to form the George A. Romero Horror Studies Center. Richard Newby has written for The Hollywood Reporter and The New York Times, among others, and authored this amazing exploration of Night of the Living Dead. RN: How did you get in the headspace of George Romero? DK: It’s weird, it felt more like a standard collaboration than you would expect. Segments of the manuscript came at different stages. There was the original chunk that George had written, and then when I was a couple hundred pages into the work we turned up another hundred pages that George had written earlier—sort of a “dry run” for the book….we also found a missing short story that was told from the point of view of a zombie which was really valuable to get a sense of the zombie rules…[I] studied what George loved so I could be inspired by what he was inspired by. His favorite film was (Powell & Pressburger’s) Tales of Hoffman, and I was able to use that film as a scaffolding to build—that opera, Tales of Hoffman, is a three-act structure—I was able to use that as a model for the book’s three-act structure, and as a thematic guide for each act. So I treated it like I was working on an unfinished Rembrandt. RN: Romero has quite a large fanbase—and I’m included in that! What do you think fans will be really excited about in this new novel, other than the fact that it’s a new novel co-written by George Romero? DK: There will be sharp and poignant commentary on American society, that I don’t think has ever been more cutting than it is right now. A lot about the haves vs. the have-nots. The book involves a pandemic situation that we can get out of, but only if we work together. Some of the more granular surprises in the book…for instance learning how important zombie animals are! I did a lot of research into George ideas and deleted scenes, and it showed me how interested he was in exploring the idea of zombie animals. SD-R: I sat down and read it, and it was an emotional experience for me. I had read sections of it before, and the main character or one of the main characters, Luis—I used to call George “Luis” when he was being difficult or negative, because George, he was a “half-empty” kinda guy. But deep down he was all about “full.” He often looked at life with a pessimistic view, and this book reflects that. I have to say, it was emotional I cried, I was touched by the characters, I felt that Dan was the best person to write this book. RN: There’s a comforting presence to George’s voice, and in spite of his pessimism a humanity, I think really carries through in this novel. In terms of his filmography—I just did a re-watch of all of his films, and while he’s best known for his zombie films, Martin, and Knightriders in particular I find a really touching film that was outside the horror box for him. Did any of that impact the writing of this book at all? DK: I think one of the reasons I appealed to George’s manager Chris Roe as a co-author was that he knew me as a student of George’s, and not just a student of his zombie films, I mean a student, period. I grew up on his movies, and I loved all of them. I don’t think he ever made a bad movie. To get an idea of who he was as a creator and a thinker I had to look at everything he did, the breadth of it. There are Easter egg-type nods to all of his work in the novel, not just his zombie work. Some of them are really subtle, and only a superfan will know! I can’t emphasize enough how important it is to look beyond the obvious six movies when it came to writing this book. RN: What about your favorite Romero film moments? SD-R: That’s a loaded question! DK: There are a couple that jump to mind There’s a great moment in Dawn, Fran and Flyboy in bed together, it’s after they’ve cleaned the mall of zombies, and they’re living high on the hog—they have everything they want, and yet they’re sitting in bed, not looking at each other, and there’s this slow zoom-out, and it shows you that even after you think you’ve won everything, you still could have nothing. There’s something very nasty about that comment on the American Dream. And then, one of my favorite images of all time, is the very last image from his very last film, Survival of the Dead—a really underrated movie—it’s two white men on a hill, both dead, both with guns that don’t have any more bullets, still just firing empty chambers at each other, still pulling triggers, even after everything worth fighting for is gone, they’re still fighting. That last image gives me chills, and I know George wanted to make a lot more movies, but if you had to end on an image that sums up so much of what he made movies about, that one is so potent. SD-R: I totally agree. I also think the ending of Night, still is so powerful, the sense of despair. And as a filmmaker, you do your first film, and it’s a home run! How does that happen? But he made a classic film and it changed the horror world. Suddenly humans were the monsters. And another thing you get a sense of, every film has its own look, its own world. He would always complain that people wanted him to do Dawn again, but he insisted that every film was going to be different, it would have a footprint, but it would be different . RN: Your choice of characters in the book—one of the leads is a Black woman, and there’s also a Muslim girl, and I think, for me personally my entryway into Romero was Ben in Night of the Living Dead, and I think that’s the film of his that I’ve seen the most, the one that I think about the most, just because of its social significance. In choosing your characters was that something you were conscious of when you were writing it? Were you creating a world that reflected our own with the lead characters? DK: Absolutely. Like you, I saw Night of the Living Dead—at five or six years old?—and then just continually as a kid. I lived in Iowa, and I didn’t know any Black people. But my hero was Ben, and it can’t be overemphasized how important representation is, to more people than me, obviously, but to me too in the sense that it wasn’t He-Man, it wasn’t Batman: my hero was Ben. No last name, Ben. So, yes, some of that, George had planned for the book, but in the third section of the book—fifteen years after the zombie apocalypse there’s an attempt to recreate society. And even in the abstract I think that could only be possible if we up-end the world as it now, so the only utopia that seems possible is one led by people of every color and creed and orientation. And in the beginning of the book the world is as it is now, but as certain characters come together there’s this potential of a better world. And I think that’s what George was coming to, beginning with Duane Jones playing Ben, all the way through the films: all paths were leading to how this book finishes up, I think. S D-R: You know, he’d say “It’s 1968! Why are people still having trouble with this!” and now it’s 2020, and we’re still having trouble with this! His point of view was that we should have sorted it all out, already. And we haven’t. And that’s why he had such a pessimistic point of view, cause he kept thinking, “We’re not getting it!” And in his writing he’d hammer it, that we needed to stick together, and yet we couldn’t do that….diversity is where we live. Diversity is our world. And yet we somehow have trouble with it. RN: What do you think he’d think of the popularity of zombies today? SDR: He’d say “Ehh!” [Shrugs] …[W]e were on our terrace having a barbecue, and we were interrupted because he had to do a phone interview from Czechoslovakia. They were doing a zombie walk there, and there were about 13,000 people and he could hear them on the phone. It was just 15 minutes of 13,000 zombies and people excited about speaking to George on speaker, in the square. It’s surreal! It was surreal to him, but kinda cool? But he’d would never admit it. DK: I think his filmography might be the greatest example in film history of the idea that horror can matter. Horror can be shocking, grotesque, in a way that can wake people up to the world around them in a way that I don’t know other genres can do quite as…startlingly. George was the prime mover of that. RN: I think we can see George Romero’s legacy and influence in many forms. And with this novel, he’s continuing to give us stories and give us insight. DK: This book does sort of close the loop he began with Night of the Living Dead. The Living Dead by George A. Romero and Daniel Kraus will be out August 4th from Tor Books! booksDaniel Krausgeorge a. romeroHorrorNight of the Living DeadSDCC 2020The Living Dead Reading in a Fallow Month It’s A Real Book! Hellboy’s Mike Mignola and Author Lemony Snicket Are Releasing Illustrated Edition of Pinocchio Read an Excerpt From Victor LaValle’s Lone Women Scream VI: Ghostface Takes a Bite of the Big Apple This post is closed for comments. 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2023-14/0037/en_head.json.gz/13409
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What is TOSSD International Task Force Pilot Studies and Data Stories Total Official Support for Sustainable Development (TOSSD) What is TOSSD? Total Official Support for Sustainable Development (TOSSD) is an international standard for measuring the full array of resources to promote sustainable development in developing countries. It is designed to monitor all official resources flowing into developing countries for their sustainable development, but also private resources mobilised through official means. It also measures contributions to International Public Goods. Why is TOSSD needed? The Sustainable Development Goals (SDGs) call for a comprehensive measure of support to developing countries. TOSSD responds to this need. Many countries and multilateral organisations track the support they provide to promote sustainable development in developing countries. But, the risk of getting a multitude of statistical datasets is real. This would affect comparability and data usage by recipient countries and other stakeholders. TOSSD is a statistical framework agreed by a large, diverse group of countries and organisations. This aims to ensure a coherent, comparable, unified system to track SDG-related investments. TOSSD informs development planning, SDG monitoring and helps identify priorities to finance sustainable development. The greater focus on sustainable development is not the only change in the financial landscape. This landscape also has more and new actors, and new financial instruments. TOSSD better reflects this complex landscape than existing international statistics on development finance. TOSSD Overview infographic (in French, in Spanish) Who is developing TOSSD and how? The International TOSSD Task Force was created in 2017. It is an inclusive group of experts from provider countries, recipient countries and multilateral organisations. As the international community called for the development of TOSSD in an “open, inclusive and transparent manner” in the Addis Ababa Action Agenda (paragraph 55) in July 2015, the International TOSSD Task Force makes all documents publicly available. For the development and maintaining the TOSSD methodology, the International TOSSD Task Force consults experts on specific issues for example on peace & security and communicable diseases. The Civil Society community also participates in the Task Force as an observer. The OECD serves as the Secretariat to the Task Force. The TOSSD Task Force Secretariat is carrying out a series of country and thematic pilot studies to test the TOSSD methodology and make sure that the framework addresses the information needs of recipient countries. What are the key milestones? In 2022, TOSSD was recognised as a data source for indicator 17.3.1 of the SDG global indicator framework to measure development support. The TOSSD Secretariat published the second set of TOSSD data on 2020 activities, collected from 99 providers. Also, the TOSSD Task Force agreed to update the list of countries considered as TOSSD recipients. This will help better reflect the landscape of support for sustainable development. Four countries are now TOSSD recipients: Chile, Cook Islands, Seychelles, and Uruguay. In 2021, the TOSSD Secretariat published the first set of TOSSD data on 2019 activities, collected from 90 providers. The TOSSD Secretariat launched tossd.org website and the TOSSD data visualisation tool. In 2020, TOSSD was included in the G20 Financing for Sustainable Development Framework. In 2019, the Task Force published the first version of the TOSSD methodology (TOSSD Reporting Instructions). Besides, for the first time, a G7 document referenced TOSSD. In 2017, the first meeting of the International TOSSD Task Force took place. In 2015, the Addis Ababa Action Agenda was agreed and in its paragraph 55, the international community committed to hold “open, inclusive and transparent discussions (...) on the proposed measure of total official support for sustainable development” (TOSSD).
2023-14/0037/en_head.json.gz/13410
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Cleaning and Gum Treatment Dr Christopher Ow Tjin-Xin QUALIFICATIONS/ACCOLADES B.D.S. (Ireland) MClinDent. (Prosthodontics) (AT) (UCL) ABOUT DR OW Dr Christopher Ow graduated from the National University of Ireland with a Bachelor of Dental Surgery (Hons) in 2015. He was awarded the Title of College Scholar for obtaining distinctions for the academic years of 2010-2012 and the UCC Works Prize for his active contributions to leadership activities and community service. He also presented his undergraduate research at the International Association of Dental Research (Irish Division) in 2013. Following his stint in a large group private practice, he then pursued his Masters in Clinical Dentistry in Prosthodontics at the Eastman Dental Institute in London UK, graduating with distinction. He was awarded 2nd Prize for his regional audit which looked at compliance with CBCT reporting standards for implant dentistry. He also gained his Membership in Prosthodontics from the Royal College of Surgeons of Edinburgh and the Royal College of Surgeons of England in 2020. Aside from dentistry, Dr Ow spends his free time traveling around to and hiking in various parts of the world. Enquiries: (+65) 6737 9011 Whats App: (+65) 9471 7438 After Hours: (+65) 6533 0088 The Penthouse, 391B Orchard Road, #26-01 Ngee Ann City Tower B Singapore 238874 Sun & PH 9:30am - 1:00pm Copyright © 2023 TP DENTAL. All rights reserved. This is a wholly owned subsidiary of Q & M Dental Group (Singapore) Limited. Dr James Joseph B. Z. Tan B.D.S. (Singapore) Dr Azlan Daud BDS (Singapore), MSc Endodontics (UCL, London), FAMS (Singapore) Dr Dora Chu B.D.S (HKU), MClinDent Endodontology (AT) (UCL) Dr Amanda Lim B.D.S. (London) M.F.D.S. R.C.P.S. (Glasgow) MSc. Paediatric Dentistry (London) MPaediatric Dentistry R.C.P.S. (Glasgow) Dr Sapphire Gan Tsering M.D.S. Prosthodontics (Singapore) M. Prosthodontics R.C.S. (Edinburgh) Dr Dephne, Leong Cert Endodontics; MSc. (Pennsylvania, USA) Fellow of The Royal College of Dentists of Canada Diplomate, American Board of Endodontics F.A.M. (Singapore) Dr Yee Cheau, Hwang BDS, MSc Ortho (London), Dip. Ortho RCS (Eng), M Ortho RCS (Eng), FDSRCS (Glasgow), FAM (Singapore) Dr Tin Cock, Phua B.D.S. (Singapore), D.G.D.P. (U.K.) Dr Kee Leong, Ngan BDS (Singapore), DGDP (UK) Dr Dominic W H, Leung BBM, BDS (Singapore), DGDP (UK), MGDSRCS (Edinburgh) Dr Tony Thiam Huat, Tng BDS (Singapore), MDS Ortho (Hong Kong), F.A.M. (Singapore) Dr Yee Fatt, Chin BDS (Singapore), MFGDP (U.K) Dr Chee Meng, Lee Dr Marie Lucy, Callaghan BDS (Glasgow) Dr Marijke, Loggie BDS (London) Dr Siok Ngoh, Gan BDS (Singapore); MSc (Periodontology) (U.K.) Dr Willy S W, Chang BDS (Hons) (Australia); Cert Prosthodontics, MS (USA); FAM (Singapore); Diplomate, American Board of Prosthodontics Dr Sandra, Chu BDSc (Melbourne); FRACDS (Australia) Dr Kim Fee, Cheah BDS (Singapore), DGDP (U.K.) Dr Shiming, Huang BDS (Singapore) Dr. Divya, Bhargava DMD (Boston University, USA) ; AEGD (Boston University, USA) Dr Loong Tee, Yong BDS (Singapore), FRACDS (Australia), MDS (Oral & Maxillofacial Surgery) (Singapore), FAMS (Singapore) Dr Angeline, Ang BDS (Singapore), MFGDP (UK) Dr Sylvia S. W., Tan BDS Hons (London) , MSc Hons (London) ,MFDS RCS (England), M Ortho RCS (England) Dr Marina, Teh BDS (Singapore), MDS Ortho (Singapore), M Ortho RCS (Edinburgh), FAM (Singapore) Dr Mei Yi, Chew BDS (Adelaide) Dr Terry, Teo BDS (Singapore), DDent (Paediatric Dentistry) (UCL London), M Paediatric RCS (England), FAMS (Paediatric Dentistry) (Singapore) Dr. Jaime, Chang BDS (London); MSc (Periodontics)(Columbia) If the answer to your question does not appear here, please do not hesitate to contact us. Appointments & Opening Hours We are open 363 days a year and the hours are: Monday to Fridays 8:30am – 7:00pm Saturdays 8:30am – 7:00pm Sundays & Public Holidays 8:30am – 7:00pm Do you provide an emergency dental service? Yes. Please call answering service operator on 6533 0088 and ask for one of the "on-call" dentists from TP Dental Surgeons. Our dentist will get back to you as soon as possible and if necessary, arrange to see you immediately at our practice. Do I need to make an appointment? Except for emergency problems requiring immediate treatment, patients are seen by appointment. If you are unable to come at the appointed time, please let us know as soon as possible so that we can rearrange the appointment. What about laughing gas? Some people are very frightened of dental treatment. For these patients, we will use relative analgesia (laughing gas) to relieve their anxiety. Ask any of our staff about this and they will gladly explain it to you. Do you offer specialist treatment? Yes. We have all the specialists in all dental specialties in our clinic. Payment & Charges How much are your fees? Our dentists and staff will gladly explain our costs to you before the commencement of any treatment. You can pay by cash, cheque, NETS or credit card (Visa, MasterCard, American Express or Diners). Normally, payments are expected at each visit. However, for extensive work, you will be required to pay a deposit on your first visit and to settle the balance when the work is completed. Advance payment is also accepted. What if I have dental insurance? Many of our patients have insurance to help pay towards the cost of their dentistry and our fees are the same, regardless of whether a patient has insurance or not. However, it is our policy that patients are responsible for ensuring that their bills are paid in full. Therefore you will need to make your own financial arrangements before receiving treatment and will need to ensure that the bill is settled in full at the end of your treatment. Should there be a dispute between you and your insurance company, it must be handled directly you and them. However, we will gladly provide any relevant information to help settle the matter. What is holistic dentistry? Promotion of health and wellness instead of the treatment of disease, incorporating both modern scientific knowledge and traditional medicine on natural healing. The whole person approach: the mind, body, and spirit, not just mouth or teeth. Nutritional healing and diet control are part of the holistic approach, based on the use of vitamins, minerals, herbs and food supplements hair analysis, MORA treatments, QXCI treatment, allergy tests, mercury free approach, supplements and homeopathic recommendations to balance the body chemistry. Test? Sundays & PH 9:30am – 1:00pm TP Dental Surgeons Pte Ltd (formerly Drs Tay & Partners) 391B Orchard Road #26-01 Ngee Ann City Tower B Emergency Tel: (+65) 6533 0088 [Ask for TP Dental Surgeons]
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American Tourist Rescued After Falling Into Crater of Italy's Mount Vesuvius Here's what you can do to stay safe while exploring and hiking volcanoes. Alison Fox Alison Fox is a Travel + Leisure contributor. She has also written for Parents.com, The Wall Street Journal, and amNewYork. When she’s not in New York City, she can be found at the beach or on the slopes. Seeing a volcano up close can be one of the most amazing experiences in the world, but it can also be dangerous if not done right. This week, a 23-year-old American tourist was rescued after falling into the crater of Italy's Mount Vesuvius volcano, which famously erupted in 79 A.D. and buried the nearby town of Pompeii in ash. The man was climbing on unauthorized paths because he reportedly did not have an entrance ticket, Paolo Cappelli, the head of the Confesercenti tourism group for Vesuvius, said in a statement. The tourist was rescued last Saturday after a service team of volcanological guides spotted him "in serious trouble," said Cappelli. A guide was then lowered down on a rope "about 15 meters to allow them to secure the inexperienced tourist." "The boy was brought to safety by our guides, who then also provided him with…treatment, as he had multiple bruises on his legs, arms and back," said Cappelli, adding that the police were later called. "The life of the volcanological guides is not simple: They are always on the crater to safeguard the safety of tourists and, therefore, recognizing the promptness and professionalism shown also on this occasion seemed to me the right thing to do," said Cappelli. "Having spoken directly with the rescuers, I can safely say that last Saturday on Vesuvius, they saved a human life." Hiking near active volcanoes can be even more dangerous, as was evident when a White Island volcano erupted in New Zealand in 2019, killing more than a dozen people. But there are steps travelers can take to explore volcanoes safely. Hikers should use open trails and roads and stay on marked paths, as well as avoid cliffs, cracks, and steam vents as these may collapse or be slippery, according to the National Park Service (NPS). Additionally, travelers should wear sunscreen, a hat, sunglasses, and sturdy, closed-toe shoes, since "hiking on lava rock can be hazardous due to uneven, unstable, and sharp hiking surfaces." "Stay out of closed areas," the NPS noted. "Visitors in closed areas put visitor resource protection staff at risk." I Took My Kids on a Luxury Vacation on Italy's Amalfi Coast — Here's How You Can Do It, Too 15 Volcano Hikes in Stunning Destinations Around the World 13 Beautiful Italian Islands — From Popular Hot Spots to Underrated Gems The 25 Best National Parks in the U.S. Visit Outer Space Without Leaving the U.S. at Craters of the Moon National Monument and Preserve My Best Friend and I Went on a 'Honeymoon' in Italy Together — Here's How It Changed Our Relationship This Stunning Pacific Northwest Destination Is Home to Idyllic Islands, Epic Whale-watching Tours, and Rustic Lodges 4 Incredible Remote Off-road Locations You Can Reach in an SUV — From Canyons to Craters The 15 Least-visited National Parks in the US for Beautiful Views and Adventure Without the Crowds Ever Dreamed You Could Experience the Romance of Elena Ferrante's Italy? Here's How to Make It Happen Everything You Need to Know About Camping in North Carolina's Outer Banks 10 Best National Parks to Drive Through for a Scenic Road Trip A Transformative Trek to West Africa's Highest Waterfall The Perfect Three-day Weekend in Iceland 16 Best Swimming Holes in the U.S. What It Was Like Going on a Safari Amid the Coronavirus Pandemic
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Why I Don’t Want To Self-Publish My First Novel (At The Moment) It’s very possible that, in the end, I self-publish this novel I’ve been working on for a number of years. And, yet, at the moment all I can say is fuck off to all the self-publishing advocates on Tik-Tok who want to bring me down and shit on my dreams of getting traditionally published. The whole point of this project, from the beginning, has been to see how far I can get before I have to resign myself to self-publishing. I have improved so much as a writer and a storyteller because I have set my expectations so high. I know how difficult it is to get traditionally published but, as I keep saying, no one ever got anywhere by playing it safe. So, here I am. The reason why I keep writing about this is I feel insecure. I keep doing a gut check to see if I do, in fact, really want to go the traditional publishing route. And, to date, I continue to believe that I do. It’s just I keep seeing Tik-Tok after Tik-Tok from self-publishing advocates who want to make me feel like shit for going the traditional route. Ugh. Fuck those guys. I have found that self-publishing people are extremely touchy. When they’re not shitting on my dream of getting traditionally published, they freak out if you even so much as suggest that that that route is not for you. They seem absolutely convinced that anyone who doesn’t go the self-publishing route is a fool. Well, as the late Annie Shapiro said of me, I’m a “delusional jerk with a good heart” so maybe I am a fool — but I know my true north and I’m willing to risk failure. But I absolutely believe in myself and, as such, I would at least like to see how far I can get before it hits me that getting traditionally published is out of the question. I have to admit, of course, that it is rather disheartening when it sinks in that I could be in my mid-50s before I get published — and that’s if I stick the landing. But some of that angst is out of my control. I can’t help that I let my age slip up on me. I’m 20 to 25 years older than the typical person writing their first novel and Just have to deal with my status as a late bloomer. I can’t go back in time and change when I decided I had something to say to the point that I was willing to throw myself into the process of writing a novel that I wanted to publish traditionally. The whole debate over being self-published or traditionally published gives me a headache. I know my vision for this project and I’m willing to endure the slings and arrows of outrageous fortune associated with the struggle to get through the gatekeepers. Author Shelton BumgarnerPosted on January 27, 2023 Categories From The Editor, MediaTags novel, writing, writing about writing Previous Previous post: American Democracy’s ‘Death By Vibes’ Next Next post: My Never-Ending Angst Over Being A Male Author Writing From A Female POV Using Third Person Intimate
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RuPaul's Drag Race Season 15 Episode 12 RuPaul's Drag Race Season 15 Episode 9
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Tim Breidigan Tim Breidigan is a Venture Partner with Tycoon Venture Partners. Tim brings extensive experience in building software and technology companies. He has over 30 years experience in executive roles with large organizations, start-ups and venture capital. Tim currently serves as COO of SalsaMobi, a staff augmentation company specializing in senior software engineering talent located primarily in Central and South America. Prior to joining, SalsaMobi and TycoonVP, Tim worked for CBS Corporation via the acquisition of Eventful. Mr. Breidigan served as VP of Business Development at Akonix Systems, Inc. where he managed strategic partnerships with major instant messaging networks such as AOL, Yahoo and MSN, as well as sales partnerships with email archiving partners like EMC, Symantec and Computer Associates. Before joining Akonix, Mr. Breidigan founded and served as President of Breidigan Venture Services, a consulting and interim management service to early stage companies. In this role, he participated as a full time member of start-up management teams, driving business strategy, partnership development, capital raising and strategic initiatives. Previously, Mr. Breidigan held a number of management positions at Microsoft, including Director of Field Marketing, supporting the North American sales organization; strategic roles reporting directly to the VP Worldwide Products and managing the OEM and retail launch of Windows 3.1. Mr. Breidigan holds a BS from the College of Engineering, Department of Computer Science, and a MBA from Cornell University. 800 Boylston St., 16th FL Twitter page opens in new windowYouTube page opens in new windowLinkedin page opens in new window
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AboutAbout UKFIET Author: Krista Cecille Samson Why we need to fund African research and education researchers African researchers are often unable to provide data and evidence to inform global education debates and decision-making due to the immense financial challenges they face. Evidence shows that expertise from the African continent tends to be neglected and undervalued in favour of research and researchers elsewhere. Categories Select Category Aid and Finance (27) Aid (20) Finance (5) Climate Change (10) Commonwealth (4) Conflict, Crisis and Emergency (48) Education and Conflict (12) Education and Migration (12) Education in Emergencies (22) COVID-19 (185) Critique (32) Decolonisation (6) Early Childhood (16) Education and Disabilities (37) Girls’ Education (63) Higher Education and Skills (24) Higher Education (6) Skills (16) Learning (268) Assessment (17) Literacy and Numeracy (7) Policymaking (29) PPPs (1) Scottish Resource (1) SDGs (66) GEM Report (18) Post 2015 (31) Post-2015 Education Proposals (4) Reactions to High Level Panel Report (5) Social Progress (7) Teachers (40) UKFIET Conferences (206) 2013 UKFIET Conference (12) 2017 UKFIET Conference (62) 2019 UKFIET Conference (85) 2021 Conference Themes (8) 2021 UKFIET Conference (36) 2023 UKIFET Conference (7) Archives Select Month March 2023 (6) February 2023 (15) January 2023 (11) December 2022 (2) November 2022 (14) October 2022 (16) September 2022 (9) August 2022 (5) July 2022 (5) June 2022 (6) May 2022 (4) April 2022 (5) March 2022 (11) February 2022 (5) January 2022 (13) December 2021 (7) November 2021 (15) October 2021 (24) September 2021 (19) August 2021 (11) July 2021 (17) June 2021 (21) May 2021 (15) April 2021 (10) March 2021 (18) February 2021 (15) January 2021 (9) December 2020 (16) November 2020 (12) October 2020 (17) September 2020 (16) August 2020 (14) July 2020 (23) June 2020 (32) May 2020 (56) April 2020 (31) March 2020 (8) February 2020 (2) January 2020 (5) December 2019 (8) November 2019 (13) October 2019 (20) September 2019 (22) August 2019 (13) July 2019 (9) June 2019 (4) May 2019 (5) April 2019 (8) March 2019 (10) February 2019 (11) January 2019 (5) December 2018 (3) November 2018 (7) October 2018 (4) September 2018 (6) August 2018 (5) July 2018 (6) June 2018 (7) May 2018 (6) April 2018 (7) March 2018 (7) February 2018 (7) January 2018 (10) December 2017 (6) November 2017 (10) October 2017 (12) September 2017 (10) August 2017 (9) July 2017 (1) June 2017 (6) May 2017 (5) April 2017 (3) March 2017 (2) February 2017 (8) January 2017 (2) October 2016 (1) August 2016 (1) June 2016 (1) March 2016 (1) January 2016 (1) December 2015 (1) September 2015 (1) July 2015 (2) June 2015 (1) March 2015 (1) January 2015 (1) December 2014 (1) November 2014 (4) May 2014 (2) September 2013 (1) August 2013 (7) July 2013 (3) June 2013 (3) May 2013 (3) April 2013 (2) March 2013 (1) February 2013 (6) January 2013 (8) December 2012 (2) November 2012 (8) October 2012 (3) About UKFIET History of UKFIET Conference Bursaries Join us on our social media networks to keep up with UKFIET announcements. Limited Company in England No. 5725610 with Registered Charity No. 1116614 To provide the best experiences, we use cookies to store and/or access device information. Consenting to this will allow us to process data such as browsing behaviour on this site. Not consenting may adversely affect certain features and functions.
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Tag: GJ436 Posted on December 20, 2017 by Matt Williams Red Dwarf Star, Planet Orbiting at Right Angles. Mayhem. Artist's impression of vessels floating near GJ436 its exoplanet, which orbits its star from pole to pole. Credit: University of Geneva/Denis Bajram When we think of other planetary systems, we tend to think that they will operate by the same basic rules as our own. In the Solar System, the planets orbit close to the equatorial plane of the Sun – meaning around its equator. The Sun’s rotational axis, the direction of its poles based to its rotation, is also the same as most of the planets’ (the exception being Uranus, which rotates on its side). But if the study of extra-solar planets has taught us anything, it is that the Universe is full of possibilities. Consider the star known as GJ436, a red dwarf located about 33 light-years from Earth. For years, astronomers have known that this star has a planet that behaves very much like a comet. But according to a recent study led by astronomers from the University of Geneva (UNIGE), this planet also has a very peculiar orbit. The study, titled “Orbital Misalignment of the Neptune-mass Exoplanet GJ 436b With the Spin of its Cool Star“, recently appeared in the scientific journal Nature. The study was led by Vincent Bourrier of the Geneva University Observatory, and included members from the University of Grenoble Alpes, Tennessee State University, and the Center for Space and Habitability at the University of Bern. Artist’s concept of the Neptune-sized planet Gliese 436b, surrounded by an envelop of hydrogen gas. Credit: NASA/ESA/STScI/G. Bacon GJ436 has already been the source of much scientific interest, thanks in part to the discovery that its only confirmed exoplanet has a gaseous envelop similar a comet. This exoplanet, known as GJ436b, was first observed in 2004 using radial velocity measurements taken by the Keck Observatory. In 2007, GJ436b became the first Neptune-sized planet known to be orbiting very closely to its star (aka. a “Hot Neptune”). And in 2015, GJ436 b made headlines again when scientists reported that its atmosphere was evaporating, resulting in a giant cloud around the planet and a long, trailing tale. This cloud was found to be the result of hydrogen in the planet’s atmosphere evaporating, thanks to the extreme radiation coming from its star. This never-before-seen phenomena essentially means that GJ436 b looks like a comet. Another interesting fact about this planet is its orbital inclination, which astronomers have puzzled over for the past 10 years. Unlike the planets of the Solar System – whose orbits are largely circular – GJ436b follows a very eccentric, elliptical path. And as the research team indicated in their study, the planet also doesn’t orbit along the star’s equatorial plane, but passes almost above the its poles. As Vincent Bourrier – a researcher at the Department of Astronomy of the UNIGE Faculty of Science, a member of the European Research Council project FOUR ACES, and the lead author of the study – explained in a UNIGE press release: “This planet is under enormous tidal forces because it is incredibly close to its star, barely 3% of the Earth-Sun distance. The star is a red dwarf whose lifespan is very long, the tidal forces it induces should have since circularized the orbit of the planet, but this is not the case!” Artist’s impression of JG436b, a hot Neptune located about 33 light years from Earth. Credit: Courtesy Space Telescope Science Institute This was an especially interesting find for many reasons. On the one hand, it is the first instance where a planet was found to have a polar orbit. On the other, studying how planets orbit around a star is a great way to learn more about how that system formed and evolved. For instance, if a planet has been disturbed by the passage of a nearby star, or is being influenced by the presence of other massive planets, that will be apparent from its orbit. As Christophe Lovis, a UNIGE researcher and co-author of the study, explained: “Even if we have already seen misaligned planetary orbits, we do not necessarily understand their origin, especially since here it is the first time we measure the architecture of a planetary system around a red dwarf.” Hervé Beust, an astronomer from the University of Grenobles Alpes, was responsible for doing the orbital calculations on GJ436b. As he indicated, the likeliest explanation for GJ436b’s orbit is the existence of a more massive and more distant planet in the system. While this planet is not currently known, this could be the first indication that GJ436 is a multi-planet system. “If that is true, then our calculations indicate that not only would the planet not move along a circle around the star, as we’ve known for 10 years, but it should also be on a highly inclined orbit,” he said. “That’s exactly what we just measured!” Artist impression of what GJ436b might look like. Credit: NASA Another interesting takeaway from this study was the prediction that the planet has not always orbited so closely to its star. Based on their calculations, the team hypothesizes that the GJ436b may have migrated over time to become a “evaporating planet” that it is today. Here too, the existence of an as-yet-undetected companion is believed to be the most likely cause. As with all exoplanet studies, these findings have implications for our understanding of the Solar System as well. Looking ahead, the team hopes to conduct further studies of this system in the hopes of determining if there is an elusive planetary companion to be found. These surveys will likely benefit from the deployment of next-generation missions, particularly the James Webb Space Telescope (JWST). As Bourier indicated, “Our next goal is to identify the mysterious planet that has upset this planetary system.” Locating it will be yet another indirect way in which astronomers discover exoplanets – determining the presence of other planets based on orbital inclination of already discovered ones. The orbital inclination method, perhaps? Further Reading: University of Geneva, Nature
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About Research Alerts Submission deadlines during the December 2021/January 2022 holiday schedule The Office of Research Services (ORS) wishes to remind researchers that the University of Guelph will be closed from Friday, December 24, 2021 through Monday, January 3, 2022. The University reopens Tuesday, January 4, 2022. In light of the holiday schedule, the ORS is advising researchers that any submissions due to sponsors with external deadlines of Friday, December 24, 2021, through Friday, January 7, 2022 are due between December 15-17, 2021 to allow enough time for review and any needed revisions. No internal deadlines will be posted the week of December 20, 2021. The detailed schedule is below: Internal Deadline to Office of Research Services External Deadline Posted by Sponsor Wednesday, December 15, 2021 Friday, December 24, 2021 - Monday, January 3, 2022 Thursday, December 16, 2021 Tuesday, January 4, 2022 Friday, December 17, 2021 Wednesday, January 5, 2022 - Friday, January 7, 2022 Other deadlines may apply, depending on the level of review required. Please consult the relevant Research Alert for specific, applicable deadlines. Submissions, to include a signed OR-5 Form along with a budget, proposal and/or copy of agreement or award documentation, may be emailed to the Office of Research Services: [email protected]. If you have any concerns about being able to meet these deadlines, please contact Jill Rogers, Managing Director, Research Operations at [email protected]. Alert Classifications Research Management and Support
2023-14/0037/en_head.json.gz/13419
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JLL closes sale of 114-room Ames Boston Hotel Suffolk University is new owner of the historic hotel in the heart of the Financial District Kristen Murphy Investor PR, Capital Markets, Hotels, Property Management, Valuation Advisory, Agency Leasing BOSTON, September 25, 2019 – JLL announced today that it has closed the sale of the Ames Boston Hotel, a 114-room historic hotel located in the heart of Boston’s Financial District. JLL marketed the property on behalf of the seller, Invesco Real Estate, a global real estate investment manager, and procured the buyer, Suffolk University. The Ames Boston Hotel is centrally located at 1 Court Street in Boston’s thriving Financial District along Boston’s renowned Freedom Trail and steps from the Old State House and Faneuil Hall/Quincy Market. Originally built in 1893, the Ames Boston Hotel is listed on the National Register of Historic Places and was redeveloped into a luxury hotel in 2009. The JLL Capital Markets team representing the seller was led by Managing Director Denny Meikleham, Senior Director Alan Suzuki and Director Matthew Enright. Ted Wheatley and Robert Webster of JLL represented the buyer in the transaction. “This was an extremely rare opportunity for a buyer to acquire a historically significant asset in this prime location,” Suzuki said. “Interest level was very strong from both international and domestic hotel and non-hotel investors. We are happy that one of Boston’s premier luxury hotels will now be incorporated into the long-term strategic plans and initiatives of both Suffolk University and the City of Boston for providing more on-campus student housing opportunities for the thousands of students who live in Boston.” “The 1 Court Street building expands our core downtown campus and will give our students unparalleled access to exciting living and learning experiences in the center of Boston,” said Suffolk University President Marisa Kelly. “This is a great opportunity for Suffolk and an important investment in our future, and we look forward to working closely with the city and our neighbors as we move through the community process.” JLL Capital Markets is a full-service global provider of capital solutions for real estate investors and occupiers. The firm's in-depth local market and global investor knowledge delivers the best-in-class solutions for clients — whether investment advisory, debt placement, equity placement or a recapitalization. The firm has more than 3,700 Capital Markets specialists worldwide with offices in nearly 50 countries. For more news, videos and research resources on JLL, please visit the firm’s U.S. media center Web page: U.S. newsroom. Deal secured by Holliday Fenoglio Fowler LP (“HFF”) prior to being acquired by JLL on July 1, 2019. Co-brokerage services provided by Jones Lang LaSalle Americas, Inc. JLL (NYSE: JLL) is a leading professional services firm that specializes in real estate and investment management. Our vision is to reimagine the world of real estate, creating rewarding opportunities and amazing spaces where people can achieve their ambitions. In doing so, we will build a better tomorrow for our clients, our people and our communities. JLL is a Fortune 500 company with annual revenue of $16.3 billion, operations in over 80 countries and a global workforce of nearly 92,000 as of June 30, 2019. JLL is the brand name, and a registered trademark, of Jones Lang LaSalle Incorporated. For further information, visit jll.com About Invesco Real Estate Invesco Real Estate is a global leader in the real estate investment management business with $80.3 billion in real estate assets under management, 519 employees and 21 regional offices across the U.S., Europe and Asia (as of 06/30/19). Invesco Real Estate has been actively investing in core, value-add and opportunistic real estate strategies since 1992. Invesco Real Estate is a business name of Invesco Advisers, Inc., an indirect, wholly owned subsidiary of Invesco Ltd. Invesco Ltd. is an independent investment management firm dedicated to delivering an investment experience that helps people get more out of life. NYSE: IVZ; invesco.com.
2023-14/0037/en_head.json.gz/13420
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McGinty, John J. III Rank and organization: Second Lieutenant (then S/Sgt.), U.S. Marine Corps, Company K, 3d Battalion, 4th Marines, 3d Marine Division, Fleet Marine Force. place and date: Republic of Vietnam, 18 July 1966. Entered service at: Laurel Bay, S.C. Born: 2 1 January 1940, Boston, Mass. Citation... For conspicuous gallantry and intrepidity at the risk of his life above and beyond the call of duty. 2d Lt. McGinty's platoon, which was providing rear security to protect the withdrawal of the battalion from a position which had been under attack for 3 days, came under heavy small arms, automatic weapons and mortar fire from an estimated enemy regiment. With each successive human wave which assaulted his 32-man platoon during the 4-hour battle, 2d Lt. McGinty rallied his men to beat off the enemy. In 1 bitter assault, 2 of the squads became separated from the remainder of the platoon. With complete disregard for his safety, 2d Lt. McGinty charged through intense automatic weapons and mortar fire to their position. Finding 20 men wounded and the medical corpsman killed, he quickly reloaded ammunition magazines and weapons for the wounded men and directed their fire upon the enemy. Although he was painfully wounded as he moved to care for the disabled men, he continued to shout encouragement to his troops and to direct their fire so effectively that the attacking hordes were beaten off. When the enemy tried to out-flank his position, he killed 5 of them at point-blank range with his pistol. When they again seemed on the verge of overrunning the small force, he skillfully adjusted artillery and air strikes within 50 yards of his position. This destructive firepower routed the enemy, who left an estimated 500 bodies on the battlefield. 2d Lt. McGinty's personal heroism, indomitable leadership, selfless devotion to duty, and bold fighting spirit inspired his men to resist the repeated attacks by a fanatical enemy, reflected great credit upon himself, and upheld the highest traditions of the Marine Corps and the U.S. Naval Service.
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Farewell Message from Paul Yonamine Image Credit: Life14 This is my last message to all of you as Chair of the Board of Directors of the U.S.-Japan Council. As I step down on December 31 of this year, I am very pleased about the solid footing the Council is on today and how we were able to welcome two excellent Co-Chairs: Kathy Matsui and Susan Morita. Along with a proven CEO in Suzanne Basalla, a very capable Board of Directors and the ongoing hard work and support of the Council’s staff, members and sponsors, the Council is positioned to continue realizing its mission and remain relevant for many years to come. It is often said that great leaders leave an organization better than when they inherited it. The Council is in a better place and it is because of the strong imprint and leadership of our founders – the Senator and Irene. To me, great leaders create a dynamic for excellence even in their absence. It was my honor to contribute in maintaining that dynamic. It is now your turn to keep our strong momentum going. I will find new ways to contribute to the Council’s mission while I hope that many of you will step up to lead the Council, our community and our two nations in the right direction. Thank you for allowing me to be of service. Paul Yonamine Chair, USJC
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CEI graduates empowered entrepreneurs of 2016 UWC’s Centre for Entrepreneurship and Innovation continues to help entrepreneurs hone their business skills and grow their businesses, as shown by the success of their recent graduates. The University of the Western Cape’s Centre for Entrepreneurship and Innovation (CEI) celebrated the success of their graduates recently. Several entrepreneurs in the Western Cape graduated from the CEI’s 2016 eTools Kit for Entrepreneurs course (NQF 5) last month. The ABSA-funded project saw participants engage in a five-day training workshop, where they were taught how to utilize a variety of online and offline eTools to help them consider and engage with business challenges in a new way. The CEI aims to grow and promote entrepreneurship education, innovation and small business development. The course is designed to fill a critical gap in the skill sets of many entrepreneurs, explains Charleen Duncan, Director at the CEI.. But developing business skills and an understanding of best practice for entrepreneurship is an ongoing journey of personal development, and for some, the eTools Kit programme is just the beginning - which is why the CEI also celebrated their 2016 Fellowship programme, made up of graduates from the 2015 eTools programme. The objective of the Fellowship programme is to create an environment that creates networking opportunities, and to enhance their skills through knowledge and peer-to-peer learning. One of UWC’s postgraduate students, who is in the process of finishing his Master’s Degree in Information Systems, interviewed all the participants and used a qualitative analysis on their use of a maturity model in Strategic ICT Investments in Micro-Enterprises in the Western Cape. For more on the Centre for Entrepreneurship and Innovation, visit the website or contact Wendy Mehl on 021 959 9549 or via email at [email protected] Institutional Advancement: (021) 959 2625
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A Fibroblast-Derived Human Growth Factor Preparation for the Management of Acute Radiodermatitis: A Case Report Plastic Surgery Consultancy Private Practice, Thessaloniki, Greece; Maria Angelo-Khattar American Academy of Anti-Aging Medicine (A4M), Dubai, United Arab Emirates Abstract: Radiotherapy is a commonly used modality in breast cancer management. Amongst the consequences of treatment are acute and/or chronic skin changes, which often lead to itching, pain, and a diminished aesthetic appearance, all of which greatly impact the patient’s quality of life. Management of radiation-induced skin effects has not as yet been standardized, with various protocols being applied by different radiotherapy departments. This case study outlines the management of a grade 3 acute radiodermatitis in a female with a synergistic preparation of anti-inflammatory cytokines and growth factors derived from human fibroblasts. The treatment resulted in the total resolution of the radiation-induced skin reaction, with a minimally visible residual scar. Keywords: radiotherapy, acute radiodermatitis, growth factors, cytokines It is estimated that radiotherapy (RT) is administered in more than half of patients diagnosed with cancer. The goal of the treatment is to deliver optimal results with the least possible untoward effects.1 Nonetheless, it has been reported that even with the most advanced radiotherapy procedures, approximately 95% of patients will experience substantial skin reactions in the treatment area.2,3 These untoward effects on the skin, secondary to radiotherapy, may be acute or chronic. Acute radiodermatitis is a burn injury, which generally appears within one to four weeks after treatment initiation and persists for the radiotherapy duration. Chronic or late-onset reactions may appear in several years post-therapy. The severity of radiodermatitis has been graded by the National Cancer Institute (USA) into four levels: Grade 1 (mild erythema or desquamation), grade 2 (moderate erythema and moist desquamation confined to skin folds and creases), grade 3 (confluent moist desquamation greater than 1.5cm diameter which is not confined to skin folds possibly with pitting oedema) and grade 4 (skin necrosis or ulceration of full thickness of the dermis).4,5 At present, there is no unanimous agreement regarding recommendations to prevent or treat radiodermatitis despite the publication of general guidelines by several multidisciplinary groups.6–8 In fact, substantial variations exist regarding patient instructions, specified by various radiotherapy units.9 Nonetheless, it is generally agreed that maintaining a clean and dry irradiated area and diligent moisturization of the treated area with the use of steroid creams and skin barrier preparations are beneficial in mitigating the skin response to radiation. Since the primary reasons for acute radiodermatitis skin reactions are inflammation, a reduction in the number of stem cells and skin-cell necrosis and death,10 it stands to reason that treatment of radiodermatitis wounds with anti-inflammatory cytokines and growth factors may be beneficial in modulating the inflammatory response and regulating an orderly wound-healing reaction. It is a well-established fact that growth factors and cytokines are integral to each of the three phases of normal wound healing, namely inflammation, proliferation, and matrix remodeling. Levels of growth factors, such as PDGF, EFG, TGF-Beta and FGF, are reduced in chronic pressure and dermal ulcers than acute wounds.11,12 Each of these growth factors has a specific role in the promotion of wound healing. TGF-Beta stimulates collagen and glycosaminoglycan formation, increases fibronectin synthesis, inhibits matrix degradation and facilitated cell chemotaxis. Platelet-derived growth factor stimulates angiogenesis and is a potent activator for cells of mesenchymal origin. Epidermal growth factor is responsible for the regeneration of the epidermis and fibroblast growth factor stimulates fibroblasts and angiogenesis. Exogenous application of a synergistic complex of anti-inflammatory cytokines and growth factors may be of potential benefit in the regenerative process leading to orderly wound healing of radiodermatitis. f_imcrj-287033-a-fibroblast-derived-human-growth-factor-preparation-for-the_64717 A Human Fibroblast-Derived Growth Factor Preparation in the Management of a Chronic Surgical Wound in a Diabetic Patient: A Case Report
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Home » Politics » Gunmen attack INEC office, Police station, kill one in Anambra community Gunmen attack INEC office, Police station, kill one in Anambra community By Chimaobi Nwaiwu NNEWI – Some yet-to-be-identified gunmen early hours of Wednesday attacked the Independent National Electoral Commission, INEC, office in Ojoto, Idemili South Local Government Area of Anambra State. The gunmen also attacked the Nnobi Police Station and a residential building within the station, located also in the same Council Area. Read also: Elections logistics in danger with fuel scarcity — INEC Vanguard gathered that the hoodlums, armed with IEDs, petrol bombs and other explosives invaded the facilities at about 1:45am on Wednesday, in four unmarked Sienna vehicles. Although, details of both attacks are still sketchy, however, a source said the hoodlums were repelled by the security operatives before they could carry out any dastardly act. The source said that the gun men, while shooting sporadically killed a 16-year-old boy, a relative of a serving policeman in the station, while the another victim, a 15-year-old female, sustained a gunshot injury and has been taken to the hospital where she is receiving treatment. Confirming the incident, the Anambra State Police Public Relations Officer, PPRO, DSP Ikenga Tochukwu, said security had been reinforced in the areas, just as the situation is still being monitored. According to Ikenga, “Anambra State Police Command today 1/2/2023 has reinforced security deployment in the state, following an attack on the INEC office in idemili South, Ojoto and Nnobi Police Station. “The hoodlums came in their numbers by 1:45 am today 1/2/2023, with four unmarked Sienna vehicles, armed with IEDs, Petrol bombs and other explosives, invaded the INEC office, the Police Station and the residential building in the station. “Unfortunately, one boy aged 16 years, a relative of a serving policeman in the station was murdered by the armed men, while the other, a female aged 15 years old sustained a gunshot injury. She has been taken to the hospital where she is receiving treatment. “The situation is being monitored and further details shall be communicated, please.”
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Property Manager’s Guide to Tax Time and Sending 1099s to Landlords Tax statements and 1099s. Few things are as stressful as those two - especially if you have no idea what a 1099 is or if you even need one.Tax season is troublesome enough for regular W2 employees, but when you add in additional income and paperwork, the stress escalates.Fortunately, there are some things you can do to make the tax season... The Importance of Conducting a Tenant Background Check Approximately 40% of landlords run a tenant background check. That's a positive statistic, but what about the other 60%?These checks are one of the most important parts of the tenant screening process. Avoiding them is one of the biggest mistakes that landlords make during it.Read on to learn the major reasons why you need t... Should I Allow Pets in a Rental Property? It's official: America is a country of pet lovers. A staggering 70% of US households own a pet, according to the APPA National Pet Owners Survey for 2021-22. Unsurprisingly, dogs are the most popular choice, with cats coming in a close second. This abundance of furry friends has left many landlords wondering whether they sho... How to Become a Section 8 Landlord in New York Some 3 million households in the U.S. take advantage of Section 8 vouchers to get into affordable housing. 43% of households in Section 8 housing are families with children, and 43% of households in Section 8 housing have at least one disabled family member. The need for affordable housing for low-income families is huge. The de... A Landlord's Guide on How to Handle Evictions Evictions are springing up throughout Saratoga Springs. Landlords across the United States file 3.6 million eviction cases every year, including dozens of cases in Saratoga Springs. These statistics may make you believe that the eviction process is easy. In reality, it can take a lot of time and money, and there is no guarantee that ... Benefits of Online Portals for Owners and Tenants The average rent in Saratoga Springs, NY is $2,093 per month.That is a significant amount of money for many people. If tenants are paying so much then they should receive only the best service in return.One way that owners and property managers can work to provide great service to their tenants is by using an online tenant portal. These o... Legal and Optional Tenant Maintenance Responsibilities Renting. In this situation, someone does not own the land that they are living on, so there may be building rules they must follow because of that. In the United States, about 36% of people are renters. If you have a tenant, you may be wondering what their responsibilities are to maintain the property. What do landlord... How to Manage Landlord Stress Did you know that roughly 44.1 million US households are renters? With so many rental properties, residential and commercial alike, it's understandable that landlords experience stress. Although being a landlord is a fantastic investment opportunity, owning real estate can be stressful. Landlords need a way to decompress at the e... How To Keep Great Tenants in Your Investment Property Did you know that losing tenants significantly increases your turnover rate? As a real estate investor or a landlord in the Saratoga Springs, NY area, you know that finding compatible and reliable tenants is challenging. This is why retention is essential. When tenants leave, vacancies happen and your business will lose money. T... Real Estate Investing: 3 Things To Know About Saratoga Springs Manhattan, Brooklyn, Queens, and other parts of New York City garner a lot of attention within the landscape of New York. However, there are some lesser-known gems in the state worth checking out, both from a residential or tourist standpoint and as a real estate investment. Saratoga Springs has a roughly 30,000 population and is one...
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New York to Require Manufacturers to Disclose Chemical Ingredients in Cleaning Products May 2, 2017 /in Right to Know /by Verdant Law New York announced the launch of its Household Cleansing Product Information Disclosure Program on April 25, 2017. This program will require manufacturers of household cleaning products sold in New York to disclose – on their websites – information on the chemical ingredients of those products. The state has issued draft guidance on the disclosure requirements and the Household Cleansing Product Information Disclosure Program Certification Form. Public comment on the form will be accepted through June 14, 2017. Manufacturers are to post all required information by no less than six months following publication of the final guidance document. In a press release announcing the program, the governor’s office noted that this program will serve as a pilot for potential expansion to other consumer products of concern, such as personal care or children’s products. The Household Cleansing Product Information Disclosure Program is based on New York’s Environmental Conservation Law Article 35 enacted in the 1970s. It authorizes the state to require manufacturers to furnish product information for the public record. These requirements have been codified in the state’s Code of Rules and Regulations (NYCRR) at Part 659.6. Detailed instructions for posting the information required are provided in the guidance document. The guidance discusses where on a manufacturer’s website the information should be located. It also notes that “information disclosed under this program must not be restricted from indexing by search engines, such as Google and Bing.” Information requirements include • Whether the product contains fragrance ingredients, including ingredients added to mask the scent of other ingredients (solvents, surfactants, etc.) in so-called “unscented” products; • Intentionally added ingredients; • Trace quantities; and • Ingredients present only as an unintentional consequence of manufacturing. Manufacturers will also be required to report on which of the chemicals in their products have been subject to the GreenScreen® comparative chemical hazard assessment (for information on the GreenScreen® Benchmark program see, the Clean Product Action website). In addition, manufacturers must disclose whether their products contain any nanomaterials and whether any of the chemicals in their products are included on a list of chemicals of concern (for information on the lists of chemicals of concern at issue, see the guidance document). Manufacturers will be required to update their disclosures each time the ingredients in a product are changed, or a new product is introduced to the market. /wp-content/uploads/2015/01/VerdantLogoWhite2-300x59.png 0 0 Verdant Law /wp-content/uploads/2015/01/VerdantLogoWhite2-300x59.png Verdant Law2017-05-02 14:48:192017-05-11 14:52:11New York to Require Manufacturers to Disclose Chemical Ingredients in Cleaning Products Petition for Toxicity and Exposure Testing on Flame Retardants Denied EPA Reopens Consultation on TSCA Small Manufacturer and Small Processor Def...
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GREEN JOE B LTC Joe B. Green was a potential VHPA member who died after his tour in Vietnam on 10/18/2018 at the age of 86.0 Eden, TX Flight Classes 55 and 59 Served in the U.S. Air Force Served in Vietnam with 37 ARRS in 67-68, 3 ARRG in 68-69 More detail on this person: Joe Green was born on October 25, 1932, in Eden, Texas. He enlisted in the Aviation Cadet Program of the U.S. Air Force for Basic Observer/Navigator Training on January 29, 1954, and was commissioned a 2d Lt and awarded his pilot wings at Harlingen AFB, Texas, on March 22, 1955. Lt Green next served as a WB-50 Superfortress navigator with the 55th Weather Reconnaissance Squadron at McClellan AFB, California, from April 1955 to June 1958, and then attended pilot training, receiving his pilot wings at Webb AFB, Texas, in July 1959. Capt Green then completed Helicopter Pilot Training at Stead AFB, Nevada, in December 1959, followed by service as a helicopter pilot with the 49th Tactical Fighter Wing at Spangdahlem AB and Ramstein AB, West Germany, from December 1959 to September 1961. His next assignment was as an SH-19 pilot with the 67th Air Rescue Squadron at Ramstein AB from October 1961 to January 1963, and then as Commander of Detachment 4, Atlantic Air Rescue Center at Ramstein AB from January to July 1963. Capt Green served as an HH-43B pilot with Detachment 30, Central Air Rescue Center at Cannon AFB, New Mexico, from July 1963 to January 1964, and then with Detachment 2, Western Air Rescue Center at Cannon from February 1964 to August 1966. Maj Green next attended Air Command & Staff College at Maxwell AFB, Alabama, from August 1966 to August 1967, and then completed HH-3 Jolly Green Giant Combat Crew Training before serving as an HH-3 pilot with the 37th Aerospace Rescue and Recovery Squadron at Da Nang AB, South Vietnam, from November 1967 to November 1968. His next assignment was as the HH-3E Standardization Officer with the 3rd Aerospace Rescue and Recovery Group at Tan Son Nhut AB, South Vietnam, from November 1968 to June 1969, followed by service as a Research and Development Officer with Headquarters Aerospace Rescue and Recovery Service at Scott AFB, Illinois, from July 1969 to August 1971. Col Green attended Army War College at Carlisle Barracks, Pennsylvania, from August 1971 to July 1972, and then attended Language School at the Presidio of Monterey, California, from July 1972 to May 1973. His next assignment was as Chief of the Air Force Section with the U.S. Military Group in Managua, Nicaragua, from May 1973 to April 1974, and then as Chief of the Air Force Section with the U.S. Military Group in La Paz, Bolivia, from April 1974 until his retirement from the Air Force on August 1, 1975. His Air Force Cross Citation reads: The President of the United States of America, authorized by Title 10, Section 8742, United States Code, awards the Air Force Cross to Major Joe B. Green for extraordinary heroism in military operations against an opposing armed force as an HH-3E Rescue Crew Commander near the A Shau Valley, Republic of Vietnam, on 30 March 1968. On that date, Major Green led a force of four rescue helicopters over hostile territory in low overcast weather to reach the survivors from four downed United States helicopters. Intelligence briefings had disclosed that it was impossible to neutralize the hostile gun emplacements at the rescue site. Despite the knowledge that two additional helicopters were shot down while he was approaching the area, Major Green elected to make the initial rescue attempt. He persisted in the rescue attempt after hostile fire forced him away from the site. He made two additional approaches, courageously maintaining the aircraft in a stationary hover until the four most severely wounded survivors were rescued. Only then did fuel shortage, aircraft malfunctions, and the critical nature of the survivors' wounds compel him to leave the area. Through his extraordinary heroism, superb airmanship, and aggressiveness, Major Green reflected the highest credit upon himself and the United States Air Force.
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Young Tories Tell Us How They Got Into Politics "Obviously she's dead, but I've always been a big Margaret Thatcher fan." by Tess Reidy Source: Witney Young Conservatives At the 2015 general election, Labour would have beaten the Conservatives by a landslide if the only votes counted were those cast by people aged 18 to 24. Even today, with Labour reaching new lows in the polls and the Liberal Democrats electorally wiped out, as the Conservatives increasingly position themselves as the only legitimate party of government they still can't win over young people. A recent YouGov poll found just 22 percent of young people would vote Tory at the next general election (compared to 42 percent in the country as a whole). Still, 22 percent is not nothing; there must be some young people out there who are excited about living under a Conservative government for at least a generation. Young men and women who are willing to fly in the face of demographics to proudly support Conservatism. We tracked a few down to talk about how they got into Tory activism and what their hopes for the future of the party are. Some seemed like politicians in the making, pausing before they respond to questions to remember their stock answers. Others sat in their bedrooms, with their kid sister barging in on them, talking freely about why they reckon the Tories are better placed to help disadvantaged people than Labour. Here's what they had to say: ELLIOTT MALIK, 19, HAMPSHIRE VICE: What made you want to become a Tory activist? Elliot Malik: I joined when I was 16. Someone said I was interested in politics, so why don't I join the Conservatives? I went to the Romsey show where the Conservatives had a tent and I met our local MP, and this all interested me, and it's continued from there. I'm an activist mainly, at Exeter University, where I study, and last year I was the chairman of my local Conservative Future branch. Are you from a Tory voting family? What do your friends think of your politics? It depends. Obviously the Conservative ones are happy about it, but quite a few wonder why I am a Conservative and they stereotype that Tories don't care about people, and I've tried to persuade them otherwise. Some now have a better view of the party because they know someone that is Conservative. Would you date a Labour voter? Urgh. Well, I mean, probably. I don't know. Obviously if they are a Conservative I would probably have more in common with them. Politics is only part of someone's inside personality. What do you think when you see a homeless person on the street? Obviously sympathetic. No one wants to be homeless – some people are running away from abusive families or have hardship in their lives. I met a man who had once been in the Navy and is now on the streets. I don't know how anyone could not have sympathy for someone like that. You have a posh voice. Does it annoy you that Tories are stereotyped as all being rich? Once that may have been true, but I know quite a few working class Conservatives whose parents are on benefits, but they still think the Conservatives work for people like them. My mother is an immigrant and she works in the city council. If you just go on stereotypes I'm not from a naturally Conservative family, but we think the Tories are better than Labour. Who do you look up to in the party? Just for his tenacity, Jacob Rees-Mogg. He has a niche and small following, but he is a stereotypical Conservative. Loads of people like him because he is an utterly pleasant man. Did you vote for Brexit? Yes. Obviously, in some ways the economic argument was stronger on the Remain side, but I thought that we'd get more sovereignty by leaving. I also think that the EU is declining and stagnating and will not really be a good thing for Britain in another decade. I asked myself, 'What would the country be like in 40 years? What would the EU be like?' I tried to look into the future and I don't think we'd be better off inside the EU. What do you think of Corbyn? Corbyn is an asset to the Conservative Party. I don't think he will win an election – Labour is in the wilderness and he won't give them a victory – but in some ways it's bad for the Conservatives as we need strong opposition to keep the party united and have something to rally against. RABYIA BAIG, 23, WORCESTER VICE: How would you describe yourself? Rabyia Baig: I'm a young Tory – quite a liberal Tory, I must say. I'm not totally right-wing. I'm the chairwoman for Conservative Future [the youth branch of the party] in Worcester. Are there many young people involved in the party in Worcester? It's been really nice recently because we've had a lot of interest among young people because of the EU, and we've definitely had an increase in young members. My family are not your typical Conservatives. There's a 50:50 split, I think. There's always been support for Tories, but some of my family and friends are very Labour. Overall, growing up, I sided more with the Tories. Do you think young people are embarrassed to admit they're Conservative? Yes, but I think things are changing. Whatever you do you have to be proud of that. I meet so many different young people from left, right, all sorts. It's more about who you are, your personality and whether you have that appeal to people from all sorts of political sides. Young people respect that. Do you think the party has managed to shed its nasty party image? There have been huge changes – a lot of that goes down to David Cameron and bringing in "big society" and "hug a hoody" to eliminate that image of the nasty party. Theresa May is the icing on the cake to bring that on further. Would you ever date a Labour voter? Ask me in ten or 20 years time. I really don't know. What if you met a nice one now? Maybe. The honest answer is I don't know. What do you think when you see a homeless person on street? Tricky. Good question. I'm always sympathetic to those less fortunate and I'm definitely sympathetic to homeless people. Who inspires you in the Conservative party? Robin Walker, my local MP. He was the one who kind of helped me – he really pushed me and encouraged me to go into politics. I didn't know what I wanted to do and then I met him. Theresa May or David Cameron? David Cameron, definitely. HARRY LOWN, 18, PORTSMOUTH How did you get involved in the Tory party? Harry Lown: I do Politics at college and that made me decide to join. All my friends joined the Labour party. Do your parents vote Conservative, too? One of them doesn't; one votes Conservative. I did go to a private school but I go to a state school now, and it's kind of enshrined in your views that you shouldn't like Gove and you should like the unions. The teachers put stickers on us and I said no. The Labour party aims itself at young people. I think you should be more pragmatic, and that's what the Conservatives are. What do your mates at college think of your politics? There are about three or four Conservatives in the 1,000 people at my college; the rest vote Labour. They all think Tories are anti-tax, pro-austerity and have strong views about the privatisation of the NHS. Some of them think I'm horrible and posh; most of them respect it but don't really understand it. Quite a lot of people are scared to say they're Tory because all you get is ridiculed. What you date a Labour party member? I would, yeah. I think it would be good for political discussion. I'm not really compassionate. I think it's a part of society – you need a mix. It's horrible that it happens, but there's not much we can do about it. If it has to happen then it has to happen. I don't want to sound like a horrible person, but you know what I mean. Who do you prefer, Margaret Thatcher or Theresa May? Obviously she's dead but I've always been a big Margaret Thatcher fan. I'm a Thatcherite. But I like David Cameron and Theresa May and I do respect Labour MPs like Dennis Skinner. I prefer Cameron to May, though. Socially, she isn't really my ideal. She voted against gay marriage and things like that. It's bad. LIAM WALKER, 25, WITNEY VICE: How did you get into politics? Liam Walker: My MP was David Cameron and we were offered the chance to go on a tour of Parliament when I was in sixth form, and I found politics then. I'm an activist and potential candidate for local council next year. I was also chairman of Conservative Future for Witney for three-and-a-half years. My family votes Conservative but they're not active in politics. Who's your inspiration in the party? It would have to be Cameron. I was on his campaign team and he supported me as branch chairman. They're very supportive. I've got lots of friends across the spectrum and a lot of my friends have voted because of things I've put on social media. I'm active and I put it out there. What you date a Labour voter? Err, erm, yeah. Yeah, I don't think politics is involved in everything when it comes to love life. I think, as an MP, it might be an issue, but certainly, at the moment, it wouldn't be an issue. Intrigued, is probably the word. I think every person has a different story and different background for how they might have got into that position. Where do you see yourself in ten years? Hopefully I'll be a successful local councillor, owning my own home. What do you think of Theresa May? She was the best of a bad bunch. She wants to knuckle down and get on with the job. We've got unsteady months and years ahead, and we needed someone already sat around the table and making decisions – someone able to cope with the pressures. Did you vote to remain in Europe? I was an active campaigner for the Remain campaign team. I did sit on the fence at one point, but it didn't seem right to put the economy and jobs at risk. LAWRENCE POPLE, 18, PORTSMOUTH VICE: How did you get involved with the party? Lawrence Pople: It was more by chance that anything; I happened to live in quite a Conservative area, politically. Plus the one-nation government led by Cameron, and especially the coalition, really resonated with me. The Labour party didn't really represent me in terms of my opinions on the economy. What do your mates think of your politics? Most of my friends are left-wing. I've got one who's a bit of a commie, but most are Labour party members – but we get on well because I'm very moderate as a Conservative. I come from Portsmouth, I'm working class. We have banter, though, especially at college – most people there are very left wing. Yeah. I would date whoever as long as they're nice. I think that's one of the reasons I got involved in politics – I think the best way to move forward is to work together. I've never opted for casting peoples opinions aside. I always firstly wonder what we can do. I mean, offering to buy them stuff or calling the Salvation Army. I hate the perception that we [Conservatives] don't want to help people – it's just I believe that people who are not as well off in society can be helped through different means. Who do you admire in the party? I really like Kenneth Clark, but I must admit I have a lot of time for the former PM. A lot of stuff he did was in the best interests of the majority of people. How did you vote in the EU referendum? I'd rather not comment on that. I don't know. I wouldn't want to go into politics myself. I get involved in politics at a local level, but, really, I view politics as something external. I'd probably go into teaching. No. I'm from a very floating voter family. My grandparents tend to be Labour voters. I don't know how my parents vote – they've never really shown any party affiliation. More on VICE: We Did a Bar Crawl of the Tory Conference's Parties We Asked an Expert About that Data on Right-Wing People Having Happier Sex Lives Meet the 1922 Committee: The Unhinged Tory Pressure Group Ruining Everything Tagged:Conservative PartyDavid CameronConservativesBoris Johnsontheresa maytoriestoryVice BlogYoung Tories
2023-14/0037/en_head.json.gz/13430
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Nine individuals inducted into the National Softball Hall of Fame OKLAHOMA CITY – The National Softball Hall of Fame welcomed nine new members as USA Softball held its 40th Annual Hall of Fame Induction Ceremony this evening. With nearly 350 friends, family members and administrators from all across the country in attendance, the ceremony honored the accomplishments, history-making moments and milestones of the nine inductees who helped shape the sport of softball. Inducted in the 2020 class were: Phil Gutierrez (Meritorious Service), Lovieanne Jung (Fast Pitch Player), Terry Muck (Fast Pitch Player), Bill Pfeiffer (Fast Pitch Player), Doug Roberson (Slow Pitch Player), Carl Rose (Slow Pitch Player), Natasha Watley (Fast Pitch Player), Cecil Whitehead (Slow Pitch Player), and Curtis Williams (Slow Pitch Player). Read more about each inductee below: Phil Gutierrez (Las Cruces, N.Mex.) - Meritorious Service A career that spanned 44 years with USA Softball, Phil Gutierrez has played a significant role on numerous lives through the sport of softball. Gutierrez began his career with USA Softball as an umpire in 1975, finding success at the high school, collegiate and ASA National level. He has umpired four Men’s Major National Championships, receiving phenomenal rating for each of them. Starting in 1989, Gutierrez began his Umpire in Chief (UIC) career when he was appointed as SoCal North San Diego District UIC, serving as Deputy State UIC. A 2006 umpire Inductee to the San Diego County Sports Officials Hall of Fame as a Softball Umpire, Gutierrez developed, maintained, and continually improved an Umpire Training Program renowned throughout the country. His passion continued beyond the field with the appointment to Commissioner of Southern California in 2007 where he led SoCal to become the top association annually for team, individual and umpire registrations. While serving as a Council Member, Gutierrez co-chaired and chaired several committees including the chair of the newly formed Communications Committee. In 2011, he was elected as President of USA Softball, representing USA Softball at International Softball Federation (ISF) meetings and events. His influence, dedication and ambitious nature was not only felt locally, but nationally and internationally. Lovieanne Jung (Fountain Valley, Calif.) - Fast Pitch Player An Olympic Gold and Silver Medalist as well as a two-time Pan American Games Gold Medalist and World Champion, Lovieanne Jung was one of the best and smartest infielders to ever play the game. As an eight-year team member of the United States Women’s National Team, Jung served as ‘quarterback’ of the U.S. defense, calling all coverages and positioning the defense for opposing offenses. Her tremendous skill set combined with her knowledge of the game allowed her to be the most proactive player on the field, always seeing things before they occurred in the game. Jung was a part of the 2004 U.S. Olympic Softball Team, dubbed “The Real Dream Team”, that dominated their way to the Gold Medal in the Athens Olympic Games and earned a spot in the U.S. Olympic Hall of Fame. Jung played the role of a true leader, demonstrating an admirable work ethic and always being an accountable teammate. Dedication, passion, and hard work are only a few of Jung’s championship traits, though, as service and taking care of people are both things she partakes in today. Jung currently works as a firefighter for the Riverside Fire Department while continuing to serve the sport of softball as an Elite Representative on the Women’s Selection Committee. Terry Muck (Oakland, Calif.) - Fast Pitch Player The resume of Fast Pitch Softball player Terry Muck clearly reveals he was one of the best of his era. He was barely 5’6 inches tall and perhaps weighed 150 pounds, but Muck was a mountain of a man as a fast pitch softball player. A five-time All-American and a nine-year member of the legendary Home Savings team, Muck and his teammates made 11 ASA National Championship appearances. Muck was the premier middle infielder of his time with a range that allowed few balls through the infield. Known for his small size and impressive speed, Muck encompassed the perfect attributes for a leadoff hitter while providing power that allowed him to occasionally shift to 3-hole in the Saver lineup. In addition to his All-American honors, Muck was named the 1973 national leading hitter while also earning a feat as the 1976 national homerun leader. Aside from his outstanding skill as a softball player, Muck was better known as an outstanding individual with great integrity and character. Bill Pfeiffer (Aurora, Ill.) - Fast Pitch Player Bill Pfeiffer exemplifies a true love for the game of softball that has allowed him to excel in many parts of the sport. A 15-year member of the Home Savings team in Aurora, Illinois, Pfeiffer helped lead his squad to 13 ASA National Championship appearances. Pfeiffer was also a member of the USA Softball Men’s National team that earned a Silver Medal at the first-ever Pan American Games in San Juan, Puerto Rico. An eight-time All-American selection, Pfeiffer never stopped working to ensure his full potential was being reached on the field. His statistics alone prove excellence in the sport, but it was his character that left a mark on his surrounding peers. Following his retirement from softball, Pfeiffer took his same diligence he showcased on the field in becoming a Co-Founder of the Aurora Fast Pitch Softball Association. Pfeiffer continues to serve as a member of the Association in hopes to keep the game alive and well in the Chicago Metro area. Doug Roberson (Royal Palm Beach, Fla.) - Slow Pitch Player One of the best outfielders of all time, Doug Roberson is considered to have had one of the strongest arms ever seen in slow pitch softball. Known as an absolute powerhouse on both sides of the field, Roberson slugged over 2,000 homeruns in his 14-year playing career, totaling a season high of 672 in his 1987 season. In addition to hitting the long ball, Roberson was an RBI machine, averaging around 20 RBIs a game. Roberson earned ASA accolades 11 times during his storied career, including Outstanding Defensive Player at the 1990 ASA Super Nationals. He was a member of six ASA Super National Championships, two National MVP awards, two National Defensive MVP awards and 27 National/World Championships. While his accomplishments speak for themselves, many refer to Roberson as a true ambassador of the game. Carl Rose (Valdosta, Ga.) - Slow Pitch Player Carl Rose is synonymous with homerun, totaling over 2,300 long balls throughout his playing career –– a feat that earned him eight All-American selections. A two-time batting leader and three-time homerun leader, Rose became one of few players in history to lead the country in both categories with a .751 batting average and 240 homeruns during his 1991 season. With a playing career that spanned over 15 years, Rose collected 20 All-World Selections with two National MVP awards and one Defensive MVP award. Aside from his dominance on the field, Rose was an unselfish teammate that was well-known and well-liked on and off the field. Following his storied slow pitch softball career, Rose’s legendary power at the plate landed him a signature bat, the Carl Rose Lighthouse Bat –– a Worth best seller. Natasha Watley (Irvine, Calif.) - Fast Pitch Player One of the most powerful athletes to ever play our sport, Natasha Watley embodies every characteristic of a USA Softball Hall of Famer. A career with the United States Women’s National Team that spanned nine years, Watley became an immediate gamechanger for Team USA. With the ability to hit for power and average while also using her speed in the short game, Watley was the true definition of a triple threat, making her one of the most feared hitters for any defense. In addition to her offensive dominance, Watley shined as an All-American short stop with a range that allowed few balls to reach the outfield. As a member of the storied 2004 Olympic Softball Team that dominated at the Athens Olympic Games, Watley and her teammates were inducted into the U.S. Olympic Hall of Fame. With an Olympic Gold and Silver Medal, three World Championship titles and two Pan American Games Gold Medals, Watley’s accomplishments speak for themselves –– but it was her humility, class, pride and passion for the game that set her apart. After retiring from the sport in 2010, Watley continues to be an inspiration and leader in her work with the Natasha Watley Foundation bringing her knowledge, passion, and hope to the next generation of young ladies. Watley also continues to give back to the sport through motivational speaking and coaching. Cecil Whitehead (Valdosta, Ga.) - Slow Pitch Player When you talk about slow pitch players in the game of softball, Cecil Whitehead is one of the names that comes to mind. With a playing career that spanned 14 years, Whitehead is known to be one of the top five outfielders of all time. A six-time All-American, Whitehead was a member of two Super National Championships, two Major National Championships and four Super National Runner-ups. In addition to his All-American honors, Whitehead garnered 25 All-World Selections with three National MVP awards and 22 National/World Championships. A member of the Ritch’s-Superior squad, Whitehead helped claim 10 of 12 Grand Slam titles as well as 31 championships in three years while averaging a .651 batting average with 258 homeruns. Statistics don’t lie, which is why many consider Whitehead to be in the Top 5 of all-time greatest slow pitch softball players in the history of the sport. Curtis Williams (Milton, Fla.) - Slow Pitch Player Curtis Williams played the highest classification of softball for over 30 years, earning his first All-American award in 1977 and his last in 2000, the longest span between such awards in softball history. A 13-time All-American selection, Williams was a member of 10 National Championship titles throughout his storied playing career. In addition to his All-American honors, Williams was also awarded MVP of the 1982 Smoky Mountain Classic. Williams slugged an impressive .880 batting average, a feat that named him the 1988 Men’s Major Slow Pitch batting leader. His continued dominance in the game helped earn him 20 All-World selections with three National Defensive MVP awards.
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Deloitte Fast 50 Technology Awards 2011 The 2011 Deloitte Fast 50 Technology Awards is now to entries. The awards, now in their twelfth year, recognise Ireland’s indigenous technology sector and reward the growth of exceptional technology firms operating in the country. The theme of this year’s awards is ‘Connect, Grow, Inspire’ to reflect that success in the technology industry means combining technological innovation, entrepreneurship and rapid growth. The awards are due to take place in the Convention Centre in Dublin on Friday 21 October 2011. Details to enter the awards can be found at www.fast50.ie. The closing date for entries is Thursday 1 September 2011. We would like to extend our best wishes to any of our clients participating in this year’s event and look forward to hearing award results. Top Ten Reasons Why Companies Fail To Keep Their Best Talent Your HR Questions Answered – The Festive Season Wellness at Work – Ergonomics
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2023-14/0037/en_head.json.gz/13433
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