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Radiation Hormesis and the Linear-No-Threshold Assumption
by Charles L . Sanders (Author)
Current radiation protection standards are based upon the application of the linear no-threshold (LNT) assumption, which considers that even very low doses of ionizing radiation can cause cancer. The radiation hormesis hypothesis, by contrast, proposes that low-dose ionizing radiation is beneficial. In this book, the author examines all facets of radiation hormesis in detail, including the history of the concept and mechanisms, and presents comprehensive, up-to-date reviews for major cancer types. It is explained how low-dose radiation can in fact decrease all-cause and all-cancer mortality and help to control metastatic cancer. Attention is also drawn to biases in epidemiological research when using the LNT assumption. The author shows how proponents of the LNT assumption consistently reject, manipulate, and deliberately ignore an overwhelming abundance of published data and falsely claim that no reliable data are available at doses of less than 100 mSv.
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Warren Sparrow's WEAKLY READER #3
The Weakly Reader
Vol. I, No. 3
Welcome to the third edition of The Weakly Reader, a publication dedicated to the enjoyment of all souls who spend too much time looking in their rear-view mirrors. It is the mission of this publication to encourage its readers to keep their eyes on the road ahead and have a good time doing it. Each of us has experienced a "defining moment." The following story is about one of them.
Five years after my Darlington adventure, I was enjoying a "new life." On a perfect August afternoon in 1959 I was relaxing in the officers' dining room (wardroom) of the aircraft carrier Wasp as she sailed in a calm ocean 200 miles off the New England coast. I was 23, happily away from the anxieties caused by my spotty academic performance during my four years at Duke. What could be finer than sipping coffee from a China cup perched on a China
saucer? The dark clouds of recurring hydraulics tests were gone for good. There was "nothing but blue skies from now on."
In a flash everything changed. I was talking with one of the officers on the admiral's staff when we heard an unusual noise, a fairly loud, short whir followed by a sharp bang. Within a few seconds we heard the ship-wide announcement: "Fire! Fire in Hanger Bay One."
At first we were not concerned. Fires aboard ship while not routine do happen from time to time. We kept sipping. The fire was not our problem. Neither of us was assigned a damage-control station. Our duty was simple: Stay out of the way.
Mind you the wardroom was a fairly plush place. In those days it was one of the few air-conditioned spaces on the ship. The long tables were covered with white linen. The China was
fancy. So was the silver. It was a sanctuary for the ship's officers. The wardroom was directly below Hanger Bay One.
Big Trouble
The first sign of big trouble came when one of the wardroom doors
Fire on USS WASP August 1959
opened and several dungaree-clad sailors rushed from one side of the room and out another. A thin cloud of smoke came through the door. I recognized those men. They worked for me. If they were trying to get away from something, it was time for me to do the same. So I left the wardroom and headed toward the rear of the ship, trying to put as much space as possible between me and the smoke.
Back I went, stepping through many hatches until I felt comfortable about going up to the flight deck. I climbed the ladders (stairs) and made it "topside" near the rear of the ship. Arriving on the flight deck I looked forward and saw black smoke billowing from both sides of the ship. Sailors were running toward the front of the ship. A few staggered toward me, their eyes red and their faces black.
Looking toward the bow of the ship I could see two of our escort destroyers, one on each side of the Wasp. acting as fire-boats pumping water at Hanger Bay One. These two ships were
at great risk, especially the one on the port (left) side. This destroyer was so close to the Wasp that the aircraft carrier's protruding angle deck would have crushed the smaller ship had either the Wasp sped up or had the destroyer slowed down.
This was one of the Navy's "finest hours" though I did not realize it until later. The fire began when the helicopter squadron maintenance officer started the engine on one of the helicopters during a routine check in Hanger Bay One. The "whir" we heard in the wardroom was the engine over-speeding (the rotor blades were not engaged) . The "bang" was the explosion of the engine. The maintenance officer who was at the controls was killed and so was
a sailor who was holding a fire extinguisher at the front of the helicopter. The start-up routine always required that there be someone with a fire extinguisher in a position to put out any engine fire. In this instance the engine immediately exploded. The safety man had no chance.
When the engine exploded the helicopter caught fire. In 1959 helicopters were made of magnesium. For those of you who are familiar with magnesium fires you know they are extremely hot and aggressive. Water will not put out a magnesium fire. Magnesium tends to burn brighter when doused with water.
The men who fought the fire in Hanger Bay One used everything at hand, including the ship's sprinkler system to fight the fire. The best weapon was foam, not water. Water would cool the surrounding area but it would not put out a magnesium fire.
Fire Spreading
In a matter of minutes Hanger Bay One was an inferno, the fire spreading across the oil slick deck from one helicopter to another. Undaunted, the Wasp crew kept fighting. There were other dangers, too. First, the ship's aviation fuel was dispensed from a station in Hanger Bay One. Wasp carried a quarter-million gallons everywhere she went. Second, there were many, many tons of explosives stored below decks.
Understanding the seriousness of the situation, I looked over the side of the ship and reminded myself it was 50 feet from the flight deck to the water. The ocean was calm and the there were ships around us. If worse came to worst, I could jump. The water would not be too cold. It would not take long to be rescued.
Bathrobe and Pajamas
Smoke continued to pour from both sides of the forward section of the Wasp. The smoke had lessened a bit as I watched from the relative safety of the rear of the flight deck. The two destroyers maintained their stations and kept pouring water onto the Wasp. In about an hour the fire was under control. The following morning we pulled into Quonset Point, Rhode Island, where we off-loaded our most sensitive weapons. I remember the officer whose duty it was to oversee such things. He was wearing a bathrobe and pajamas.
Fire under control
Later we learned that more than 20 men had been burned fighting the fire. The only two fatalities were those killed as a result of the initial explosion. In a scene reminiscent of World War II, the Wasp crew pushed seven burned-out helicopters over the side. Hanger Bay One was a wreck but its armored deck was undamaged. It had done what it was designed to do: Save the ship from catastrophic damage. The aviation gasoline did not ignite. The system's lines were purged appropriately, another lesson learned from World War II. The damage was confined to Hanger Bay One and a few spaces surrounding it.
It may be said that August 18, 1959 was one of the most significant days of my life. It was on that day that I learned the importance of team work, the importance of pulling together, even though I was not truly part of the "team." That day marked the end of segregation as I had lived it during my first 23 years.
Warren Sparrow, Editor and Publisher
1117 West Fourth Street
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Water.io Finalist at Best Technology Innovation Category in the World Beverage Innovation Awards 2016
The winners and finalists in all 26 categories of the World Beverage Innovation Awards 2016, sponsored by Ardagh Group, have been announced as part of a special ceremony at BrauBeviale in Germany. Now in its 14th successful year, the awards are designed to celebrate excellence and innovation across every category of the global beverage industry.
This year, 229 entries from 37 different countries competed in 26 categories. Overall winners from each of the categories will be announced at the awards ceremony, to be held on 9 November during BrauBeviale in Germany.
"We saw a fantastic range of products this year as innovation continues to ignite consumers' growing interest in beverages," said FoodBev Media's marketing director Isabel Sturgess. "The awards are a great way to keep up to date with the industry's best innovations across the globe. It's a great celebration and highlights company successes in areas of finished products, marketing, manufacturing, ingredients and, importantly, commitment to CSR."
Want to integrate smart packaging in your products? Contact us!
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Awards	·
Water.io Finalist in the Best Closure Category at the World BEVERAGE Innovation Awards 2020
Water.io Finalist in the Startup Category at the Nutra Ingredients Awards 2020
Water.io wins Best Cap/Closure in the Innobev Awards 2018


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A Zero-Sum Budget or An Engine of Inclusive Development!
by Dr. Jaipal Singh
For the majority people, budget is a mundane statistical exercise that offers least appetite and interest equally among the minds of literates and illiterates. Few people know that be it a household or a national economy, the budget is the key index and chief parameter to ascertain the progress and prosperity of the either of the two. In common parlance, a budget can be defined as the estimation of all revenues and expenses of an entity over a specified period of time which is periodically compiled and evaluated on as required basis. In any organizational or national perspective, the budget is linked with the planning process, which is usually based on short-, medium- and long-term requirements. For instance, the country like India has an annual budget (short term plan), five-year plans (medium term plan) and perspective planning keeping the requirements for fifteen years in view (long tern plan). It is through the budgetary allocations only that the governments set and highlight their priorities and trigger the pace of the development as per their vision, mission and approach.
For second year in succession, the Indian budget has been written and presented under the dark clouds of the Covid-19 pandemic. This has been difficult phase for the entire world and so also for the Indian economy sans the Peoples republic of China. More so because apart from the disruption and uncertainty caused by the successive pandemic waves, several technological changes, consumer behaviour, supply-chains, geo-politics, climate change and a host of other challenging factors, quite a few of them being very unpredictable, also have enormous bearing and constraints on the budgetary and planning process. The default mode of policymaking in India and most other countries of the world has traditionally been to rely on a pre-determined "Waterfall" approach i.e., an upfront analysis of the issue, detailed planning and finally the endeavour of its meticulous implementation accordingly. Also, some traditional approaches of feedback and review mechanisms have always been there, based on which corrective and readjustment of policy making has always been done in the yester years.
But with the advent of technology in the recent times, a vigorous and more agile framework for the planning and budgeting is available and relevant today due to the explosion of real-time data that allows for constant monitoring and course correction. Such data and information in India include GST (General Service Tax) collections, digital payments, satellite photographs, electricity production, cargo movements, internal/external trade, infrastructure roll-out, delivery of various schemes, mobility indicators, to refer just a few markers here. Although some of these are now readily available on public platforms but several innovative forms of data farming and cultivation methods are now being generated by the private sector too. Therefore, it is easier now to have short-term policy responses and course corrections in any evolving situation. Accordingly, the Union Budget now seeks to complement macro-economic level growth with a focus on micro-economic level all-inclusive progress and welfare. Keeping foregoing factors in view, the Indian Minister for Finance & Corporate Affairs at Centre presented the Union Budget 2022-23 in the Indian Parliament on 1st February 2022 as per the recent tradition in vogue.
The Key Highlights of the Budget
It so often happens that the presenter, the Union Government of India in this case, carries out a job or programme according to its vision, perspective and priorities while the recipients - the opposition, media and public – may have their own interpretation, views and reaction or response. For instance, the government would, in all probability, have to consider their resources and constraints to act accordingly while the common man (user) will be interested to know what is there in store which is personally benefitting them or helping their long-term interests. For any knowledgeable and well-meaning person an ideal budget is one that strikes a good balance between the estimated revenue receipts vis-à-vis expenditure with least or no provision for the deficit financing. Therefore, the author proposes to briefly highlight and deal with both the perspectives here; however, the focus will be mainly on the resource allocation with a brief analysis of the resources mobilization part.
A. The Union Government Perspective
The estimated economic growth of the country is pegged at 9.2% which, according to IMF estimates too, appears to be the highest among all larger economies of the globe. Then the government is hopeful to open around sixty (60) lakh new job opportunities under the productivity linked incentive scheme in 14 different sectors. According to initial assessment, the PLI Schemes have the potential to create and additional productivity to nearly thirty (30) lakh crore. During the seventy fifth year of the independence, the Indian government has resolved to commemorate it as the Azadi Ka Amrit Mahotsava (AKAM) in various disciplines and different programmes to that effect have already been undertaken and commenced. Commensurate with the same philosophy, the Union Government has proposed the impetus for growth in Budget in four areas of core priorities declaring the next 25 years as an Amrit Kaal (Amrita Period), which have been referred to as the PM GatiShakti, Inclusive Development, Productivity Enhancement & Investment, etc., and Financing of Investments.
The very first area of priority, PM GatiShakti involves seven engines of the futuristic growth and development namely the Roads, Railways, Airports, Ports, Mass Transport, Waterways and Logistics Infrastructure. The government considers them as the most crucial engines for the economic transformation, seamless multimodal connectivity and logistics efficiency: accordingly, all programmes and projects relating to them are proposed to be dovetailed with the PM GatiShakti framework. According to the projections, the national highways networks shall be expanded by another 25,000 Km during the fiscal year 2022-23 with the mobilization of twenty thousand crore in the same period. Similarly, a capacity augmentation in the railway network up to two thousand Km under indigenous world class technology (Kavach) in 2022-23, and four hundred new generation Vande Bharat Trains and hundred cargo terminals for multimodal logistics are proposed to be developed in three years besides normal incremental growth under other areas. The successive NDA governments have accorded top priority to an all-round infrastructure development as this sector not only have an important bearing on all other areas but also offers vast opportunity to employment and improved quality of life.
The second area relates to the inclusive development which inter alia includes agriculture, education, health, skill development, MSMEs (Micro, Small and Medium Enterprises), Saksham Anganwadi, Har Ghar Nal Se Jal, Housing for all, Vibrant Villages Programme, and so on. Some key initiatives in agriculture sector include about 2.37 lakh crore direct payment to farmers for the procurement of wheat and paddy, the provision of NABARD facilitating finance start ups for agriculture and rural enterprise, commensurate allocation to Ken-Betwa project for providing irrigation benefits to nearly 9.08 lakh hectares of cultivable' lands. The existing Emergency Credit Linked Guarantee Scheme (ECLGS) for MSMEs has been extended up to March 2023 while another 200,000 crore credit facility would come from the Credit Guarantee Trust for Micro and Small Enterprises (CGTMSE). In the prevailing global pandemic and technology scenario, several schemes for e-learning have been catered for education and a special 'National Tele Mental Health Programme' for quality mental health counselling and care services shall be launched in addition to the existing health care programmes. Approximately two lakh Anganwadis are proposed for upgradation as Saksham Anganwadis. Under the ambitious piped water supply in villages and housing for all citizens, rupees 60,000 crore for water supply to about 3.8 crore households and 48,000 crore for completion of eighty lakh houses have been catered. Information technology-based management of the land records is yet another important initiative in the offing for the inclusive development.
Productivity Enhancement and Investment, Sunrise opportunities, Energy Transition, and Climate Action are third crucial area of thrust in the ensuing budget. The telecom sector envisages a scheme for the design-led-manufacturing to build a strong ecosystem for 5G as part of the Production Linked Incentive Scheme (PLIS) in 2022-23. AtmaNirbharta in Defence and export promotion are continuing as the focal point in the government strategy to reduce dependence on defence equipment import with commensurate allocation to the Defence R&D for associating industry, start ups and academia for the purpose. Similarly, the government has also accorded high priority for the research and development in sunrise opportunities such as Artificial Intelligence, Semiconductor and its eco-system, Space Economy, Genomics, Geospatial Systems and Drones, Pharmaceuticals, Green Energy, and Clean Mobility Systems. To promote energy transition and climate action, an additional allocation of over 19,000 have been made for PLI schemes for the manufacturing of high efficiency solar modules to meet the target of 280 GW installed solar power by the year 2030 in an endeavour of minimizing CO2 emissions and dependence on exhaustible energy resources.
The government has also announced a task force to recommend steps for promotion of animation, visual effects, gaming and comic (AVGC) sector with commensurate allocation, which has immense potential to employ the youth in the country. Financing of useful investments is yet another focus area including the promotion of farming, public-private participation under the capital investment programmes, GIFT-IFSC, Data Centres and Energy Storage Systems, Venture Capital and Private Equity investment, Sovereign Green Bonds, Digital Rupee, and so on. The farmers belonging to the Scheduled Castes and Scheduled Tribes and keen to take up agro-forestry shall get preference. Public capital investment outlay has been augmented to 7.50 lakh crore, a sharp increase of nearly 36% over the previous year. Government intends to issue Sovereign Green Bonds for mobilizing resources from the green infrastructure as also introduction of digital currency during the fiscal year 2022-23 among many things. Also core banking facilities are proposed to be introduced in nearly 1.50 lakh post offices and introduction of e-passport with smart chips.
For the commensurate revenue mobilization, the Government has not proposed any change under the already existing slabs of the direct taxes; instead, collection of more funds are expected through an augmented income tax and corporate tax payers' base. However, it has relied more on a reliable tax regime, further simplification of the tax return, and allowing a window to file updated return within two years on levy of additional tax. Under the indirect taxes, the government has recorded its appreciation for the remarkable progress under the Goods and Services Tax (GST) revenues, which have been considerably buoyant despite the long-drawn pandemic. Reportedly, as on 22 January 2022, the GST collection had a record maximum at rupee 140.9 lakh crore. Government has decided that the customs administration of the Special Economic Zones (SEZs) shall be fully information technology driven on the national portal with effect from 30 September 2022. Certain sector specific changes have been proposed in custom duties and taxes specifically for the electronics, gems and jewellery, textiles, metals, chemicals, MSMEs and exports. The underlying objective of these changes are simplification of the customs rate and tariff structure, elimination of exemption on items manufactured or have potential for manufacturing, and enforcing concessional duties on material needed in line with the objectives of "Make in India" and "Atmanirbhar Bharat". Overall, a significant gap has been left between the total expenditure and total receipt allowing a fiscal deficit of 6.4% in the ensuing year.
Some other worth mentioning initiatives and schemes under the Union expenditure and revenue budget are the concept of one station one product, national ropeway development plan, promotion of chemical free natural farming, use of kisan drones, interlinking of e-portals namely Udyam, E-shram, NCS and ASEEM, digital universities with digital education, one class-one TV channel expansion up to 200 TV channels, establishment of virtual labs for science and mathematics, e-Labs for simulated learning, national digital health ecosystem, establishment of centres for excellence in urban planning, provision for sixty-eight percent capital procurement budget for defence from domestic industries in 2022-23, provision of rupee 100,000 crore to help states in catalysing overall investments in economy, provision of thirty percent taxation on income from transfer of virtual assets (cryptocurrency), surcharge and cess on income and profits now not allowable as business expenditure, tax relief to people with certain disabilities, reduction in alternate minimum tax rate and surcharge for cooperatives, and review of customs exemption and tariff simplification.
B. A Bird's Eye View: Budget Estimates 2022-23
The total all time high expenditure under the Budget Estimate 2022-23 of the Union is 3,944,909 crore which is an increase by 13.25% over the Budget Estimate 2021-22 and 4.64% over the Revised Estimate 2021-22. As against this, the total revenue receipts comprise of 2,204,422 crore that shows an increase in revenue collection of 23.26% over the previous year's Budget Estimates and 6.04% over the Revised Estimates. The significant increase in revenue collection over the previous year's estimates appears to be mainly on account of GST collection. This leaves a staggering gap of approximately 1,740,487 crore between the expenditure and revenue receipts which is proposed to be offset partially through the recovery of loans and other receipts (capital receipts) up to 79,291 crore and remaining 1,661,196 crore through the borrowings and other liabilities. The gap between the total expenditure and total revenue receipts plus non-dent capital receipts represents the fiscal deficit of the government which has been pegged to 6.4% in the ensuing fiscal year.
To make it simpler for the readers to understand the true dynamics of the budget from a layman's point of view, it might be interesting to break the expenditure and receipts up to a rupee level. In that context, every rupee receipt is comprised of Goods and Services Tax 16p, Income Tax 15p, Corporation Tax 15p, Union Excise duties 7p, Customs duties 5p, non-tax revenue 5p, non-debt Capital Receipts 2p, and borrowings and other liabilities 35p. On the other hand, every rupee expenditure is comprised of the Central Sector schemes 15p, Centrally Sponsored schemes 9p, Interest Payments 20p, Other Expenditure (revenue expenditure of all ministries and departments minus defence) 9p, Defence 8p, Pension 4p, Subsidies 8p, States' share of taxes and duties 17p, and Finance Commission and other transfers 10p. Total receipts are inclusive of States' share of taxes and duties, and total expenditure too is inclusive of the States' share of taxes and duties, which are netted against the receipts. This can be better learnt from the pie charts separately for the revenue and expenditure budget provided in the budget documents of the Ministry of Finance.
If we look at the sectoral allocations, the infrastructure (Road Transport and Highways) sector continues to remain a priority area with the allocation of 1,99,108 crore, approximately 52% increase over the previous years' corresponding provision. The National Highway Authority of India is the chief beneficiary of this augmentation for the improvement and construction of the highways. Railways have received 1,40,367 crore mainly for the improvement and augmentation of railway tracks, construction of a large number of new Vande Bharat trains and cargo terminals. The Communication sectoral allocation comprises of 1,05,407 crore which is an estimated increase of 93% over the revised estimates of previous year mainly for the capital infusion in the Bharat Sanchar Nigam Limited (BSNL 44,720 Cr) and proposed 5G technology. Education and Healthcare & Family Welfare are other very important sectors where government has allocated 1,04,278 crore and 86201 crore representing an increase of 18.5% and 16.6% over the previous years' provision, respectively. After 2019 general elections, the present government had undertaken an ambitious programme of covering all Indian villages for a piped water supply by 2030 and during the last two years the allocation under the Jal Shakti has increased from 23,199 to 86,189 crore, a phenomenal jump of nearly 252%. PM Kisan Yojna continues to be another welfare scheme for the marginal farmers with 60,000 crore provided in the ensuing fiscal year.
Although the present government is not very favourably inclined to subsidies yet obtaining compulsions of certain sectors such as prevailing economic situation due to Covid-19 pandemic and political environment in the country where some parties and their leaders primarily believe in freebies and subsidies for own survival and empowerment, the government has continued it in certain areas. A major chunk of such allocations have gone in favour of food subsidy with estimated 206,831 crore in 2022-23 for the poor whose work and employment has been compromised owing to the continued pandemic scenario. Then another 1,05,222 crore has been shelved with on account of the fertilizer subsidy for the farmers. The UPA (Congress led) government orders issued in 2010 about withdrawal of subsidy over the petroleum products were effectively implemented in 2014 by the NDA government (BJP led); however, such subsidy under the LPG (cooking gas) and kerosene continued. Now the kerosene use (minimal, if at all any) and subsidy thereupon has been discontinued; the petroleum subsidy comprises of LPG only and 5,813 crore has been catered for it in the ensuing year. Certain other miscellaneous subsidies mainly include interest subsidy, subsidy on price support scheme on the agricultural produce and assistance to the state agencies for procurement, and an amount of 37,773 crore has been provided for the purpose.
India continues to remain the second most populous country with a approximately 140 crore people and is likely to overtake China in the next few years. The Chinese corona virus unleashed from Wuhan towards the end of 2019 continues to cause havoc over the entire world population except China (merely crossed 1 lakh cases sometime back) during its multiple waves so much so that recently USA with about 33 crore population had reported over 10 lakh new cases and another small country like France with barely 6 crore population about 5 lakh cases in a single day. On the other hand, India despite its population and many constraints has not only managed it well so far but also undertaken the largest free and successful vaccination programme for its citizens. A provision of 87,000 crore has been catered in the Budget Estimate 2022-23 for this purpose. This analysis will remain incomplete if Defence is not mentioned here, an area which was constantly ignored or given low priority by the previous governments. With two potential adversaries, or we can call them enemies, with constant hostilities on the eastern and western borders, Defence has continued to receive a high priority during the last seven years. Accordingly, an allocation of 525,166 crore has been made in the next year's budget for this purpose.
Author's Take on Budget 2022-2023
In India, the presentation of Budget generates an instant reaction from the ruling and opposition parties on the predicted lines every year and a parallel heated debate in media for a few days. Interesting feature is that these reactions, responses and opinions often come from those conducting and posing like experts with least knowledge or understanding of the planning and budgetary process. Of course, occasionally few sane opinions and meaningful analysis is also made by the sources who actually know and understand it. Notwithstanding, it is the opposition parties and media that often hog limelight with their often ignorant, occasionally humorous and sometimes bizarre arguments. However, all this is not surprising because, after all, the country also has the honour of producing Nobel laureate economists with kinds of vision that the progress will be achieved if the government of the day agrees to dole out to the poor and marginal population with freebies such as rupees six thousand per month under NYAY. So to begin with, it would be in fitness of things if the author deals with the reaction of two key opposition leaders, who also represent two ideologies and approaches, and thereby the aspiration and opinion of a large section of opposition, media and intellectuals of this country.
Mr Rahul Gandhi, an MP from Waynad, Kerala, yet the de facto leader and PM stuff of the main opposition Congress Party, had a quick tweet on Budget as follows:
@RahulGandhi M0di G0vernment's Zer0 Sum Budget!...Nothing for (the) Salaried class - Middle class - The poor & deprived – Youth – Farmers – MSMEs. (1:40 PM · Feb 1, 2022)
In more successive tweets, directly attacking the Prime Minister for Jumlas (bluff or false statements), he charged that the Modi government has destroyed the unorganized sector and MSMEs responsible for jobs; hence the government slogan "Make in India" has, in fact, now become 'Buy from China'. Then in another tweet, he has again reiterated the party promise in the Congress Manifesto to electorate during the parliamentary elections of 2019 of doling out Rs. 6,000 every month to all poor families so that no one is hungry and parents are not worried about child's education…a concern the oldest party has been expressing since 1947 and still believing that NYAY (Nyuntam Aay Yojana) is a surgical strike against poverty and the existing government favours only richest few.
Rather than wasting time of the readers by individually examining all issues, the truth behind his criticism and allegations could be elicited by just taking one crucial example of MSMEs in the present government's budget. The government has extended additional credit under the ongoing Emergency Credit Linked Guarantee Scheme (ECLGS) to about 130 lakh MSMEs up to March 2023 by expanding the guarantee cover by another 50,000 crore to make it a total 500,000 crore. Further, an additional credit of 200,000 crore shall be facilitated to Micro and Small Enterprises under the Credit Guarantee Trust for Micro and Small Enterprises (CGTMSE). Besides, relevant portals such as Udyam, e-Shram, NCS and ASEEM are proposed to be inter-linked. Another 6,000 crore has been allotted for raising and accelerating the MSME performance programme. Here it may also be relevant to remind the readers that the same government had undertaken measures for MSMEs during the previous stint to generate more employment and self-sufficiency through business opportunities.
Yet another leader Sitaram Yechury of the Communist Party (Marxists) tweeted as under followed by many more visionary (!) tweets in his own wisdom and reckoning.
@SitaramYechury: Govt tom-tomming 35.4% increase in capital expenditure. This includes repaying Air India loan not backed by assets of nearly (Rs) 52Kcr. Minus this and purchasing defence equipment as a capital expenditure is lower than last year allocation. 'Lies, Damned Lies & Statistics'.
While the author is impressed with this great economic vision and outlandish choice of words but there seems to be nothing that has been suppressed or hidden by the government meriting such condemnation with chosen words "lies, damned lies…" The statement in the budget documents itself clarifies that the capital outlays in the estimates of 2021-22 include the infusion/loans to AIAHL/AI for settlement of past guarantees and sundry liabilities, not backed by assets amounting to 51,971 crore, and excluding this amount the estimated revised estimates under the capital expenditure is 550,740 crore. The Air India and allied companies had been making constant losses during the ten years of UPA regime, of which CP(M) was also an active constituent before withdrawing support over the Indo-US civilian nuclear agreement in 2008. The question is what all they did to revive the company with constantly accumulating liabilities year after year. Reaching a point of no viable revival, the incumbent government decided to disinvest and transfer control to Tatas settling past liabilities. Of the 750,246 crore earmarked on the capital account in 2022-23, 152,000 crore is for Defence; so it is difficult to understand the communist stalwart's objection, or he perhaps feels capital outlays for the defence services are of no worth to the country.
There is yet another important fact that every politician and common man must learn. Unlike the revenue expenditure which is always incremental owing to its recurring and repetitive nature and inflation, the capital outlays are made for creating durable assets with certain long-term objectives. The capital schemes necessarily require heavy investment with long drawn trajectory of its materialization and payments. Hence expenditure under capital is not always uniform and subject to actual materialization of certain landmark stages in procurement or final delivery; hence it need not be incremental as surmised or understood by Mr Yechuri. One cannot but have sympathy with the understanding of such political leaders who do not need any expert study or understanding before they speak or write even on technical subjects with authority. However, the author feels that for the peace and progress of any nation, its borders too need to be secured for which state of the art weapon and equipment are equally necessary if not more, and therefore enhanced capital outlays for the Defence are necessary striking a balance between resources and constraints.
The reaction of two aforesaid leaders has consciously been considered because they also represent the mindset and thinking of a large section of political opposition, media and intellectuals(!) of this country. Actually, instead of making it a populist budget with freebies, concessions or income tax rebate, this budget has all-encompassing features of a sustained vision and future growth with all time high allocation under the expenditure (Rs 39,44,909 crore) and receipts (Rs 22,83,713 crore) with the estimated nominal GDP growth i.e., actual growth plus inclusive of inflation pegged at 11.1%. Even the ministry / sector wise allocation too shows highest rise under Communications (93%), Road Transport and Highways (52%) and Jalshakti (25%) which are indicators of the growth and development only. Although any relief on income tax slabs has not followed but the taxpayers have been provided a window for filing and updation of the income tax return up to two years on payment of certain penal charges. In the ensuing year, the government plans to introduce own cryptocurrency through RBI with a provision of 30% tax on income from the transfer of cryptocurrencies and non-fungible tokens with no set off provision against losses, if any.
The infrastructure projects, roads and highways, railways and telecom have received special attention in the budget as real engines of growth and development. In that spirit the transport and logistics projects are proposed to be realigned with recently launched PM GatiShakti framework. As already mentioned earlier, the National Highways network has been planned for expansion by 25,000 km in 2022-23, an optimistic target by all means. The concept of one-station-one-product under railways has been floated with a view to help local businesses and supply chains and an achievable target has been fixed for 400 Vande Bharat trains and 100 Cargo terminals in three years. 5G mobile services are planned in the ensuing fiscal year and commensurate allocation provided to facilitate an ecosystem for 5G as part of the Production Linked Incentive (PLI). Similarly, a reasonably balanced approach has been attempted towards energy and environment needs in the budget.
Government has revealed their policy and vision from time to time about the subsidies and the subsidies already dispensed with under the petroleum products sans LPG. However, essential food, fertiliser and other miscellaneous subsidies have been retained. MGNREGS (Mahatma Gandhi National Rural Employment Guarantee Scheme), introduced in 2005 by the UPA regime providing 100 days of guaranteed wage employment in rural areas in a financial year, has largely been unproductive in creating any substantive assets but as a welfare measure and political compulsion, it has been continued with a provision of substantial 70,000 crore. Jal Jeevan Mission/National Rural Drinking Water Mission, Pradhan Mantri Awas Yojana, National Education Mission, National Health Mission, Saksham Anganwadi and POSHAN 2.0, Modified Interest Subvention Scheme, Pradhan Mantri Gram Sadak Yojana, Pradhan Mantri Fasal Bima Yojana, National Livelihood Mission-Ajeevika, Pradhan Mantri Krishi Sinchai Yojana and Rashtriya Krishi Vikas Yojana are some of the major schemes largely catering the needs of the rural India. Similarly, Welfare of Women (171,006 crore), Welfare of Children (92,737 crore), Scheduled Castes (142,342 crore), Scheduled Tribes (89,265 crore) and North Eastern Region (NER) (76,040 crore) are allocation for the schemes of weaker and vulnerable sections often ignored in the past.
In opposition's view, it may be a 'Zer0 Sum Budget' but to this author's mind, it is a satisfactory engine of growth. If the planning and budgeting is effectively managed for the next few years with subsequent efficient execution and implementation of the schemes and programmes, the projected dream $5 trillion economy may indeed come true. However, one important issue of concern is constantly growing fiscal deficit in the Union Budget. The fiscal deficit is the gap between the total expenditure and the revenue receipts plus non-debt capital receipts (NDCR), which reflects the state of the total borrowings of the government. According to the Fiscal Responsibility and Budget Management (FRBM) Act, 2003, the Central Government must progressively minimize its outstanding debt, revenue deficit and fiscal deficit as too much borrowings may not be good for the overall health of the economy. Usually, a moderate fiscal deficit is acceptable because when a lot of investment is made in infrastructure projects which in turn boost economic growth and employment opportunities but the current fiscal deficit at 6.4% is certainly not acceptable. It is understandable that the government is endeavouring to sustain a higher growth (projected 9.2%) in GDP under obtaining constraints of Covid-19 pandemic and certain populist yet unproductive schemes due to political compulsions but this trend needs to be reversed early and onus devolves on the incumbent government to take necessary measures for the same.
This author has been closely watching two national parties viz. the Congress and the Bhartiya Janta Party (BJP), with the largest reach and electoral base in the country, nearly for two decades for their election manifesto, its subsequent compliance and efforts towards alleviation of the poverty. Strangely enough, both the national parties present a sharp contrast in their ideology and approach towards the development and growth. No need to calling names but the successive Congress governments gave a loud call and publicity for the poverty alleviation, made fanciful announcements but remained stuck with the traditional regime of subsidies and freebies or largely non-productive MGNREGA like schemes accruing only marginal benefits without any significant improvement in the standard of living and economic condition of people; NYAY is the latest wonder in the Congress camp summarily rejected by the electorate in 2019 General Election. On the other hand, BJP under Narendra Modi has focused on the empowerment of the poor and marginal population instead of offering subsidies and freebies in cash. The provision of pucca houses under PM Awas Yojna, LPG connections to over 4 crore families, direct transfer of financial assistance/subsidy, power connections, sanitation, piped water supply in villages, easy credit to start business/self-employment, and dozens of such other ongoing schemes are concrete steps towards improving the quality of life. For these reasons, the incumbent regime generates hope among the masses despite constant conspiracies, subversive acts and toolkits to divide and disrupt the incumbent government and their development model.
Acknowledgement: The author has gratefully consulted various Budget documents of the Ministry of Finance available in public domain for the budgetary data and schemes referred to in this article.
The author has long experience of Planning and Budget in Defence and Power sectors at senior levels including a stint of Director (Budget) in the Ministry of Defence, Government of India.
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Reducing Surgical Residents' Burnout Using Neurofeedback
Four Decades of Manufacturing's Hits, Misses and Smiles
ISE Magazine September 2019 Volume: 51 Number: 9
By Richard J. SchonbergerA
https://www.iise.org/iemagazine/2019-09/html/schonberger/schonberger.html
After nearly 40 years of intensive observation of manufacturers and their attempts to implement just-in-time (JIT) production, lean manufacturing or Toyota Production System, I'm attempting to apply my industrial engineering skill set (such as it is) to sort out some of the good, the bad and the muddled. In this article I'll pick out a few highlights of that re-search seen in years past, with first emphasis on methodologies.
While other researchers with similar aims have relied on survey research, mine is based on first-hand observation in which I've taken detailed notes, all under the general category of simplification. First, we consider unique examples of simplicity. Second are simplifications that are manifest in cellular manufacturing. The third is of configuring or reconfiguring the factory with simpler productive equipment, which entails withdrawing "monument" equipment in favor of "lean" ma-chines.
Each of the three is potent in itself. When combined they become a dominating competitive force
Unique examples of simplicity
As unique examples of simplicity I'll refer to four manufacturers, Precor, Alstrom, Hon and Mark Andy.
Precor. I visited the Bothell, Washington, plants of this producer of high-end fitness equipment in 1991. The company's demand pattern for its retail "bikes" (treadmills, stationary bikes, etc.) is seasonal but otherwise fairly regular. For its heavy-duty commercial bikes, ordered by contract, demand is highly irregular. Helping to cope, bike assembly was on stubby lines with cross-trained assembly teams using a uniquely simple system for ensuring predictably quick production and with built-in process improvement. In each line (or cell) each cross-trained, job-rotating member would hit a button on completion of a task, those hits displayed on an overhead screen. If one of the stations kept showing up as slowest to finish, that station (not the assembler) was seen as problematic and marked for process improvement.
Precor's way of quickly and reliably feeding those assembly cells with machined parts was also rather unique. When production began on a big contract, there was minimal delay in machining the many component parts. That is because key machine tools are dedicated (with minimal or zero setup time) to narrow families of parts, owed to use of lower-cost conventional equipment for which high utilization is unimportant. These methods of delivering a flexibly quick response offer sizeable competitive advantages, inasmuch as most high-mix manufacturers of large metal items are mired in the batch-and-queue mode.
Along with those innovative practices, Precor employed simple, visual scheduling and material movement and kanban deliveries from suppliers.
Ahlstrom Pump. Ahlstrom, maker of custom pumps for the pulp and paper industry in Mantta, Finland (1989), is notable for uniquely simple cell-to-cell linkages. Machining cells were arranged in an arc with the assembly located centrally. Each cell was fronted by a large scheduling matrix, on which upcoming jobs were numbered in order of promise dates. Upon starting and completing Job 1 on Monday morning, each machinist would X it out on the matrix. When all components for that job had been completed and X'd out, that was the visual signal (with no computer or paper needed) for the assembler to start assembly on that job, and so on for the rest of the jobs throughout the week. This simple system made scheduling so reliable and inviolable as to be jointly used by marketing and production, referred to at Ahlstrom as "Rules of the Game."
Hon. I was able to tour Hon Industries, maker of office file cabinets, chairs, etc., in Muscatine, Iowa, in 1987. Many veteran lean mavens, including me, have judged Hon as one of or even the best global applier of many aspects of the JIT/lean agenda. Among Hon's numerous simple and effective prac-tices were clusters of metal-cutting and sheet-metal-forming machines that were intricately linked, one small machine to another, and another, which I labeled the "Rube Goldberg" effect from the once popular comic strip.
Mark Andy. The company operates narrow-web printing presses in St. Louis, Missouri (2001). I was delighted to see the simple system, instigated by vice president Paul Brauss, of visually lining up parts and tools, top to bottom and across, in racks near assembly, which worked wonders for getting their complex presses assembled quickly and accurately.
Simplicity is of a unique kind in each of those four companies. Three of them, Precor, Ahlstrom and Hon, combine their one-off simplifications with a far more common kind, namely their production being organized into cells. Cellular production is the second of the three broad methodologies taken up in this article.
Doing cells right – or not
Cellular manufacturing should be seen as the most far-reaching of methodologies making up lean/JIT. When scattered processes are brought together to form cellular clusters, each dedicated to its own family of products (or customers), many benefits easily come to mind: faster throughput, shorter flow distances, fewer hand-offs, smaller transport lots, smaller in-process lots, less in-process inventory, less damage, improved ergonomics and quicker discovery and correction of defects.
Also, being product family dedicated, product-to-product changeovers are simplified, even eliminated. Further, cell team members readily become cross-trained within the cell and be-fore long with adjacent cells, paving the way to their effective engagement in process improvement, as well as providing flexibility to adapt to demand changes. Those improvements are accompanied by reductions in or elimination of transactions for scheduling, material movement, time-keeping, labor charging and product costing. In effect, a cell can be treated as a cost-containment center, a simple alternative to conventional heavy-handed and error-prone overhead allocation methods of product costing.
Many or most of the manufacturers I have visited over the years have at least made a start on implementing cells. The fol-lowing are a few manufacturers that have done well with cells, and a few that have stumbled. In best-practice cell design, cell team members work standing up and may take a few steps in every cycle to handle two adjacent stations.Especially well done were the following:
O.C. Tanner, maker of custom-built recognition-award "emblems" in Salt Lake City, Utah, was visited in 2003. Tan-ner, a popular visit site for "industrial tourism," might be seen, figuratively, as grand champion in the Shingo Institute's pan-theon of winners of a Shingo Prize in manufacturing. Over 10 years, Tanner evolved to ever greater numbers of dedicated cell teams, cutting order fill times from 12 weeks to about two hours.
AmorePacific, a cosmetics company in Suwon, Korea (2003), is a standout in its consumer-packaged-goods (CPG) sector. Nearly all CPG companies perform fill-and-pack on one or two long conveyor lines. Amore bucked that system, replacing its own very long line with 23 stubby, minimally au-tomated cells with stand-up assemblers. This slashed finished goods inventories and lead times, which led to AmorePacific eliminating all of its sales reps and agents.
Johnson Controls Interiors, a maker of automotive interiors in Holland, Michigan, was visited in 1999 and exemplified a major difference between automotive assemblers and their components producers. Vehicle assembly was done on a few long, long assembly lines, components commonly produced in multiple product family-dedicated cells. At JCI, the cells were contained within seven focused factories; for example, 25 cells were for sun visors, in which cut-and-sew operations were cellular.
East Bay Generator, a remanufacturer of auto parts in North Oakland, California (1990), parlayed adoption of cells throughout to reducing time for operators to search for parts from six hours daily to zero.
At Fluke Corp., which produces multimeters and scopes in Everett, Washington (2003), cellular production was extensive: 75 or 80 cells with packout as last operation.
At Wheelabrator blast-wheel machines in LaGrange, Georgia (1992), I was shown cells upon cells, and a production/marketing cellular focus on high-margin "golden-flow" products.
At Rotary Lift, maker of hydraulic hoists for automotive service in Madison, Indiana, (1993), each of five cells even had its own paint line.
Plamex, which produces headsets, mikes and amps in Tijuana, México (1995), set up the plant in flow-line assembly modules. Corporate gave support for a pilot-test cell in 1999. In a phone call in 2000, plant manager Alejandro Bustamante said they had finally implemented a few cells, though still with operators sitting on chairs.
Examples of not, scarcely or minimally done:
A sports uniform maker in Alabama (1988) proudly showed off a special cell for "zero" lead time sewing of lucrative professional basketball uniforms. My question: Since it's so simple and effective, in about all respects, why not go cellular for all other products? But globally, cut-and-sew is chained to grossly ineffective batch-and-queue methods (the exception being JCI, discussed above).
A guitar-maker in California (2001) whose vice president and his staff became enthused about cellularizing production, entailing short handoffs from station to station. Yet the plan went nowhere and at least one of his team re-signed.
My seminar class and I visited a personal computer company in the Shanghai area of China (2008), and in a pre-tour orientation by managers we were told we would see plentiful cells. There were no cells, just typically long assembly lines.
Equipping or re-equipping the factory
For cellular manufacturing to do its main job, which is to serve up flexibly quick customer responsiveness, there must be several or many cells, each product-focused so as to deliver con-current production – that is, produce multiple products and fill multiple orders at the same time, closely in tune with market demand. But how can a manufacturer afford to equip all those cells with the necessary equipment?
The answer is to phase out the monuments, lean's term for big, fast, complex, costly, temperamental equipment that is designed to produce many different models but only one at a time. The result of that monument-ma-chine mode is batch-and-queue production of enlarged, wrongly mixed down-stream inventories, long order-fill lead times and poor market response. Cellular manufacturing replaces the monuments with multiples of smaller, slower, cheaper, simpler, more dependable equipment units, each dedicated to its own cell and product family. (Note: The author wrote of the benefits of smaller, more flexible manufacturing equipment in a June 2017 ISE article, "With machinery purchases, small can be beautiful," found at link.iise.org/ISEJune2017Shonberger.)
All eight of the manufacturers cited above under "especially well done" cellular manufacturing are equipped with such simpler equipment. O.C. Tanner and Amore-Pacific, being largely hand-touch producers, have it easy since their equipment is minimal and inherently small-scale. On the other hand, Wheelabrator and Rotary Lift produce large, heavy products so each of their multiple cells had its own metal cutting equipment, largely affordable, modest-sized versions. As stated earlier at Rotary Lift, "each of five cells had its own small-scale paint line" in sharp contrast with the norm of one big, long paint line that loops across one wall and down another.
In many industries, notably consumer packaged goods (CPG), monument equipment is entrenched, so much so that scarcely any company even considers the lean formula: multiple scaled-down units of their fill-and-pack equipment. When I visit such plants, I'm ready with arguments for re-equipping their factories through downscaling. Here are four examples, which involved serious speculations but to my knowledge not any implementations.
A brewery in Krakow, Poland (2008). As part of a company conference, my role included a tour one of the giant company's best breweries. The plant was equipped, as is the norm in the sector, with very long and wide high-speed bottling and canning lines, and few of them. The plant visit led to discussions of a re-equipment strategy: replace the monument lines with multiple smaller, simpler, slow-paced stubby lines, each product-family dedicated.
The plan drew favor with high-ranking company people in attendance, but according to what I learned months later, there were no implementations. The implication – until it "leans out" its equipment, the whole bottling and canning industry will continue being out of step with consumer demand, the visual evidence being empty shelves in retail stores along with gluts of less popular items stacking up in warehouses.
A company making coaters for high-end colored/imaged film in Oklahoma (1986). The plant's most critical piece of equipment was a big, complex, tempera-mental coating machine that required 37 steps to complete a product changeover, necessitating long runs of each product between changes. The high point of the visit was when some of plant's engineers came up with the prospect and debated the technical feasibility of running two different products side-by-side on the too-wide coating machine. Thus, in the future always buy simpler, smaller-scale coaters.
A maker of confectionary products in the Netherlands (1989). In this candy bar plant, the wide forming and coating machine had characteristics similar to the coating machines, and the engineers' speculation on running two products side-by-side suggested itself; that is, modifying the extrusion and forming equipment to run two different candy bars side-by-side. And, as with both of the previous examples, they should evolve to multiple, dedicated, stubby fill-and-pack lines.
Miscellaneous further examples
I could go on citing more visited facilities revolving around further lean/JIT process-improvement topics, which is a fairly long list: quick setup, kanban, visual management, cross-training/job rotation, job classifications, fail safing, behavior-based
safety, ergonomics and standup (no chairs) assembly, design for manufacture and assembly (DFMA), total productive maintenance (TPM), supplier partnership, costing/accounting implications, supplier (vendor)-managed inventory, trucks as warehouses, "make to a number and stop," end-of-the-quarter push, continuous replenishment, employee and supplier certification, performance measurement/management, elimination of fork trucks, conveyors, material handlers, inspectors and WIP tracking, and more. Nearly all of these methodologies, different as they seem, result in or bring about simplicity. And most of the manufacturers featured in this article employ many of these additional JIT/lean methods and practices.
If all this sounds excessively serious in tone, how about fun, humor and smiles? Here are three examples of practices that are both effective and fun to do and to show off.
Roller-skate kanban at Sentrol, motion and smoke detectors in Tigard, Oregon (1992). Assembly took place in 13 dedicated cells, each requiring about 200 different parts. The big job of supplying the parts from central stores was by a team of material handlers on roller-skates, which is eight times faster than walking. They would collect an empty container at an assembly cell, skate to stores, swap the empty for a full one and skate back to the assembly cell to place it on the kanban square for filled containers. Work-in-process inventory fell from six weeks to four hours.
Mr. SMED at FCI, electronic connectors in Ciudad Juárez, México (2004). The plant's changeover expert and fa-cilitator was known as Mr. SMED (single-minute exchange of die). Garbed in a yellow hard hat and smock labeled "Mr. SMED," he went around assisting and training operators of the plant's dozens of mold-presses and other equipment. I took a photo of him in front of a setup-timing clock and setup tools. It was working: Changeover times on the mold-presses had been cut from three hours to 45 minutes.
Kanban is entrenched at Johnson Controls EMSU, of Milwaukee, Wisconsin (1990), where I took a photo of a place on the floor in which even the dust and the broom were marked off as kanban squares.
Other examples of fun and humor have been minimal. Rather common, though are examples of wry humor. Here are three.
By car on the way from the airport to Miller Brewing in Trenton, Ohio (1993), my host, plant manager Dennis Puffer, said, wryly, "You're going to hate my plant." And I did; he did, too. But Puffer and staff made the best of it by use of the "star-point" system in which production people are cross-trained in five functional support areas, one being administrative (budgets, costs, purchasing, time and attendance, over-time coordination and record-keeping). How they could find time for all that training and then put it to use required scheduling in a remarkably innovative way: By paying all production operatives for nine instead of eight hours per day (five hours a week of overtime rates) all year long. It paid off in high rates of process improvements. And this plant produced about the same amount of beer as similar-sized breweries but with about half as many employees.
At Apple Computer in Fremont, California (1988), while touring the receiving area, I asked if all incoming parts had to be put into the large and growing automated tote stacker. The answer was yes. "Even parts that are to be used in assembly the same day?" I asked, with raised eyebrows and a wry smirky smile. That exchange led to the suggestion to stage at receiving empty, labeled kanban containers so that parts needed the same day would avoid the stacker and go direct to points of use. The next step: Start shrinking the size of the stacker.
At BMW Engines' largest engines plant in Steyr, Austria (2011), machining of crankshafts was done on about seven side-by-side, multistation "lanes," each with high station-to-station automation. Machining of any crankshaft was scheduled on any of the lanes, and when one station faltered, the job automatically moved to a station in a sister lane. As we (myself with a bunch of academics) were moving on from crankshafts, the tour guide was asked if they had one or more dominant engine models that could be dedicated to run on a less-automated lane. His wry reply: "BMW likes to make things complicated.
"As a brief epilogue, among my more recent plant visits was one in 2014 to Electroimpact, a massive-scale automated tooling equipment, e.g., handling entire airplane wings, in Mukilteo, Washington. I'll not attempt here to explain about this amazingly unique manufacturer except to say that much or most of its employees are engineers who take on an unheard-of breadth of dedicated-to-customer responsibility. When I was a young practicing IE, would I have relished that much responsibility? Hmm.


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Wave of International Criticism After Ben Gvir Visits Flashpoint Temple Mount
Israel's new government faced a wave of international condemnation on Tuesday, January 3, after National Security Minister Itamar Ben Gvir paid a morning visit to the flashpoint Temple Mount site, which houses the Al-Aqsa Mosque. Amid the chorus of denunciation, police reportedly raised their alertness level in Jerusalem.
Jordan, which views itself as a custodian of the Temple Mount — a status Israel does not recognize, though it acknowledged the kingdom's "special role" at the site in the countries' 1994 peace treaty — castigated Israel over the far-right minister's visit.
"Jordan condemns in the severest of terms the storming of the Al-Aqsa Mosque and violation of its sanctity," the Jordanian Foreign Ministry said in a statement, according to British media.
Ben Gvir did not enter the mosque. He made a 15-minute visit to the Temple Mount compound around 7 a.m. — during the time Jews are allowed to enter the site. He had visited on numerous previous occasions, but Tuesday's trip carried more weight as it was his first as a minister.
Israel's ambassador to Jordan, Eitan Surkis, was called into Jordan's Foreign Ministry offices for a dressing-down, according to Hebrew media reports. Surkis told the Jordanians that Israel remained committed to the status quo, that there had not been any violations of the agreement, and that Israeli ministers have visited the site in the past. (TOI / VFI News)
"I have told you these things, so that in me you may have peace. In this world you will have trouble. But take heart! I have overcome the world." - John 16:33


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Home Achievers Belmont Hosts Prescreening of 'The Birth of a Nation' as Part of...
Belmont Hosts Prescreening of 'The Birth of a Nation' as Part of Film Festival
On October 6, Belmont took part in the International Black Film Festival of Nashville (IBFFN) by screening its evening showing of "The Birth of a Nation" one day before the movie was released to the general public. The screening took place in Belmont's R. Milton and Denice Johnson Center and was preceded by an opening night red carpet and opening remarks by the CEO and Founder of the IBFFN Hazel Joyner Smith.
"The Birth of a Nation" is a film based on the story of American-born slave Nat Turner, whose intelligence from a young age sparked belief that he was born as a prophet sent to read the Bible and preach to other slaves. The 2016 film was entered into the Sundance Film Festival and earned recognition as the winner of both the Audience Award and the Grand Jury Prize in the U.S. Dramatic Competition. The film entered theaters around the country on October 7.
The movie screening at Belmont was followed by a panel discussion led by Associate Dean of the Curb College of Entertainment and Music Business Dr. Cheryl Slay Carr and Nashville News Channel 5 anchor Vicki Yates.
Belmont also hosted an event on October 5 in conjunction with this year's film festival in the form of a "Film Festival Forum." The forum also took place in the Johnson Center as a panel discussion that centered on film festivals in today's economy and who benefits from them.
Chair of Belmont's Motion Pictures Program Barbara Doyle hopes this opportunity will lead to an even larger partnership with the IBFFN in upcoming years. "We were approached to partner with IBFFN several months ago and we are thrilled to work with them! 'The Birth of a Nation' debuted at Sundance last year to great acclaim, and we were excited to be able to bring it to our students a day before it is released to the general movie-going public. We are looking forward to working with IBFFN even more in the future," Doyle said.
Billboard's Women in Music Honors Several Alumnae
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Every year Billboard magazine honors women in music through a special edition of their magazine. The edition, coupled with an event in New York...
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Paul Chenoweth - November 1, 2013
Philosophy Professor Noel Boyle presented a paper called "Against Popularization" at the 45th annual meeting of the Tennessee Philosophical Association on Oct. 26. This...
Political Analyst Charlie Cook Offers Election Insights to Business Groups
District 18 Council Candidates to Meet in July 12 Forum
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Entrepreneurship Students Qualify for Final Round in Wege Prize Competition


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Senegal shuts schools amid violent unrest
08 March 2021 - 09:54 By Ngouda Dione and Diadie Ba
A security forces vehicle drive past burning tyres as supporters of opposition leader Ousmane Sonko, who was arrested following sexual assault accusations, demonstrate in Dakar, Senegal on March 5 2021.
Image: REUTERS/Zohra Bensemra
Schools in Senegal will shut until March 15, the education ministry said on Sunday, after days of violent protests that have paralysed parts of the capital Dakar and are expected to continue next week.
At least five people have died in demonstrations sparked by the arrest on Wednesday of Ousmane Sonko, Senegal's most prominent opposition leader. It is the worst political unrest in years in a country widely seen as one of West Africa's most stable.
Sonko, who enjoys strong support among the young, was arrested after an employee of a beauty salon accused him of raping her. Sonko denies the allegation and says it is politically motivated.
Opponents of President Macky Sall have called for further protests on Monday.
The education ministry "strongly recommends that students' parents keep a close eye on their children and keep them from the risks that come from the protests," it said in a statement.
Much of Dakar turned into a war zone last week as police clashed with thousands of angry protesters. Many shops, gas stations and banks were closed for days. Large queues formed for petrol and groceries on Sunday, during what is expected to be a brief respite in the unrest.
Political pressure has mounted on President Sall, whose presidency has been plagued by accusations that he unjustly torpedoes political rivals and worries that he may seek to extend his rule beyond his allotted two-term limit.
The economic devastation caused by the Covid-19 pandemic and a nightly curfew to contain its spread have only stoked frustrations.
Pressure increased on Saturday after a 17-year-old boy was killed by gunfire in southern Senegal.
The influential League of Imams and Preachers of Senegal on Sunday called for the release of Sonko and a "return to calm".
Senegal restricts internet as protests escalate
Senegalese authorities have restricted internet access as protests over the detention of an opposition leader intensify, internet monitor NetBlocks ...


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L'eggs Announces Partnership With 'Operation: Deploy Your Dress'
Submitted by HanesBrands
L'eggs Hosiery is partnering with "Operation: Deploy Your Dress" to support women in the military, military spouses, and their families.
Operation: Deploy Your Dress (ODYD) began as a kitchen conversation in Fort Bliss, Texas, in late 2015 between Army spouses about the expense of getting formalwear for military balls. The friends organized a dress swap among unit spouses. From there, the Operation: Deploy Your Dress founders built a nonprofit that provides formal attire to military families at no cost through eight "shops" on bases across America.
The grassroots organization is run by volunteers and depends entirely on donations. Operation: Deploy Your Dress collects new and gently-loved special occasion dresses, shoes, hosiery and accessories to give to servicemembers and their loved ones. During the past four years, Operation Deploy Your Dress has distributed more than 11,000 dresses free of charge to military spouses, daughters and female soldiers.
L'eggs Hosiery, an iconic brand owned by HanesBrands (NYSE: HBI), is perfectly suited to support the group's mission.
"Service members and their families across the country make sacrifices every day for our nation," said Jill King, general manager of hosiery for HanesBrands. "Learning about Operation: Deploy Your Dress is simply inspiring. It isn't just about a dress. It is about feeling amazing and the excitement of dressing up for such a special occasion. L'eggs is beyond honored to support women in the military and women who are part of military families by supporting this outstanding nonprofit."
L'eggs Hosiery's sponsorship includes supporting the launch of a new 2020 Operation: Deploy Your Dress shop, collecting dresses through a Hanes corporate dress drive, and donating sheer hosiery and tights to the organization's eight current locations.
Partnering with L'eggs Hosiery gives Operation: Deploy Your Dress a chance to serve more military families by spreading the word about their mission and attracting more donations.
"L'eggs can help us share our main pillar of 'Deploying America's Patriotism One Dress At A Time' and gives civilians a tangible way to show their support," said Yvonne Coombes, the nonprofit's co-founder. "Every dress we receive is like a hug from someone who appreciates the sacrifice our soldiers and families make on a daily basis. A dress may seem like a small thing, but traditions such as military balls are important in building camaraderie and esprit de corps, which translates into unit cohesion during deployment and at home. Young military families live on tight budgets and attending a ball is often not something they can easily afford."
Military members and spouses often share how much the free dress shops mean to them. One woman in Fort Bliss, Texas, wrote: "I just had a baby two months ago and there is a ball next week. I'm not very confident in my current body, nor have I been looking forward to the extra financial strain of buying a gown. As soon as I saw into the window, I actually gasped at all of the gorgeous gowns and felt so excited! I have never had an opportunity to do anything like that: to spend an afternoon playing dress up in beautiful, fancy things I've never imagined owning or wearing. The staff was incredibly helpful, encouraging and friendly. For an afternoon, I felt like a princess. I will definitely be paying it forward ASAP."
A dress donor wrote: "Just wanted to send a little love and gratitude your way. I was an Army wife for five years and had to miss a ball because we just didn't have the money to get me a dress. This is near to my heart! Hope this helps anyone. Love and Hooah."
Join L'eggs Hosiery in supporting Operation: Deploy Your Dress by:
Gifting prom dresses, bridesmaid dresses, or other formal gowns to the nonprofit, and letting others know about the opportunity.
Using Amazon Smile with Operation: Deploy Your Dress designated as your charity of choice.
Making a financial donation to or volunteering your time with Operation: Deploy Your Dress.
To learn more, visit OperationDeployYourDress.org.
About L'eggs®
One of the most recognized brands in America, L'eggs® is the leading legwear brand in food, drug and mass merchandisers. L'eggs® hosiery is available at Walmart, Target, Walgreens, CVS, Kroger, and Publix stores nationwide and online at One Hanes Place and Amazon. Connect with L'eggs® on social media on Facebook at https://www.facebook.com/LeggsBrand/ and Instagram at https://www.instagram.com/leggsbrand/ .
About Operation: Deploy Your Dress
Non-profit Operation: Deploy Your Dress operates 8 "shops" at Fort Bliss and Fort Hood in Texas, Fort Carson in Colorado, Fort Benning and Fort Stewart in Georgia, Fort Eustis in Virginia, Joint Base Lewis-McChord in Washington, and Fort Irwin in California. Additionally, in an effort to help more military families in all branches of service, the group organizes a two-day "pop-up shop" in Washington, D.C. annually.
Hanesbrands Inc. is proud of its strong reputation for corporate social responsibility - conducting business around the world in a highly ethical and responsible manner. Our CSR commitments and efforts fall into two categories: 1) environmental responsibility, and 2)social responsibility, including being a responsible employer to our approximately 45,000 employees around the world.
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(-) Algae blooms (12)
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Meals of the Mighty Mosasaur
Between 100 and 65 million years ago, at the time when dinosaurs reigned on land,...
The Sant Ocean Hall Turns Ten
The ocean is essential to all life, and covers 71 percent of the Earth's surface....
Seeing Algae from Space
In November 2004, scientists confirmed an algae bloom off the West Coast of...
Moby Dick's Boom Box: Sound Production in Sperm Whales
Dr. Stefan Huggenberger from the University of Cologne explains sound production in...
Webcast: 'We Sea Change,' a Climate Change Education Video
What is climate change, and how is it affecting coastal Carolina? That is the...
Time Lapse Construction of the Smithsonian's Sant Ocean Hall
Watch the Smithsonian's Sant Ocean Hall come to life in this two minute...
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Follow an artist from inspiration to installation in this short video. It features...


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Smartpark is home to 21 research and technology tenant organizations.
Jane's Walk delves into Smartpark sites
May 5, 2016 —
Have you ever wondered what makes Smartpark so "smart"? Here's your chance to find out! Community members are invited to join a free, fun Jane's Walk at the U of M May 6 and May 7. Take a stroll with a guide and learn about the community of innovators at the doorstep of the University of Manitoba.
Now home to 21 research and technology tenant organizations in nine buildings across the park, Smartpark has grown considerably since opening its first facility in 2002. The walk will explore the 100 acre research and technology park, hearing stories of its past, present and future. Community connections, naturalized landscaping, and sustainable design will be highlighted.
"Although relatively new, Smartpark has a rich and interesting history including success stories of previous tenants and graduates of Smartpark's incubator, who have expanded to global success while remaining grounded here in Manitoba," said Larry Paskaruk, director of property development and management at Smartpark.
Two walks will be co-hosted. The first will begin Friday May 6th at 11:30 a.m. in front of the Event Centre (100-One Research Road). This leisurely walk is expected to last one hour and will conclude with a complementary lunch and a chance to connect with members of Smartpark and the university community. While this walk will be geared towards Smartpark and university community members, all are welcome to join.
"Success for Smartpark means success for the university, the city and the province. In alignment with our vision to build a community of innovators, it is important to create strong connections within the community, fostering conversations amongst peers, and sharing stories to inspire innovation and forge new relationships," said Paskaruk, who will be one of the walk leaders on Friday.
The second walk will take place Saturday, May 7, beginning at 10:30 a.m. and will last about 90 minutes. Those interested are invited to meet at the campus Welcome Centre, 423 University Crescent. After the walk, participants are invited to experience the Annual Traditional Graduation Pow Wow at the Investors Group Athletic Centre.
The walks are co-hosted by University of Manitoba's Smartpark Research & Technology Park, the Campus Planning Office and the Office of Sustainability.
More information on these walks is available on the U of M's site.
What is Jane's Walk?
Jane's Walk is an international movement bringing communities together through free, locally-organized walking tours. The movement is in celebration of Jane Jacobs, a writer and urbanist whose ideals and views had a strong influence on modern urban planning.
Jacobs advocated for concepts that would transform neighbourhoods into communities; shorter blocks, mixed-use developments, local economies and urban walkability are just a few examples of the ideas she endorsed. These concepts allow for more interactions between neighbours, Jacobs suggested, striving away from the car-dominated norm. Walks take place on the first weekend of May to coincide with Jacobs' birthday; this year would be her 100th.
To celebrate her legacy, the Jane's Walk movement was born. Now in its tenth year, Jane's Walks are held in over 100 cities across six continents.
Trygve Johnson
campus community, community
CBC Manitoba: Banned art project depicting Winnipeg as a queer paradise revived 23 years later
Posters heralding Winnipeg as "One Gay City" have been plastered on three bus shelters in the downtown, as part of a new art project from the University of Manitoba School of Art Gallery
School of Art, School of Art Gallery
'Thank you to faculty, students, staff and everyone for your continued resilience and commitment to UM's mission and vision'
New Academic Jobs – January 13, 2021
New Academic Jobs - January 13, 2021


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Using data-driven logistics to collect waste streams separately
Communication Alliance for a Circular Region
First published on Amsterdam Smart City
The circular economy is becoming the new normal, and data is propelling it. In the Amsterdam Metropolitan Area, numerous organisations are already hard at work on circular initiatives that prioritise the application of data. Among them is Seenons, which helps businesses manage their waste separation and collection. In this article, the owners of Seenons share their insights.
Waste disposal services for businesses have not exactly kept up with the times. Most of the waste is incinerated, and, paper and glass aside, it's quite complicated to separate waste streams and have them collected. 'I got one surprise after another when I began delving into this world,' says owner of Seenons, Jorn Eiting van Liempt. '"Something has got to change here," I thought. Waste incineration might once have been a good option, but now we really can do better.'
Managing waste streams
Seenons helps businesses get their waste streams collected separately via a digital platform that lets companies manage their own waste. It provides insights into the waste streams and their worth, which helps them choose which streams to have collected separately and pay for it. Seenons then arranges the logistics. The separated waste might be picked up by parcel delivery, an electric cargo bike or a traditional waste service provider. Seenons has no wheels of its own, Eiting van Liempt explains. 'We connect the parties.'
Seenons is the missing link between the data and the actual implementation, said Joost Kamermans, the co-founder. 'We saw that a lot of start-ups in the circular economy mainly focus on raw data, on mapping waste streams. But that doesn't actually get discarded orange peels from Schiphol to Brabant. This is why we also focus on logistics.'
Peels and coffee grounds
Around 150 organisations are onboard. Seenons might arrange the collection of coffee grounds for one company, orange peels – which contains valuable oil – for another, and electronic devices for a third.
'Companies often assume it has to be very hard, but it's just a matter of getting started,' says Eiting van Liempt. 'You begin with one or two separate collection streams and expand slowly. Take our client Yoghurt Barn: they were able to reduce their residual waste by 82 per cent within two weeks. Even the kiwi skins left over from making fruit shakes are still usable: we collect them separately to make syrup, which Yoghurt Barn can then sell in their shops.'
These ideas can also facilitate bottle recovery. During a pilot with Dijkstra Plastics, the company that produces the containers for some Remia sauces, parcel deliverers picked up the empty mayonnaise containers from snack bars. 'We saw in our data from snack bars that these containers were being disposed as residual waste, and then we contacted Dijkstra Plastics,' says Kamermans. 'The pilot showed that you can collect the containers separately, but at the same time, it's complex to change a system like this. You can't just reuse the containers for sauce, as there are all sorts of rules about that. As an interim solution, Dijkstra is now going to process the containers into paint buckets.'
Of course, there are also challenges. The co-founders find current regulations to be particularly constraining. It is often cheaper to simply dispose of some streams as residual waste, and no financial incentives or disincentives exist to make it more economical to use recycled materials.
And then of course the corona crisis is an issue. Cafés, restaurants and sports clubs were Seenons' biggest group of customers, but their activities have now largely come to a standstill. Fortunately, sign-ups have come from other organisations, not only the usual customers, but also financial institutions interested in the data-driven waste profiles that Seenons creates. 'Companies that need a loan can use this profile to demonstrate their ambitions for sustainability,' Kamermans says. 'This is valuable information for these service providers. For us, it's an interesting new market to discover.'
Their advice to other businesses with circular business plans is 'always ask yourself whether your idea would also work if sustainability didn't play a role. Of course, circularity appeals to potential customers, but you also have to ensure that what you're offering is better, simpler and/or cheaper than something that already exists.'
This article is an initiative by Seenons | Amsterdam University of Applied Sciences | City of Amsterdam | Amsterdam Economic Board | Amsterdam Smart City | Metabolic | AMS Institute. Together we are working to accelerate the circular economy in the Amsterdam Metropolitan Area, sharing practical stories for and about entrepreneurs and businesses.
Reach out to our
learn more about our partners,
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Examining the critical metals needed for the renewable energy transition and identifying strategies to reduce the demand.
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Home - sectors - BIOTECHNOLOGY
Unique research and development solutions for a transformative future.
Fairway Biotech facilitates unique research and development opportunities in the fields of natural products, drug designing and pharmaceuticals in the local market.
Our state-of-the-art laboratory and cutting-edge capabilities of our human resources, ensure a progressive and innovative approach to the field and strengthen research connections with our partners within the industry as well as the government and nonprofit sectors, both locally and internationally. Our integrative team of scientists are specialised in chemistry, biochemistry, molecular biology, pharmaceuticals and biomedical science and are currently collaborating with the academia, committed not only to conducting groundbreaking research but also to pave the way for new sceintific discoveries.
Animal Feed market is to be revolutionized with the introduction of PAP (Processed Animal Protein) to produce healthy livestock from natural protein supplements, which in turn will result in a healthy society.
Await for our new patented herbal products - anti-arthritis ointment and liver protection capsules from our registered Ayurvedic manufacturing facility. These herbal products contain tested ingredients that specifically treat each health condition to provide guaranteed relief.
Visit www.fairwaybiotech.com for more information.
© 2023 Fairway Holdings (Pvt) Ltd.


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Art prints and oil reproductions by English Photographer
ALL ARTISTS OF PHOTO ART »
Portrait of Karl Marx (1818-1893) (b/w photo)
Article ID: 105750
Anna Pavlova with her pet swan Jack, c.1905
Article ID: XJF366806
Three women on bicycles, early 1900s (b/w photo)
Edward Grey, 1st Viscount Grey of Fallodon
Bust of Marcus Aurelius (121-80 AD) (marble)
Alexander Fleming (1881-1955) c.1945 (b/w photo)
(L to R) John Scott Russell, Henry Wakefield, Isambard Kingdom Brunel and Lord Derby at the launch o
Man smoking opium, from ''Illustrations of China and its people'' by J. Thompson, published in Londo
Tourists ascending the pyramids with native guides (b/w photo)
Interior of Charing Cross Station, London, c.1890 (b/w photo)
Stella, Vanessa and Virginia Stephen, c.1896 (b/w photo)
Replica of Stephenson''s Rocket, 1929 (b/w photo)
RMS Queen Elizabeth at John Brown docks, August 1938 (b/w photo)
Davison Newman & co, Creechurch Lane, London c.1920 (b/w photo)
Lord Alfred Douglas, at the age of Twenty-One, at Oxford
John Addington Symonds, c.1889
Construction of the British Museum Reading Room, 1854-57
A Breakfast Party at Osbourne
Winston Spencer Churchill in 1904
War Office, Pall Mall
Article ID: LLJ733697
Plantation Workers on arrival from India, mustered at Depot, c.1891 (b/w photo)
Four domestic maids (b/w photo)
Zulu Girl Sucking First Finger (b/w photo)
View of the RMS Queen Elizabeth, 1942 (b/w photo)
View of a cabin aboard the ''SS Ausonia'' (b/w photo)
Blackpool Beach (b/w photo)
Sir Edward Elgar (1857-1934) (b/w photo)
Sir Richard Burton (1821-90) from ''The Life of Captain Sir Richard Burton, Volume II'' by Isabel Bu
The loop at ''Agony Point'' at Tindharia on the Darjeeling Himalayan Railway, 1880s (albumen print)
View down Oxford Street, London (b/w photo)
Queen Victoria, Tsar Nicholas II, Tsarina Alexandra Fyodorovna, her daughter Olga Nikolaevna and Alb
Spokane Indians, 1861 (b/w photo)
Princess Alice and Prince Ludwig of Hesse, 1860 (b/w photo)
James Prescott Joule (1818-89) (b/w photo)
Sir Arthur Conan Doyle (1859-1930) (b/w photo)
Finishing skivers demonstrating their techniques (sepia print)
Abbey Square and Pump Rooms, Bath, c.1880 (b/w photo)
The Great Roman Bath, Bath (b/w photo)
Henry James (1843-1916) in his study (b/w photo)
John Bunyan''s (1628-88) house in Bedfordshire (b/w photo)
Henry James (1843-1916) house at Rye (b/w photo)
Benjamin Disraeli (1804-81) c.1874 (b/w photo)
The last portrait of HRH Prince Albert (1819-65) (b/w photo)
Queen Victoria (1819-1901) at the age of sixty-six, c.1885 (b/w photo)
Whitehall and the statue of King Charles I (1600-49), London, c.1852 (b/w photo)
RMS Campania, 1892 (b/w photo)
William Babington Maxwell (1866-1938) (b/w photo)
John Ruskin''s (1819-1900) home at Brantwood (b/w photo)
Empress Victoria (1840-1901) (b/w photo)
Dame Millicent Fawcett, c.1880 (b/w photo)
Regent Circus, London, c.1890 (b/w photo)
Gracechurch Street, London, c.1890 (b/w photo)
The Strand and Charing Cross Station, London, c.1890 (b/w photo)
Queen Victoria Street, London, c.1891 (b/w photo)
View of Regent Street, c.1884 (b/w photo)
View of Tottenham Court Road, c.1885 (b/w photo)
Mrs Humphry Ward, 1881 (b/w photo)
Robert Louis Stevenson and his friend Tuimale Aliifono (b/w photo)
The Angel, Islington, London, c.1890 (b/w photo)
High Holborn, London, c.1890 (b/w photo)
View down Oxford Street, London, c.1890 (b/w photo)
Cart pulled by two oxen at Mandalay, Burma, c.1885 (albumen print from a glass negative) (b/w photo)
The Bank of England decorated for Queen Victoria''s Diamond Jubilee, 1897 (b/w photo)
Burmese magistrate, late 19th century (albumen print) (b/w photo)
The Shwedagon Pagoda at Rangoon, Burma, c.1860 (albumen print) (b/w photo)
Burmese lady (albumen print) (b/w photo)
Oscar Wilde (b/w photo)
Sir Max Pemberton (1874-1950) (b/w photo)
Ernest Shackleton (1874-1922) (b/w photo)
RMS Aquitania (b/w photo)
Conway Castle, c.1920-30 (b/w photo)
John Boyd Dunlop (1840-1921) (b/w photo)
Bateman''s Burwash, Sussex, home of Rudyard Kipling, from ''Something of Myself'', published in 1937
Portrait of W.B. Yeats (b/w photo)
Theatre company, Burma, c.1910 (b/w photo)
Adrian and Virginia Stephen, 1900 (b/w photo)
Lytton Strachey and Iris Tree (b/w photo)
HRH Prince Edward, from ''The Year 1912'', published London, 1913 (b/w photo)
The Danish Royal Family, from ''The Year 1912'', published London, 1913 (b/w photo)
Joseph Lister, from ''The Year 1912'', published London, 1913 (b/w photo)
Richard Haldane, from ''The Year 1912'', published London, 1913 (b/w photo)
Ferdinand I, Tsar of Bulgaria, from ''The Year 1912'', published London, 1913 (b/w photo)
George I, King of Greece, from ''The Year 1912'', published London, 1913 (b/w photo)
King Nicholas I of Montenegro, from ''The Year 1912'', published London, 1913 (b/w photo)
William Booth, from ''The Year 1912'', published London, 1913 (b/w photo)
King Peter I of Serbia, from ''The Year 1912'', published London, 1913 (b/w photo)
Guglielmo Marconi, from ''The Year 1912'', published London, 1913 (b/w photo)
Samuel Franklin Cody, from ''The Year 1912'', published London, 1913 (b/w photo)
Match-Seller. c.1900 (b/w photo)
Victoria Street, London c.1900 (b/w photo)
Whitechapel High Street, London, c.1930 (b/w photo)
London Slums, c.1900 (b/w photo)
The Charwoman and The Flower-Girl, illustrations from ''Wonderful London'' Almey St.John Adcock
Some of the sights that liven London Streets, illustrations from ''Wonderful London'' Almey St.John
Unveiling of War Memorial, Port of Spain, Trinidad
The unveiling of the War Memorial, Port of Spain, Trinidad
Sir Edward Elgar (1857-1934) at work on one of his orchestral scores
Sir Edward Elgar (1857-1934)


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Communicating information of the existing relations between the United States and Mexico, and recommending the adopting of measures for repelling the invasion committed by the Mexican forces upon the territory of the United States
United States. President (1845-1849: Polk)
Polk, James K., 1795-1849
The U.S. Serial set is a specially bound, consecutively numbered version of all House and Senate reports and documents. Many, but not all, of the government documents in the Americas archive come originally from the U.S. Serial set, although were bound together at some later point into the collection that is now represented in this collection.
U.S. Congressional publication. Includes correspondence by John Slidell, James Buchanan, et al. 131 pp.
United States. President and Polk, James K.. Message of the President of the United States, Communicating information of the existing relations between the United States and Mexico, and recommending the adopting of measures for repelling the invasion committed by the Mexican forces upon the territory of the United States. 1846. From Woodson Research Center, Rice University, Americas collection, 1811-1920, MS 518. https://hdl.handle.net/1911/9252.
Textual Documents [449]
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