We believe that everything we do should be of consequence and effect real change.
Never settling on the quality of our work.
Whether we're developing an e-commerce strategy for lead generation or a content marketing plan to increase brand engagement, our purpose remains the same; to encourage a positive change in people's lives. And all our efforts are directed to accomplishing this for all the brands we work with.
You can see our passion for yourself on these case studies.
Launching a luxury travel accessories brand & continually boosting visibility.
Establishing thought leadership in a disruptive recruitment business.
A brand awareness campaign meant to drive foot traffic to a two-week long art exhibition in London.
The team were great! They quickly understood our digital marketing objectives and put a plan in place to help us achieve our goals. Throughout our experience we found the team were friendly, collaborative and always happy to break down ideas into straight forward, actionable and effective points. We really enjoyed our experience and look forwards to working with the team again.
Working with the team at Fortune Media was a real pleasure. The guys took time to understand our business model and marketing objectives, they were able to translate that into a well planned inbound content marketing and thought leadership plan that boosted our profiles and increased the visibility of the brand. Their approach helped us solidify our collective thoughts and helped us develop an internal content culture. Thanks Fortune!
The Fortune team really distinguish themselves because of their outstanding service mind-set, working not just for, but with us to meet our goals and create lasting impact for the business. It is a pleasure to work with the team and we continue our engagement to further accelerate our digital presence.
Over the years we've had the privilege to work with some great brands and we've been able to create lasting partnerships with our approach of working together and understanding their main challenges and objectives.


(Basically An hour long sales call), we all know that, right?
this person is not gonna grow, they aren't gonna book qualified meetings.
They knew NOTHING about my biz, hadn't bothered to build a relationship and it was obvious from their contrived messaging and they were just gonna try and close me.
Probably with some 80's style 'high scarcity' closing.


If you are looking to purchase a premises to run you business from, or are an investor purchasing a shop or factory, we can assist you.
We have access to commercial property lenders who can help in setting up a facility that will work for your individual situation.
We can offer loans with fixed or variable interest rates, or a combination of both, with structured payments that can be interest only or principal and interest. Security can be residential, commercial or a combination of both.


Performance work, 30 – 40 minutes.
Has been performed at 'Revolve' Uppsala performance festival at Uppsala konstmuseum and at Inter Arts Center in Malmö 2016. And in 2017 at My Wild Flag festival in collaboration with Studiekretz @ C.off and ccap, and at Samtidskonstdagarna in Kalmar, invited by Kalmar Konstmuseum and Konstfrämjandet.
'Tja chat tjena chien, concerning mimetic displacement' (Tja chat, tjena chien, om härmning som förskjutning) departs from mime as a concept and a form of delivery. How something can be brought to experience and be understood, coexists with what it is to expose something through embodying it. Giving it another body. The displacement that the mimes brings about has to do with an embodiment. Basic to mime as stage performance is that another body, the imitating one, show a facet of what is mimed. In the work 'Tja chat tjena chien, concerning mimetic displacement' imitation also happens by stories we tell. What does it mean to do something together, what it is to become a we? In relation to a climate of increasing competition and focus of the individual, choreographer Marcus Doverud and artist Liv Strand, made this works dealing with intrapersonal influences.


text:
Team Leader (pol. przywódca grupy) – menedżer obdarzony umiejętnościami przywódczymi oraz organizatorskimi, stojący na czele danej grupy, lub pracownik kierujący pracą danego zespołu.

Jest to osoba odpowiedzialna za wyniki zespołu. Do kompetencji team leadera należą m.in. integrowanie zespołu, ocenianie pracy, motywowanie oraz dostosowywanie zadań do możliwości pracowników w celu osiągania optymalnych wyników.

Zarządzanie zasobami ludzkimi
Zajęcie

redpajama_set_name: RedPajamaWikipedia


After the death of our son, I read a verse in the Bible that said, "weeping may endure for a night but joy comes in the morning." (Psalm 30:5) I was all too familiar with the first part, as tears wet my pillow night after night. But joy in the morning? No, just a dead feeling of loss.
That was all too true for me, especially as just getting through the day was at times just existing. Yet I found myself thinking about this "joy in the morning" clause. And also the "night" part. Was there a time when I would feel happy again?
How long must I tolerate my grief? Was there some sorrow time-table? Would I just wake up one morning with a smile on my face. Slowly I began to understand that I was confusing happiness with joy. Two different things. No, I would never be happy our son had died, and no "morning" would change that.
But, joy was possible, a joy that comes as a gift from God. Something outside my self. Something not defined by what happens to me. A joy that can come as a promise. I can't manufacture real joy, I can only receive it.
As I began to absorb this truth, I found that in spite of my ever-changing feelings, there could be for me a new morning each day. If my focus could be not on myself and how I was bearing up, but on Something or Someone, beyond my hurt.
Now I live through other nights of weeping, which will come to us regardless, for we know life can be hard. Yet I don't have to become bitter, and allow that poison to destroy me.
This is because of the One Who was "a man of sorrows and acquainted with grief".
Only God's Son could enter my grief and swallow it up with His Joy.
As I began to grasp this, I began to live fully again. My happiness was not based on intangibles as it used to be. A rough day didn't have to rob me of joy if I wasn't depending on it to meet my needs.
This joy was a gift I could choose to receive. I could breathe clear air again. See the beauty around me. My eyes were opened to His Grace.
My heart could be, if I chose to be, filled not with regret, but with this love that took my sorrow and gave me this lasting joy.
And just as it is for me, it can be also for you. We were never meant to just grit our teeth when tragedy strikes, but to turn to the only One who will not only carry us through but give us His amazing Grace and Joy.


text:
Q: Power BI / DAX Countax with two conditions This is doing my head in and need help. I have simple countifs to do but in Power BI. Basically I want to count how many items are with status C and how many with C.
My data looks like that:
WP  SUB_WP  STATE
a   1       O
a   2       C
b   3       O
b   4       O
c   5       C
c   6       C

And desired results are:
WP  SUB_WP  STATE   COUNT O COUNT C
a   1       O       1       1
a   2       C       1       1
b   3       O       2       0
b   4       O       2       0
c   5       C       0       2
c   6       C       0       2

In excel is dead simple =COUNTIFS(A:A,A2,C:C, "=O") and =COUNTIFS(A:A,A2,C:C, "=C")
How to get the same in Power BI please?

A: These particular counts can be done as follows:
Count O measure (counts the number of O States for a particular WP):
count O =
  VAR res = CALCULATE(
              COUNTROWS(data),
              FILTER(
                  ALLEXCEPT(data, data[WP]),
                  data[STATE] = "O"
              )
)
RETURN IF( ISBLANK(res), 0, res)

Count C measure (counts the number of C States for a particular WP):
count C =
  VAR res = CALCULATE(
              COUNTROWS(data),
              FILTER(
                 ALLEXCEPT(data, data[WP]),
                 data[STATE] = "C"
              )
)
RETURN IF( ISBLANK(res), 0, res)

Result:

A: Here is your desired output in PoweBI

How did I do that? I created 2 new columns with Count C and Count O
Count O = IF(LOWER('Table'[STATE])="o";1;0)
Count C = IF( LOWER('Table'[STATE])="c";1;0)

and in Values for table Summarize new Column Count O and Count C

redpajama_set_name: RedPajamaStackExchange


text:
MP seeks solar-powered laptop for developing world
Sponsors are sought for a £250,000 prize for a sub-£50 solar-powered laptop - but is the goal attainable?
By Peter Judge | October 2, 2002 -- 10:13 GMT (03:13 PDT) | Topic: Hardware
A UK MP has proposed a competition for the first company to come up with a solar-powered laptop costing less than £50, intended for use in the developing world. The so-called Babbage Prize could become a regular event, picking a new technology issue every time it is offered, according to Derek Wyatt, MP for Sittingbourne and Sheppey. Mr Wyatt is attempting to gather corporate sponsors for what would be the first Babbage Prize, and has suggested the solar-powered laptop as a suitable first goal. Technological development is usually aimed at the developed world, said Wyatt, speaking on the BBC's Today programme. Wyatt said that since companies manage to produce £200 PCs with "too many features", it should be possible to create a £50 model which does just enough. The solar-powered laptop should be designed to be manufactured in the developing world to avoid paying high import charges to developed countries. The contest could be judged by an independent body such as the Oxford Internet Institute, said Wyatt. Wyatt visited Mozambique, Tanzania and Zambia in 2000 on a grant from the UK Branch of the Commonwealth Parliamentary Association. He said the idea for the Babbage Prize was inspired by UK government support for work on the first ever computer, Babbage's Difference Engine (it spent £17,000 on it up to 1841), and similar prizes offered for feats such as the reliable calculation of longitude (won by John Harrison, 1693-1776).
More enterprise IT news in ZDNet UK's Tech Update Channel.
For a weekly round-up of the enterprise IT news, sign up for the Tech Update newsletter. Have your say instantly, and see what others have said. Go to the ZDNet news forum. Let the editors know what you think in the Mailroom.
PCs Servers Storage Networking Data Centers
More from Peter Judge
Intel's convertible Classmate in action
Linux pioneer moves from Red Hat to Intel
Xen: The startup in Citrix clothing
The Swedish datacentre with a bunker mentality
Whether you're browsing the web, playing games, editing video, or carrying out heavy workstation workloads, RAM can make the difference between the job being slow and tedious or ...
Netgear Orbi 4G LTE (LBR20), hands-on: A versatile router with mesh wi-fi, mobile broadband and wired connectivity
Samsung launches Galaxy Tab Active3 in US, expands rugged device portfolio
The Galaxy Tab Active3 rides along with Samsung's XCover Pro as the consumer electronics giant targets the B2B market and frontline workers.
iPad Pro: Outclassed by the M1 MacBook Air, where does Apple's tablet go from here?
Apple's premium tablet is costlier, heavier and delivers less battery life than a similarly configured M1 MacBook Air. It's loaded with features most people never use. Who and what ...
ILife V80 Max review: Extra large dustbin and powerful carpet cleaning from a two-in-one robot

redpajama_set_name: RedPajamaCommonCrawl


text:
Westcroft Judo Club
Delivering excellence in Judo since 1996!
Club Squad
Randori League
What is Judo?
Judo is a modern Olympic combat sport, a martial art and a form of self-defence. It is a full contact fighting sport that involves throwing and grappling techniques.
What is the History of Judo?
The first Judo school, the Kodokan, opened in Tokyo in 1882. Professor Jigoro Kano adapted his skills and knowledge gained from Ju-jitsu and Ju-jutsu, which were originally developed by Japanese Samurai. Judo made its first appearance at the Olympic games in Tokyo in 1964, and today Judo is the second most participated sport globally with millions of people practising worldwide.
Why do Judo?
People Practise Judo for all sorts of reasons, from competition to social and fitness, there are many benefits to regular participation.
Some of the outcomes and improvements: co-ordination, agility, timing, balance, speed, strength, increased bone density, stamina, cardiovascular, power, skill, technique, posture, core strength, determination, concentration, assertiveness, confidence, self control, discipline, respect, self-defence, mental toughness, emotional control and communication.
Who is Judo for?
Judo is suitable for all. Training can begin from the age of 5 upwards and is excellent for boys and girls, men and women, all shapes and sizes.
The Principles of Judo
Judo, which is translated as the 'gentle way', teaches the principle of flexibility in the application of technique. This is the flexible or efficient use of balance, leverage, and movement in the performance of Judo throws and other skills. Skill, the application of technique and timing, rather than the use of brute strength, are the essential ingredients for success in Judo. For example, in Judo classes you may learn to give way, rather than use force, to overcome a stronger opponent. The principles of Judo, Maximum Efficiency and Mutual Welfare and Benefit can also be used in our dealings with others in life. The ultimate goal in Judo is to develop oneself to the maximum extent possible, always striving for perfection, so that you can contribute something of value to the world.
As Judo is a full contact sport it is important to warm up properly. Warm-ups generally include sport specific movements such as bridges, footwork and games, pulse raisers, joint mobility, gymnastics, breakfalls and stretching.
Breakfalls and Avoidance of Throws
A breakfall is how to receive a throw correctly, although these are important skills to learn they are rarely seen in competition judo, a player being thrown and breakfalling will result in an ippon (maximum score) being awarded and the contest ended. It is therefore important that a judo player learns how to read the attacks and develop the ability to spin out of the attacks to avoid a score.
Throwing Techniques
The power of Judo is in the throwing, and with proficient training the throws can be developed and delivered with speed, power and impact. A high impact throw will stun an opponent for a few seconds and fast transference into newaza can result in submission.
There are three main components of a throw, disturbing the balance (kuzushi), the entry (tsukuri) and the completion (kake). Other important factors are skill, the choice of technique, the speed, distance, timing, direction, action and reaction.
Grappling Techniques
Holds/Pinning techniques to have you partner completely under your control for 20 seconds.
Strangulation techniques attack the carotid artery to inhibit blood supply to the brain and force a submission.
Choking techniques attack the airway to inhibit breathing and get a submission.
Arm locking techniques attack the elbow joint to force a submission.
The skill in Judo is to apply a scoring technique in a competition or sparring situation. Skill development is very important and techniques should be adapted to suit the individual player. Size, height, weight, speed, suppleness and strength are all considerations, and rarely does a competition technique example of a throw match the text book.
Skills are developed through many years of training and are individual to the player applying them. Although each player's techniques will be different, the components will remain the same: speed, timing, distance, body contact, balance breaking, action, reaction.
Junior gradings are broken down into 18 steps. These are called mon grades, and go from white belt to brown belt. The senior grades are broken down into 6 learning steps which are called kyu grades and take the player from white belt to brown belt. After achieving 1st kyu a senior player is able to attempt to gain their black belt or Dan grade. There are 10 Dan grades going from 1st Dan to 10th Dan.
Competition is a very important part of Judo training, it provides the opportunity to test the skills that have been developed, both physically and mentally. There are judo competitions in the UK most weekends, catering for all levels from beginner up to black belts.
Scoring Points
Yuko: Half score for throwing an opponent to their side or pinning them on the back for 10 seconds.
Wazari: Three quarter score for throwing an opponent largely on to their back or pinning them on their back for 15 seconds.
Ippon: Maximum score for throwing an opponent flat on their back with speed, power and control, pinning them on their back for 20 seconds, or forcing a submission through an armlock or strangle from which they have tapped out.
The Judo Code
Judo Classes 2018 – Fridays – Spring Term
Judo Classes 2018 – Spring First Half Term
Copyright © 2020 Westcroft Judo Club. Powered by WordPress. Theme: Spacious by ThemeGrill.
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Home The NewsMill Video | Dance of Democracy with guns?
Video | Dance of Democracy with guns?
A person is seen dancing with apparently toy guns during PDP public Convention at Chadora Budgam, in Kashmir valley.


text:
David R. Evanson, LLC
Financial Writer
Looking Under the SMA Hood
by David Evanson | posted in: Writing | 0
David R. Evanson
On Wall Street, Spring, 2004
After almost three years, it was over. This past December, Callan Associates, Inc., the San Francisco-based investment consultant overseeing asset managers in Charles Schwabzzs managed account program, removed Chartwell Investment Partnerzzs large cap value equity product from the Schwab platform.
Callan noted that Chartwell had underperformed the median benchmark performance for nine out of 12 previous quarters and occupied the bottom decile for four of those nine quarters.
Was Callanzzs replacement of Chartwell typical of what happens behind the scenes among the 400 or so asset managers and sponsoring brokerage firms that constitute the separately managed account business? What, specifically, do analysts and consultants look for when studying managers? And, finally, do ongoing performance analysis and manager rotation lead to better results for clients?
The answers to many of these questions are counterintuitive; but then many things are not what they seem in the expanding world of separately managed accounts. Because of their tax advantages, investment flexibility and cachet, among other attributes (including the fact that they are not mutual funds, which currently seem down market and tainted to some investors), assets in managed account programs grew to $506 billion at the end of 2003, according to the Money Management Institute, the trade group for the managed account business. Thatzzs an increase of about 11 percent from the previous quarter and 29 percent above year-earlier levels. By comparison, assets in the $7 trillion-plus mutual fund industry, have grown by just 1.2 percent annually since 1999, according to Morningstar.
One of the attractions of investing through a separately managed account is the value that comes from having a group of professionals assess, monitor and select money managers. Instead of using stars or other rating devices to pick mutual fund managers, SMA investors rely on experts for the selection process. According to Eric Davison, a senior vice president at Callan, the firmzzs entire search and oversight analysis can be summarized by four Pzzs: people, philosophy, process and performance.
At Brinker Capital in King of Prussia, Penn., the operator of a managed account plat-form for approximately 1,700 advisors, chief investment officer Jim Harrington uses five Pzzs: people, philosophy, process, performance and passion. Harrington, who earlier managed pension investments for Sunoco, U.S. Airways and Crown Cork & Seal,
says passion may be hard to define, "but you know it when you see it." For instance, when doing an on site visit to interview managers, Harrington may ask something like, "How much time do you have to talk?"
"If a portfolio manager answers, Izzve got all day to talk about stocks,zz thatzzs when I know he has passion," Harrington says.
A closer look at the specific analyses beyond the top level Pzzs looks something like the table on page 70, which is the assessment process followed by analysts at SEI Investments on behalf of the 5,200 advisors on its platform.
Although the analyses performed by most sponsoring organizations are similar, there is some variance in the way results are reported. For example, Smith Barneyzzs man-
aged account platform uses a four-diamond system, with four diamonds being the best and one the worst. SEI Investments, on the other hand, slices and dices data to come up with a numerical rating that runs from 1 to 100.
Mike Hogan, who runs SEIzzs investment management unit, which oversees mutual funds and managed accounts, says managers gaining entree to SEIzzs platform must score between 80 percent and 90 percent. Still other platforms, such as those of Schwab and Brinker, use the equivalent of Wall Streetzzs buy-hold-sell model with a "recommended," "watchlist" or "terminated" status for each manager.
The watchlist status can be problematic: If sponsors are looking for the best managers and getting rid of those that arenzzt, why is there a middle ground? Glen Regan, who oversees the due diligence of asset managers for Smith Barneyzzs managed account program – one of the largest on the Street – agrees.
"My feeling is that people come to us for our opinions," he says. "So we generate explicit opinions that are presented, published and defended." In Smith Barneyzzs four-diamond system, managers ranking three or higher are recommended and those with two or lower are not.
But other managed account professionals defend the watchlist status. For instance, Brinkerzzs Harrington says, "The general public does not understand why you would stay with a manager when they are trailing the benchmark. If you looked at the three-year performance of some of the very best managers in the world you might fire them. But if you looked at their five-year performance, you would have wished you kept them." He adds that if you are going to hire a manager, "you must ride them for an entire investment cycle."
Thatzzs the reason for the watchlists. As Callanzzs Davison point out, "Individual investors chased performance in mutual funds and found it was a zero-sum game." The purpose of managed account oversight is to bring discipline to a process that individual investors and their advisors might not have on their own. And such discipline eschews hasty decisions. This discipline, with an emphasis on patience and a long-term outlook, very naturally leads one to wonder about the process that leads to the watchlisting or dismissal of a manager. And that leads right back to the first of the four Ps – people.
According to Jack Rabun, who studies managed account platforms for Cerulli Associates, "asset managers are now very aggressive about bringing on new talent. They are hiring teams wholesale away from their competitors." But, he notes, every action produces an equal and opposite reaction. So as asset managers get poached, the assets they formerly managed come under the scrutiny of analysts who want to make sure the performance they thought they were buying into is still capable of being produced.
For instance, Callan placed Lazard Asset Managementzzs International Equity and Global Equity products on watchlist status in July of 2002 when "key product architects" Ron Saba, Jim Shore and Ray Vars left to form New York-based NorthRoad Capital Management. In its report, Callan said that it wanted to see if Lazard could maintain performance and consistency in investment philosophy and portfolio construction, as well as continue to motivate key decision makers. In November of 2003, having successfully fulfilled the majority of these evaluation points, Lazard was placed on full active status by Callan.
Dan Price, senior manager of research with Schwabzzs managed account programs, notes that if "the turnover in a product is low, the risk of staying with the manager and watching is low. There is uncertainty, but not enough risk to warrant termination."
When Lehman Bothers acquired Neuberger Berman in October of 2003, for instance, Callan noted that "the deal has been structured appropriately to provide long-term incentives for key management professionals at Neuberger Berman. A back-loaded stock option program combined with non-compete contracts should ensure that integral members of the All Cap team remain in place…"
Just as analysts use subjective analysis to determine the risks of people changes at asset managers, they also apply a measure of subjectivity to the usually numbers-based game of performance measurement. Unfortunately, neither objectivity nor subjectivity – nor a combination of both – seems able to head off poor performance before it happens.
Says Smith Barneyzzs Regan, "We know that management styles come in and out of favor, so we try to create an understanding of what to expect from a managerzzs investment process. When we are evaluating performance after the fact, there are questions about how particular biases do against a benchmark."
And in a similar vein from Callanzzs Davison: "Itzzs very difficult to evaluate an underperforming manager. Take large cap value managers for instance. They are not equal in their search for value. There is a low P/E approach, traditional value, and relative value. Therefore, the question becomes, how are they underperforming relative to the other large cap value managers?"
Whatzzs really difficult for brokers, however, is that individual investors rarely, if ever, think in these terms. According to Cameron Short, a senior vice president and financial consultant at Ryan Beck in Pittsburgh who has $140 million in managed accounts, "clients want to know how they did against the market." But he stresses that unless you show clients their performance against that of their peers, "you are hanging yourself out to dry."
Paul Hack, an advisor with Raymond James in Farmington Hills, Mich., who has more than 85 percent of his business in managed accounts, sees relative performance as an issue, too. He says that one of his greatest challenges over the past several years has been to explain to a client who has lost money that "they lost an appropriate amount, as opposed to an inappropriate amount." He believes that changing managers, while disruptive, is an integral part of running a managed account practice because it serves to reinforce the process.
"When we replace managers, it lets the clients know we are doing our homework," he says. "If you never change, they always wonder if we are watching the managers."
Despite difficult choices that are part of the SMA process, historical performance suggests that the analysts conducting the due diligence on asset managers get it right most of the time. As the table above illustrates, separate managers have beat their mutual fund brethren each year over several periods.
So what happens to managers and the clients whose funds they manage when the managers are dropped?
Brinkerzzs Harrington says that information about the termination of a manager from a platform flows along an unofficial but highly efficient communications network consisting of trade press reports, emails and chatter at industry conferences.
Despite repeated attempts, none of the managers terminated from various SMA platforms recently wanted to talk to On Wall Street about the experience. But Cerullizzs Rabun offers some evidence that ejection begets trouble.
"Not that itzzs a secret; everyone is looking at the same stuff," he says. "Performance deterioration, personnel movements, style and process changes – these are things that are not hard to spot, and so itzzs not unrealistic to believe that opinions would converge."
The largest issue that most clients face when a manager is terminated concerns taxes. If there are large unrealized gains with a particular manager and funds are allocated to a different manager with a different basket of stocks, investors face the likelihood of a steep capital gains tax bill. This is a serious issue for a product that bills itself as more tax-sensitive than mutual funds.
Schwabzzs Price says that many advisors and brokers try to help their clients ease the process by transitioning them to managers where there is significant holdings overlap. While this would seem to be the equivalent of jumping from one defective frying pan into another, itzzs important to remember that itzzs not the stocks that are held, but rather when those holdings are sold that produces poor or superior returns.
Besides overlap, Price says, some managers will look at positions in the portfolio and rather than sell them out right, make a determination regarding the risk of holding onto them. If itzzs not that large, positions can be liquidated as losses are harvested.
Ultimately, says Callanzzs Davison, "there is no such thing as a perfect money manager," a statement as obvious as it is profound. So despite the rigor of the analysis that goes into separate accounts, Schwabzzs Morris believes that success for financial advisors and their clients rests 75 percent with the art of selection and 25 percent with science.
Brokers and advisors would do well to see this as a glass half full. After all, mutual funds solved – and continue to solve – a myriad of problems individual investors face when trying to invest for the future. And managed accounts solved and continue to solve a series of challenges investors face with mutual funds. The next generation of managed accounts – probably the unified managed accounts that hold a broad array of asset types through a single platform – likely will solve some of the challenges that the current offering poses for advisors and investors today.
On Wall Street, wealth management
Active vs. Passive: Game Over
Greece and Puerto Rico Won't Kill the Bull Market
This article was written...
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© 2021 David R. Evanson, LLC by Andy Shelter


text:
Organization Profile:
Public Citizen
Matthew Groch
mgroch@citizen.org
Unions, Consumer Groups and Congressional Democrats Achieve Removal of Big Pharma Giveaways and Strengthening of Labor, Environmental Standards and Enforcement
WASHINGTON - Today, the administration and U.S. House Democrats announced they had reached an agreement on a redo of the U.S.-Mexico-Canada Agreement (USMCA) that Donald Trump signed last year. Lori Wallach, director of Public Citizen's Global Trade Watch, issued the following preliminary statement about the revised revised North American Free Trade Agreement (NAFTA):
Thanks to congressional Democrats, unions and consumer groups fighting to remove Big Pharma giveaways and improve labor and environmental terms, the redo of Trump's 2018 NAFTA 2.0 is better than the original NAFTA and could improve peoples' lives, although it still includes problematic terms.
Trump failed to fix NAFTA with the deal he signed last year, betraying his promise to working people. It included new Big Pharma giveaways that lock in high drug prices and labor and environmental terms that were too weak to stop NAFTA's original sin of job outsourcing.
Working people are the winners in the yearlong battle to force Trump to fix his NAFTA 2.0: The changes Trump was forced to make mean the final deal could counter some of NAFTA's ongoing damage to working people and the environment. Although many NAFTA flaws were not fixed, the alternative is status quo NAFTA, not a more improved deal.
The best feature of the new NAFTA is the gutting of Investor-State Dispute Settlement (ISDS). Using this regime, corporations have extracted almost $400 million from North American taxpayers after attacks on environmental and health policies before tribunals of three corporate lawyers. That a U.S. pact largely eliminates extreme ISDS protections for foreign investors and anti-democratic tribunals sends a signal worldwide about the illegitimacy of the ISDS regime.
Trump's claim that this new NAFTA will bring back hundreds of thousands of manufacturing jobs is absurd. However, over time, the labor and environmental standards and enhanced enforcement terms may help raise wages in Mexico, and this may also reduce U.S. corporations' incentives to outsource U.S. jobs to Mexico to pay workers less.
Today's deal shows that to be politically viable, trade pacts can no longer include extreme corporate rights like ISDS or new monopoly protections for Big Pharma that have been featured in past U.S. trade deals and that they must have enforceable labor and environmental standards. This is a significant shift after decades of U.S. trade pacts expanding corporate rights and Big Pharma monopoly protections.
Fixing the existing, damaging NAFTA is not the same as negotiating a truly progressive trade agreement from scratch, which would additionally require climate provisions, truly enforceable currency disciplines, and the elimination of limits on consumer protections for food, product safety, the service sector and online platforms. The new NAFTA is not the template for future agreements, but establishes the floor from which we will continue to advocate for a new model of trade and globalization that puts people and the planet first.
Public Citizen is a national, nonprofit consumer advocacy organization founded in 1971 to represent consumer interests in Congress, the executive branch and the courts.
Public Citizen (Press Center)
Public Citizen (Action Center)
Economy, Rights, U.S., Canada
Trade, Mexico, USMCA, Public Citizen, Donald Trump, Corporate Power


text:
© 2023 by Cronus Technology AS. Created with Wix.com
"Make energy intensive industry sustainable".
Primary Aluminium production in 2018
In 2018, the world Primary Aluminum production reached over 64.3 million tons.
To produce this amount, the Aluminum industry has utilized over 867,210 GWh of electricity.
Data from World aluminum statistic
Energy & Carbon Dioxide savings
Thanks to Cronus Heat Recovery System, most of the energy lost through the sidewalls and the duct are recover and utilized as green energy sources (heating, cooling, conversion to electricity...).
The amount of energy that would have been recovered by Cronus for the 2016 world aluminum production (56 MtAl) is equivalent to:
The average electricity consumption of 42.6 million people in a year
The saving carbon dioxide emissions for 30.2 million cars in a year
Cronus, in cooperation with state of the art technology providers (GE, Araner, Thermax...) can offer a wide range of solution to re-utilize the energy recovered from the smelter.
The optimal solution to be proposed will depend on various parameters such as:
- smelter location
- available energy source (gas, coal...)
- energy available and temperature
- access to existing (or not) infrastructure
Some examples of applications are described on the picture above, such as:
- district heating and/or cooling
- utilization in coal power plant (coal consumption reduction by up to 5%)
- utilization in gas power plant (production capacity increase by up to 47%)
- utilization locally in the factory


Note: This functionality is now included with BrawlBox.
If you're looking for the site that converts .rel files for you, it's over here.
This version of the Stage Module Converter is written in Visual C#. Rather than relying on a directory containing all of the default .rel files, it allows the user to open stage modules (which might already be modified/converted) and change them to another stage. For Online Training Room .rel files, you can also change the item that spawns in the center of the stage.
The offset of the stage ID byte is found automatically by searching for the hex string 38 A5 00 00 38 80 00, while ignoring certain locations that are known to have "false positives" in NTSC-U or PAL versions of some module files. However, the offsets of the item ID bytes in the Online Training Room module files are hard-coded into the source.


This is microhouse, which derives from minimal techno, glitch, and house, with heavy influences from click and pop garage house that emerged from Yorkshire Bleeps and Bass. That is, minimalist electronic music with a well-defined beat, shoe gaze-ish overtones, but a disco remembrance, but early in the morning disco, before your last cigarette, but after you've stopped wanting one, and while you're still doing Jägermeister. It's okay, the music will calm you. I mainly go for what I like and don't care about its pedigree. I like Rajko Müller, who performs as Isolée. Listen to the album in its entirety below.


Take a look at the numbers and you'll see that thousands of organizations are now running SharePoint as their primary enterprise CMS. Microsoft says it is adding 20,000 SharePoint users per day, ever expanding their impressive total of 125 million licenses sold to date.
Of these millions of users, research suggests that as many as 53% used their own laptops, tablets and mobile devices for work purposes in 2013—up 5 percent from 2012. What's more, this trend may be irreversible at this point. In fact, research giant Gartner predicts that by 2017, half of all businesses will require employees to supply their own work devices.
However, before enterprise bring-your-own-device (BYOD) programs really take off in the workplace, there are several challenges that must be met head-on in order to ensure that the security of corporate data and the user experience is not compromised.
Security, first and foremost, is a major challenge to address when implementing BYOD strategies in the workplace. Data breaches seem to be spreading like a virus these days. Since 2008, a string of major organizations have fallen victim to data leaks: Heartland Payment Systems, Sony, Epsilon, Evernote, Adobe, and of course the most recent victim Target.
Loss or Theft of Device. It is believed that only half of employees have a passcode for their mobile device. For those with passwords, they are often a generic phrase like "password," "123456" or something similarly weak. The problem for companies is that this means confidential data accessed on that device can easily be viewed by anyone in the event that it is lost or stolen, and they may even be able gain unauthorized access to enterprise servers.
To combat this threat, IT departments must implement and enforce strong password policies for every mobile device, as well as restrict access to company apps and browsers, guard against repeated unsuccessful login attempts and set up the option to wipe content from a device remotely.
Authentication. Proper site governance of both content and SharePoint structure is critical to know who is accessing what information, what type of data they are seeking, when data is accessed, from where and how it was accessed (on what device). This is important for both security reasons, and to stay in compliance with industry standards.
Jail-broken Devices. "Jailbreaking" is when a device is modified to allow downloading of unauthorized apps, extensions and themes. For companies, these devices pose a serious risk because of their susceptibility to malware and hacker exploitation. A multi-layered approach to jail-breaking is essential, starting with data encryption and creating employee awareness about the dangers of jail-broken devices.
Restricting External Sharing. Your employees may need to send confidential documents to customers and third-parties, but this creates a security issue for IT. When a file is attached in an email, for instance, you lose the thread of who is sharing it with whom, and there is no way to know who else the customer shares it with. One solution through SharePoint's security settings is to enable required credentials in order to access a document.
The user experience is another important factor when developing a BYOD strategy. If your employees cannot access SharePoint content easily on their mobile and other personal devices, then they will start looking for alternative (and possibly unsecure) solutions to collaborate with coworkers.
User Interface. Microsoft addressed many of the major concerns surrounding mobile usability in their SharePoint 2013 update. Out of the box, SharePoint 2013 offers four browser-based experiences, as well as an HTML-5 based contemporary view option and custom view design capabilities. However, each company has distinctive needs that often necessitate the development of a unique solution which will fully adopt your SharePoint for the mobile experience.
Offline Access. For organizations that have employees who spend a large part of their day "out in the field," such as sales people or distribution professionals, it is important to give them access to email and SharePoint content on their mobile devices so they can remain productive when away from the office. Developing a solution that allows users to cache desired SharePoint content and gain instant access is the answer.
When trying to figure out how your BYOD strategy will fit in with SharePoint, utilizing the knowledge of an experienced SharePoint server consultant can make all the difference.
With years of first-hand, hands-on experience, the SharePoint experts at Innovative Architects are well-versed in overcoming the challenges big corporations and small businesses face when implementing BYOD policies. By leveraging SharePoint's existing infrastructure and creating custom enterprise solutions, we guarantee a collaboration platform that is secure and user-friendly on any device.
Tell us about your business needs by emailing us or pick up the phone and dial (770) 623-5734 to speak with one of our SharePoint experts now.


The Rea Road project, budgeted for $22.5 million, also will eliminate sight-distance problems for those turning into and out of subdivisions.
Although the project was expected to be complete in September, the contractor told city staff it likely would not be finished before December.
Fakhreddin said the contractor listed weather and utility relocations as reasons for the delay.
Fakhreddin said he's concerned the contractor won't meet the December deadline, either.
Fakhreddin said even the first phase of the project, which runs between N.C. 51 and Carmel Estates and was scheduled to be finished in September 2013, hasn't been completed.
The second phase runs north of Carmel Estates to Colony Road.
For now, Fakhreddin said, the city has plans to landscape a section of the project between N.C. 51 and Carmel Estates to make it more aesthetically pleasing. He said the city will plant trees and shrubs as part of a separate city contract that will cost between $250,000 and $350,000.


Don't get overwhelmed looking at the different availabilities and the brands of outdoor backpacks in India. Decide the type of outdoor activity you are up to and then filter out the options that seem to confuse you. There are backpacks which suit the requirements for any sort of adventure even if it is the simple weekend trips. Storage, portability and cheaper prices are the chief factors you have to consider in each pick of yours and it will make the decision to buy or not simple. Look for a good quality of outdoor backpacks as it will keep up the good service for long and relieve you from the back stresses and irritation as well. Ensure an adjustable waist band such that the weight of the bag is concentrated on your hip and not the shoulders. Also, check the accessibility of the backpack and remember that latest styles and trends are not always at the top of the list in this kind of shopping. A good way to check your options, especially in the growing online markets in India, is to surf through those available online. Choose the ones with bottom zipper so that you need not dig in to the bag for finding something.
These are meant for the heavy loads and used for flat hiking. This might not be an option for a long journey, but is useful when you are carrying lot of equipment for short distances. They are less expensive compared to an internal frame and have more airflow between the bag and your back, thus gives way to less perspiration.
These backpacks are more light weight, easily maneuverable with better stability. As the name suggests, the frame of the pack is on the inside and it provides wide storage options. These backpacks are ideal for long adventurous journeys and reduce the load pressure on your back as well.
For those backpacks with the fear of being overloaded, it can be resolved by choosing the one with wheels. It keeps away the tension of back pain and all the other related stress problems. They are available with elegant features provided with telescopic handles to travel with ease and comfort.
Nowadays, the popularity of the backpacks has increased and they provide various sizes and shapes in the market. These daypacks are designed to carry the essentials and provide the basic protection from damage during the daytime trips.
These backpacks are specially designed to carry the sports utilities provided with large mesh pocket in the front to carry equipments. Accessories such as the baseball bats, gloves, cricket stumps, etc. can be supported easily in these backpacks.
These bags are basically designed to carry the gadgets like audio players and have a particular compartment open to allow the headphone cord from the bag. This enables the person to hear music with the player held intact in the backpack. It may also carry portable gaming systems along with many cartridges.
Outdoor backpacks are a must have accessory for those who indulge in outdoor sport on a regular basis. The easiest way to get them is to buy them from online stores in India, like ours, where you can can browse through a collection of bags sporting the latest styles and cheaper prices.


text:
JAGUAR XK120 FH UK Release Date
The classic car JAGUAR XK120 FH upcoming Coupe release date in the UK is to be announced.
JAGUAR XK120 FH
Once Jaguar had caught up with XK120 Roadster demand and production of steel-bodied examples was running smoothly, it developed the coupé to widen appeal. Aside from the obvious addition of a roof, the biggest difference between this and the Roadster is the use of a floorpan, mostly in steel, in place of plywood. As with all XK120s there was an SE option, which added 20bhp through the use of high-lift cams, plus uprated valve springs and a lightened flywheel. Wire wheels were fitted to SEs, and were a popular retro-fit on non-SE models.
9.9secs
195lb/ft
in-line six
carburettor


Tourists riding bikes on busy streets: not a recipe for carnage after all.
One year ago, New York City launched a bike-share program, and pundits predicted a safety nightmare.
"The most important danger in the city is not the yellow cabs, it is the bicyclists," raved the Wall Street Journal's Dorothy Rabinowitz in a segment titled "Death by Bicycle." The Daily Show's Jon Stewart offered a similarly blunt assessment: "A lot of people are going to die." The bike-share program did give him an idea for a business, though: "Jon Stewart's Street Brain Material Removal Service." A Rutgers professor got more specific. In a New York Post story headlined, "Citi Bike 'Heading' for a Fall," he predicted that cyclist fatalities could triple in the program's first year, from 20 to 60.
It has now been a full year since the first foolhardy tourists began menacing the city's streets in those fat blue Citi Bike bikes. Riders have taken more than 8.75 million trips so far, Citi Bike reports, travelling some 14.7 million miles in all. Want to guess how many have died?


The Class Report is designed to give you more information about attainment and progress for any group that is assigned to you as a user in Classroom Monitor. This might include your class, your sets or intervention groups or in-class ability groups.
It is designed to be particularly useful to help the class teacher's understanding of attainment and progress in their class and there are specific features which make them particularly useful for pupil progress meetings.
NB Your school's Classroom Monitor admin user should check the related school settings before these reports can be used effectively.
Report Type: Select 'Class Report' from the menu.
Report Date: This defaults to the current month but allows you to select any month in the current academic year.
Group: Select the group that you want to focus on. This will contain all groups that are assigned to you in Classroom Monitor.
The intention of the matrix is to show a visual representation of your pupils and their attainment and progress from the end of the previous academic year (left hand side) to the current month across the top. If you have selected more than one subject, each subject will be shown in a separate matrix.
On both dates, all of the relevant scores will be shown, with any that are outside of the ability range set for that year group placed in an above or below group as relevant.
From this matrix it is easy to identify which pupils you would determine to be at age related expectations. You can also determine which boxes represent 'expected' progress, so you can identify who is above and below expected progress.
Once you have identified which children need to be targeted or investigated further, you can drill down into a relevant Attainment Summary or Attainment Progress Report.
Click on an individual pupil names to access their Pupil Assessment Summary for the selected timeframe and subject, which shows their attainment at an objective level. There is a 'Progress' button at the top which allows you to move into the relevant Assessment Progress Report, which shows their progress at an objective level.
Click in the box at the top to select a number of pupils. Then you can press the 'Export pupils to PDF' button where you will be given the option to Export and Assessment Summary or a Progress Summary.


text:
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NEARS seeks national directory funding
First responders inpressed by interoperable prototype
Written by Urgent Communications Administrator
With a relatively small reallocation of funds, the nation can rapidly test interoperable emergency data messaging, using a combination of national emergency message and data standards, existing commercial software technologies and a centralized national electronic directory of agencies, according to a National Emergency Alerting and Response Systems initiative.
"September 11 showed us there's more to this [first responder] world than just police, fire and medical," said Richard Taylor, chair of the COMCARE alliance and a participant in the NEARS effort. "These are very important people, but there are also a lot of other folks who are first responders. … It's no longer a small group. It's associations, organizations, people and different groups we have to make contact with. We have to reach out, and we have to be able to share data."
The Emergency Provider Access Directory (EPAD) is at the heart of the NEARS initiative. It is a geographically oriented directory built with standardized Web tools and would act as a secured, shared utility to ensure accurate routing and deployment of emergency messages to appropriate response agencies. Information profiles would be established and maintained by agencies themselves, choosing what information they receive, when and how they receive it, and who has access to the information. Ultimately, EPAD would include contact information for more than 80,000 public and private emergency agencies, more than 100,000 schools and more than 3000 media and private-sector organizations.
Messaging systems used by first-responder agencies would query EPAD to determine to whom and where messages should be sent. EPAD would return a list of agencies based on incident type and geographic region, so alert messages can be sent simultaneously to all requesting agencies.
One key feature of EPAD is that it is technology-agnostic. "There's not a one-size-fits-all product [for first responders], and there probably won't be," said Jack Potter, director of emergency medical services for the Valley Health System in Southern Virginia. Potter said the federal government must focus on settling data standards and letting local municipalities buy the software tools they need and can afford or to adapt the software they already have in place. "A central toolset allows companies to develop applications or local jurisdictions can develop their own applications," Potter said. "We can't afford to replace what we already have in one fell swoop."
Using Department of Justice funding, NEARS created a live prototype version of EPAD and demonstrated standardized interoperable data messaging between Maryland first-responder organizations at a June 16 press conference at the Russell Senate Office Building. Multiple commercial software vendors participated in the demonstration. "It is at the point where we can let people kick the tires," Potter said. "But there's a lot of work to be done yet."
NEARS is supported by a broad range of organizations, including the American College of Emergency Physicians, COMCARE, Fraternal Order of Police, National Association of EMTs and National Volunteer Fire Council and the Public Broadcasting System. In addition, the effort has the bipartisan support of Sens. Conrad Burns (R-Mont.) and Hilary Rodham Clinton (D-N.Y.).
First responders that have seen the prototype in action are impressed.
"It takes interoperability to another level," said Louis Cannon, president of the FOP in Washington and a police officer at the U.S. Mint. Cannon cited an incident at the last presidential inauguration where protesters had been pepper-sprayed. Area hospitals were notified of the incident through a NEARS software tool, saving both time and headaches. "They didn't have to have people break out moon suits and think they came in contact with some weird chemical."
NEARS says it would take two years and as much as $18 million dollars to move the demonstration version of EPAD and an emergency-messaging toolkit into a fully functional package. The price tag includes trials in five municipalities around the country. Funds are currently available across several organizations.
Tags: Call Center/Command content Policy Public Safety
Intelsat to test 4G connections to iPhones from stratosphere
Satellite company Intelsat appears to be coming down to Earth. Or, at least a little lower. Specifically, Intelsat is asking for FCC permission to test LTE connections in Arizona from a "high-altitude platform system," or HAPS. The company said the HAPS is an unmanned aircraft operated by Airbus, and that it will allow the company to offer […]
Connected fleets and EVs could pose greatest cyber risk, says GuardKnox
Connected Fleets and EVs could be at the biggest risk of future mass infrastructure cyber hacks that automakers will have to gear up to prevent. That's the view of Moshe Shlisel, CEO of cyber-security specialist GuardKnox who points out that these automotive sectors have become important parts of a nation state's core infrastructure. The company, […]
5G connectivity has continued to gather steam in technology circles and was the focus at the CES 2021 show this week. Verizon CEO Hans Vestberg delivered a keynote at CES, saying that 5G connectivity is "more than just another tech innovation." But ample question remains about when 5G technology will truly deliver on its promise for […]
How the city of Fullerton navigated adding candidates to ballots remotely
This time last year, we were all looking forward to 2020: the start of a new decade and big elections (federally and locally) were just a few of the things we were excited about as we closed out the year. Little did we know, the beginning of the end of "normal" would happen two month […]
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On the road with in-vehicle satellite navigation systems
Report: Many governments facing revenue shortfalls due to COVID-19
Newscan: All Californians will soon be able to text 911 for help
Anterix signs 900 MHz spectrum lease with utility Ameren, expects more deals in near future
Public safety needs a better way to triage emergency calls
In challenging year, working with public safety to move FirstNet forward
Communications solutions must evolve quickly to meet needs of a changing world
IWCE 2019 Wrap Up
RT @IWCEexpo: 📆 Mark Your Calendars: IWCE will be returning to Las Vegas this September and registration is slated to open in April 📆 Wa…
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Get ready for part 2 of "Ensuring Public Safety Emergency Communications" next week! @PCTEL_inc will explore… twitter.com/i/web/status/1…
Over the past few months, we've seen the world transform, and it's clear that cities will be affected in the long-t… twitter.com/i/web/status/1…
Florida state & local agencies subscribing to the Statewide Law Enforcement Radio System (SLERS) will be able to co… twitter.com/i/web/status/1…
Tune in to @slacorp CEO Josh Lober as he explains how the company has fully integrated its #PTT application to work… twitter.com/i/web/status/1…
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text:
Gaurax albifacies är en tvåvingeart som först beskrevs av Malloch 1941.  Gaurax albifacies ingår i släktet Gaurax och familjen fritflugor. Inga underarter finns listade i Catalogue of Life.

Källor

Fritflugor
albifacies


text:
Q: Why psnr & ssim values generated by ffmpeg is different those generated by H264 I am getting generated mp4 video stream from input stream (mxf or mov), and when doing this I am using -psnr as H264 parameter. The result is approx. 40 or 41.
Then I am comparing input and output with psnr (or ssim) filter. Results approx. 20 or 21. It is a big difference. Is there anyone know the reason of this difference?
Note: ssim result is similar. First is ~0.97, the second is ~0.83
PSNR
ffmpeg -i input.mov -codec:v libx264 -psnr -f mp4 output.mp4
PSNR (~40)

ffmpeg -i output.mp4 -i input.mov -filter_complex psnr -f mp4 /dev/null
PSNR (~20)

SSIM
ffmpeg -i input.mov -codec:v libx264 -ssim -f mp4 output.mp4
SSIM (~0.98...)

ffmpeg -i output.mp4 -i input.mov -filter_complex ssim -f mp4 /dev/null
PSNR (~0.83...)

A: Probably because the timestamps of the two videos don't line up correctly. You should be able to confirm that by providing the full output of the commands you're running, and then looking at the timebase of the two input streams.
[Edit]
After some playing, here's a way to get it to ignore timestamps and just do 1:1 frame comparisons:
ffmpeg -i file1 -i file2 \
    -lavfi '[0:v]setpts=N[out0];[1:v]setpts=N[out1];[out0][out1]psnr' \
    -f null -v info -

It may complain somewhat about invalid timestamps, but you can safely ignore these error messages.

A: That's the ffmpeg psnr filter modle's problem.Even we align the timestamp and framerate  between ref and dis streams,we'll also get the different psnr&ssim values.
The following are the test result in my side,one is come from libx264 log output,the other is calculated by ffmpeg psnr filter.
libx264 log stuff:

[libx264 @ 0x4840c20] PSNR Mean Y:32.345 U:39.530 V:39.383 Avg:33.687
  Global:33.326 kb/s:943.62

ffmpeg psnr filter test result:

[Parsed_psnr_0 @ 0x33b41e0] PSNR y:32.067442 u:39.500521 v:39.372329
  average:33.447532 min:31.125177 max:37.774371

Sometimes,we use 3rd part tools to calculate psnr&ssim values,and should make sure the test tools are the same.


Blanche is a middle aged lady with attitude.
She is bringing up her sister's two children on her own, living away from her home town, and her mother, but with lots of friends in the local community.
This book is a murder mystery – with a difference. Blanche is standing in for her friend Miz Inez, who needs to take time away from her regular job, so Blanche ends up housekeeping for a wealthy local family. Whilst Miz Inez is away, her son dies (or is murdered, we don't know for a while) and Blanche ends up investigating. Her teenage adoptive so. Is involved with a local investigation into lead poisoning, and as the narrative progresses, it becomes clear that there are links between these two aspects of the story.
At first, I didn't find this an easy read, being quite far removed from my usual books, but it grew on me, and I ended up really enjoying it. The chapters each deal with a different day of the investigation, so sixteen chapters, sixteen days worth of events. Ther's a bit of all sorts in here – more than one murder, corruption, homophobia, challenging societal expectations, passion, loss, abuse…….
There are some engaging characters, and some obnoxious ones.
The ending isn't the one you would expect from a murder mystery – you'll have to read it to find out, though!
Thank you to the publishers, Brash Books, who sent me an advance copy for review.


text:
@interface UIDiscoverTableViewCell ()

@property (weak, nonatomic) IBOutlet UIImageView *headImage;

@property (weak, nonatomic) IBOutlet UILabel *detailLabel;

@end

@implementation UIDiscoverTableViewCell

- (void)setModel:(DisCover *)model{

    [self.headImage sd_setImageWithURL:[NSURL URLWithString:model.image] placeholderImage:nil];

    self.headImage.layer.cornerRadius=60;
    self.headImage.clipsToBounds=YES;

    self.detailLabel.text=model.title;
}

- (void)awakeFromNib {
    // Initialization code
}

- (void)setSelected:(BOOL)selected animated:(BOOL)animated {
    [super setSelected:selected animated:animated];

    // Configure the view for the selected state
}

@end

redpajama_set_name: RedPajamaGithub


text:
Q: Eclipse plugin development : How to listen events in Eclipse editor I am trying to develop an eclipse plug-in. I am aware about the basics of this thing.
In a sample plugin template when we click the menu entry (or button with eclipse icon in below image in this case) in testing instance of eclipse, execute method of sampleHandler.java is executed and a pop-up shown in image below appears.

I want to invoke 'execute' method whenever I press some key (lets say backspace) in code editor instead of clicking any menu entry (or button).
SampleHandler.java
 public class SampleHandler extends AbstractHandler {

    public SampleHandler() {
    }

    /**
     * the command has been executed, so extract extract the needed information
     * from the application context.
     */
    public Object execute(ExecutionEvent event) throws ExecutionException {
        IWorkbenchWindow window = HandlerUtil.getActiveWorkbenchWindowChecked(event);
        MessageDialog.openInformation(
                window.getShell(),
                "Sdfsdfsadf",
                "Hello, Eclipse world");
        return null;
    }
   }

I tried suggestions given in other posts but I am unable to achieve the desired functionality.
As per my understanding from referenced post in above line, I tried below code -
    package eventlisten.handlers;

import org.eclipse.core.commands.AbstractHandler;
import org.eclipse.core.commands.ExecutionEvent;
import org.eclipse.core.commands.ExecutionException;
import org.eclipse.ui.IEditorInput;
import org.eclipse.ui.IEditorPart;
import org.eclipse.ui.IWorkbenchPage;
import org.eclipse.ui.IWorkbenchWindow;
import org.eclipse.ui.PlatformUI;

import org.eclipse.ui.handlers.HandlerUtil;
import org.eclipse.ui.texteditor.ITextEditor;
import org.eclipse.jface.dialogs.MessageDialog;
import org.eclipse.jface.text.DocumentEvent;
import org.eclipse.jface.text.IDocument;
import org.eclipse.jface.text.IDocumentListener;

/**
 * Our sample handler extends AbstractHandler, an IHandler base class.
 * @see org.eclipse.core.commands.IHandler
 * @see org.eclipse.core.commands.AbstractHandler
 */
public class SampleHandler extends AbstractHandler {
    /**
     * The constructor.
     */
    public SampleHandler() {
    }

    /**
     * the command has been executed, so extract extract the needed information
     * from the application context.
     */
    public Object execute(ExecutionEvent event) throws ExecutionException {

        IWorkbenchWindow window = HandlerUtil.getActiveWorkbenchWindowChecked(event);
        MessageDialog.openInformation(window.getShell(),"EventListen","Trying event listen");
        IWorkbenchPage page = PlatformUI.getWorkbench().getActiveWorkbenchWindow().getActivePage();
        IEditorPart editor = page.getActiveEditor();
        IEditorInput input = editor.getEditorInput();
        IDocument document=(((ITextEditor)editor).getDocumentProvider()).getDocument(IDocument.class);

        document.addDocumentListener(new IDocumentListener() //**this is line 45**
        {
            @Override
            public void documentAboutToBeChanged(DocumentEvent event) {
                // TODO Auto-generated method stub
                System.out.println("Hello");
            }

            @Override
            public void documentChanged(DocumentEvent event) {
                // TODO Auto-generated method stub
                System.out.println("Hello second");

            }
        });

        return null;
    }
}

But after showing the pop-up , it throws the exception -
java.lang.NullPointerException
at eventlisten.handlers.SampleHandler.execute(SampleHandler.java:45)
at org.eclipse.ui.internal.handlers.HandlerProxy.execute(HandlerProxy.java:290)
at org.eclipse.core.commands.Command.executeWithChecks(Command.java:499)
at org.eclipse.core.commands.ParameterizedCommand.executeWithChecks(ParameterizedCommand.java:508)
at org.eclipse.ui.internal.handlers.HandlerService.executeCommand(HandlerService.java:169)
at org.eclipse.ui.internal.handlers.SlaveHandlerService.executeCommand(SlaveHandlerService.java:241)
at org.eclipse.ui.menus.CommandContributionItem.handleWidgetSelection(CommandContributionItem.java:829)
at org.eclipse.ui.menus.CommandContributionItem.access$19(CommandContributionItem.java:815)
at org.eclipse.ui.menus.CommandContributionItem$5.handleEvent(CommandContributionItem.java:805)
at org.eclipse.swt.widgets.EventTable.sendEvent(EventTable.java:84)
at org.eclipse.swt.widgets.Widget.sendEvent(Widget.java:1276)
at org.eclipse.swt.widgets.Display.runDeferredEvents(Display.java:3562)
at org.eclipse.swt.widgets.Display.readAndDispatch(Display.java:3186)
at org.eclipse.ui.internal.Workbench.runEventLoop(Workbench.java:2701)
at org.eclipse.ui.internal.Workbench.runUI(Workbench.java:2665)
at org.eclipse.ui.internal.Workbench.access$4(Workbench.java:2499)
at org.eclipse.ui.internal.Workbench$7.run(Workbench.java:679)
at org.eclipse.core.databinding.observable.Realm.runWithDefault(Realm.java:332)
at org.eclipse.ui.internal.Workbench.createAndRunWorkbench(Workbench.java:668)
at org.eclipse.ui.PlatformUI.createAndRunWorkbench(PlatformUI.java:149)
at org.eclipse.ui.internal.ide.application.IDEApplication.start(IDEApplication.java:124)
at org.eclipse.equinox.internal.app.EclipseAppHandle.run(EclipseAppHandle.java:196)
at org.eclipse.core.runtime.internal.adaptor.EclipseAppLauncher.runApplication(EclipseAppLauncher.java:110)
at org.eclipse.core.runtime.internal.adaptor.EclipseAppLauncher.start(EclipseAppLauncher.java:79)
at org.eclipse.core.runtime.adaptor.EclipseStarter.run(EclipseStarter.java:353)
at org.eclipse.core.runtime.adaptor.EclipseStarter.run(EclipseStarter.java:180)
at sun.reflect.NativeMethodAccessorImpl.invoke0(Native Method)
at sun.reflect.NativeMethodAccessorImpl.invoke(NativeMethodAccessorImpl.java:57)
at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:43)
at java.lang.reflect.Method.invoke(Method.java:606)
at org.eclipse.equinox.launcher.Main.invokeFramework(Main.java:629)
at org.eclipse.equinox.launcher.Main.basicRun(Main.java:584)
at org.eclipse.equinox.launcher.Main.run(Main.java:1438)
at org.eclipse.equinox.launcher.Main.main(Main.java:1414)

Can someone guide me through the process? Let me know in case more information is required.

A: Your first problem seems to be that you only interact with the documents when the user presses the button.  There are better ways to set this up.
As far as I can tell, you want to either detect when a user modifies a document (probably by typing),  any key is typed anywhere, or when the AST of the code is modified.  You will probably only find one of the solutions below useful or relevant.
Listening to Document Changes
The solution you attempted is closest to the first one, so I'll start there.  I did something like this (in the post you linked, as it turns out).  Start by making your plugin extend the    org.eclipse.ui.startup extension point, and define a class to override IStartup
That earlyStartup() will look something like:
@Override
public void earlyStartup() {
    IWorkbench wb = PlatformUI.getWorkbench();
    wb.addWindowListener(generateWindowListener());
}

We'll listen for windows to open, and when they do,
private IWindowListener generateWindowListener()
{
    return new IWindowListener() {
        @Override
        public void windowOpened(IWorkbenchWindow window) {
            IWorkbenchPage activePage = window.getActivePage();
            activePage.addPartListener(generateIPartListener2());
        }

        @Override
        public void windowDeactivated(IWorkbenchWindow window) {}

        @Override
        public void windowClosed(IWorkbenchWindow window) {}

        @Override
        public void windowActivated(IWorkbenchWindow window) {}
    };
}

This part listener is where you should get the EditorPart, which means you can add the document listener:
private IPartListener2 generateIPartListener2()
{
    return new IPartListener2() {

        private void checkPart(IWorkbenchPartReference partRef) {
        IWorkbenchPart part = partRef.getPart(false);
            if (part instanceof IEditorPart)
            {
                IEditorPart editor = (IEditorPart) part;
                IEditorInput input = editor.getEditorInput();
                if (editor instanceof ITextEditor && input instanceof FileEditorInput)  //double check.  Error Editors can also bring up this call
                {
                    IDocument document=(((ITextEditor)editor).getDocumentProvider()).getDocument(input);
                    document.addDocumentListener(/* your listener from above*/);
                }
            }
        }

        @Override
        public void partOpened(IWorkbenchPartReference partRef) {
            checkPart(partRef);
        }

        @Override
        public void partInputChanged(IWorkbenchPartReference partRef)
        {
            checkPart(partRef);
        }

        @Override
        public void partVisible(IWorkbenchPartReference partRef){}

        @Override
        public void partHidden(IWorkbenchPartReference partRef) {}

        @Override
        public void partDeactivated(IWorkbenchPartReference partRef)  {}

        @Override
        public void partClosed(IWorkbenchPartReference partRef) {}

        @Override
        public void partBroughtToTop(IWorkbenchPartReference partRef) {}

        @Override
        public void partActivated(IWorkbenchPartReference partRef) {}
    };
}

Listening to just the keypressess
This ends up being simpler to implement, but may be very noisy.  We'll be looking at the Display and the Listener, which gets right into the SWT event loop.
You'll want to do the earlyStartup() extension again, and have something like:
@Override
public void earlyStartup() {
    Display display = Display.getDefault();
    display.setFilter(SWT.KeyUp, new Listener() {
        @Override
        public void handleEvent(Event event) {
            //do stuff here.  Be careful, this may cause lag
        }
     });
}

Listening to Java AST changes
The final one has the simplicity of the raw keyup approach, but will probably be as semantically useful as the first one I suggested.  We will be listening to the JavaCore directly.
Again, in the earlyStartup method()
 JavaCore.addElementChangedListener(new IElementChangedListener() {

        @Override
        public void elementChanged(ElementChangedEvent event)
        {
            //do stuff with the event
        }
    });

Conclusion:  With luck, one of these three methods is useful to you.  I've had reason to use each in my Eclipse development career -- each is useful in its own way.
I hope this helps.


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text: all: touch colorsublime-plugin.py


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text:
Daúde ibne Iázide ibne Hatim Almoalabi (; m. 820 ou 821) foi um governador provincial do Califado Abássida no final do  e começo do IX. Um membro da proeminente família moalabida, foi brevemente governador das províncias ocidentais de Ifríquia (787 ou 788) e Egito (790-791), depois do que foi nomeado à província ocidental de Sinde (800), onde serviu pelo resto de sua vida.

Vida

Daúde foi filho de , que serviu como governador de Ifríquia aos califas Almançor, Almadi, Alhadi e Harune Arraxide. Iázide morreu cedo no reinado e Arraxide, e Daúde temporariamente sucedeu-o como governador. Sua liderança, contudo, provou-se inadequada, e a autoridade do governo dentro da província começou a enfraquecer. Como resultado, Arraxide nomeou , tio de Daúde, para tomar controle da Ifríquia. Depois disso, Daúde foi nomeado como governador do Egito e 790. Após servir lá por pouco mais de um ano, foi demitido do posto e substituído pelo príncipe Muça ibne Issa.

Em 800, Daúde foi investido como governador de Sinde e recebeu a missão de pacificar a província, que foi assolada por longínquos conflitos entre as tribos árabes locais. Inicialmente enviou seu irmão Muguira para tomar controle de Almançora, mas os habitantes da cidade rebelaram-se e repeliram-o. Daúde então entrou em Sinde a força e sitiou Almançora, que conseguiu tomar vários meses depois. Ele então avançou para assegurar que outras cidades de Sinde, assim firmemente restabelecendo o controle abássida. Daúde continuou como governador de Sinde pelas duas décadas seguinte, o mandado mais longo entre todos os governadores do começo do período abássida. As condições na província permaneceram tranquilas pelo resto de sua administração. Ele morreu em 820 ou 821 e foi sucedido por seu filho Bixer; Califa ibne Caiate data sua morte em 815-816.

Bibliografia

Árabes do século IX
Moalabidas
Governadores abássidas de Sinde
Governadores abássidas da Ifríquia
Governadores abássidas do Egito


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text:
Katschmari (ukrainisch ; russische Entsprechung /) ist der Name mehrerer Orte in der Ukraine:

 Dorf in der Oblast Lwiw, Rajon Jaworiw, siehe Katschmari (Jaworiw, Mostyska)
 Dorf in der Oblast Lwiw, Rajon Jaworiw, siehe Katschmari (Jaworiw, Nowojaworiwsk)
 Dorf in der Oblast Lwiw, Rajon Lwiw, siehe Katschmari (Lwiw)


text:
Schronisko PTTK na Równicy – obiekt turystyczny Polskiego Towarzystwa Turystyczno-Krajoznawczego, dawniej górskie schronisko turystyczne, od 2016 mające status gościńca. Położone w Beskidzie Śląskim, na skraju rozległej polany opadającej w kierunku południowo-zachodnim spod szczytu Równicy, na wysokości 758 m n.p.m. Administracyjnie w granicach miasta Ustronia.

Historia

Lata II Rzeczypospolitej
W 1921 niemiecki "Touristenverein" (Towarzystwo Turystyczne) z Ustronia kupił od rodziny Cieślarów parcelę, obejmującą fragment polany pod szczytem Równicy o powierzchni 750 m². Na niej w 1923 z inicjatywy działaczy "Touristenverein" i Zarządu Kąpielowego w Ustroniu doraźnie zawiązana spółka Ustroniaków (W. Scharbert – właściciel sklepu, H. Szwarc – dyrektor fabryki Breviller-Urban, H. Jezierski – urzędnik tej fabryki, L. Schretner – leśniczy i F. Śniegoń – lekarz) wybudowała niewielkie, drewniane schronisko turystyczne na kamiennym podmurowaniu, ze stromym dachem krytym gontem. Na parterze obiektu mieścił się bufet, jadalnia i otwarta weranda, natomiast na piętrze dwie sypialnie z 12 miejscami noclegowymi. Obiekt otwarto w lipcu 1923.

W 1926 obiekt odkupił Oddział Górnośląski Polskiego Towarzystwa Tatrzańskiego w Katowicach i w ciągu niecałych dwóch lat praktycznie od nowa wybudował stylowe, drewniane schronisko. Oprócz środków własnych i kredytu hipotecznego uzyskanego pod zastaw nieruchomości na Równicy konto budowy zasiliła również subwencja ówczesnego Ministerstwa Robót Publicznych oraz dotacja z funduszy Wydziału Oświecenia Śląskiego Urzędu Wojewódzkiego. Na parterze schronisko posiadało bufet i salę jadalną otoczone oszklonymi werandami oraz 2 pokoje gościnne, na piętrze 8 sypialni na 26 łóżek, na poddaszu wspólną sypialnię z 30 miejscami, w podpiwniczeniu – pomieszczenia gospodarcze. Posiadało ogrzewanie piecami kaflowymi, instalację wodociągową i kanalizację.

Już w 1927 schronisko zaczęło obsługiwać turystów, chociaż zakończenie prac budowlanych miało miejsce dopiero wiosną 1928, a uroczyste poświęcenie 2 czerwca tegoż roku. Początkowo obiekt był dzierżawiony, a pierwszym gospodarzem był emerytowany kapitan Wojska Polskiego, Leon Zatloukal z Goleszowa. W 1930 Oddział Górnośląski PTT sam przejął jego prowadzenie, a kierownikiem został pochodzący z Częstochowy Wit Maciejewski.

W 1928 staraniem PTT do schroniska wyznakowano ścieżki z Ustronia doliną Gościradowca (kolorem czerwonym) i z Brennej (zielonym), a także grzbietowy szlak niebieski, łączący Równicę przez Orłową, Trzy Kopce Wiślańskie i Przełęcz Salmopolską z Malinowską Skałą w głównym grzbiecie Pasma Wiślańskiego. W 1931 turyści mieli już również do dyspozycji czerwono znakowany szlak z Polany przez Jaszowiec. Wkrótce powstała także (kosztem 237 tys. ówczesnych złotych) malownicza, serpentynowa droga do schroniska, prowadząca z Ustronia Polany przez Jaszowiec. Wybudowały ją i wybrukowały w latach 1933–1934 tzw. Ochotnicze Drużyny Robotnicze, o czym informuje skromna płyta pamiątkowa wykuta w miejscowym piaskowcu, widoczna do dziś przy placyku na końcu drogi. Dzięki temu obiekt stał się prawdopodobnie pierwszym w Beskidach schroniskiem górskim, do którego drzwi goście mogli dojechać samochodem. Wśród gości schroniska byli m.in. ówczesny prezydent Rzeczypospolitej Polskiej Ignacy Mościcki oraz wojewoda śląski Michał Grażyński, niezwykle przychylni rozwojowi turystycznego zagospodarowania śląskich Beskidów.

W latach 1931–1932 przeprowadzono pierwszą modernizację budynku, obejmującą m.in. budowę umywalni i łazienki z natryskami. Doprowadzono także, w 1933, linię telefoniczną z Ustronia.

W drugiej połowie lat 30. XX wieku szybko rósł ruch turystyczny w schronisku, które udzielało wtedy od 1000 do 5500 noclegów rocznie. Wymusiło to dalsze zwiększenie liczby miejsc noclegowych. Schronisko dysponowało wtedy 120 miejscami, z tego 62 na łóżkach i 58 na doraźnie rozkładanych siennikach, częściowo na poddaszu. Ceny noclegów wynosiły: w łóżku od 1,70 do 2,50 zł, dla członków PTT od 1,00 do 1,50 zł i dla młodzieży od 0,75 do 1,50 zł; na sienniku (dla grup) od 0,50 do 1,00 zł. Już wówczas w schronisku znajdowała się stacja ratownictwa górskiego, wyposażona w apteczkę i najniezbędniejszy sprzęt.

Od 1937 dzierżawcą schroniska był Karol Kroker, który jednocześnie kierował schroniskiem Oddziału Górnośląskiego PTT na Przysłopie pod Baranią Górą. W 1939 gospodarzem schroniska został Rudolf Hulanik.

Lata II wojny światowej
W dniu wybuchu II wojny światowej, 1 września 1939, do schroniska dotarła jednostka polskich saperów, która wycofując się przed ofensywą niemiecką wysadziła w Wiśle część mostów i sieci telefonicznej. Ponieważ żołnierze nie byli w stanie transportować dalej znacznych zapasów materiałów wybuchowych, zdetonowali je kilkaset metrów od budynku. Eksplozja była tak silna, że wyrwała schroniskowe okna wraz z framugami. Były to jedyne uszkodzenia schroniska w kampanii wrześniowej i w czasie całej wojny.

Po zakończeniu działań wojennych jesienią 1939 schronisko przejął Beskidenverein. Dzierżawca obiektu, Rudolf Hulanik, przyjął niemiecką listę narodowościową) i pozostał w roli gospodarza. Na miejscu pozostał również całkowicie polski personel schroniska. Dzięki drodze dojazdowej i bliskości Ustronia frekwencja w schronisku była wysoka. W sezonie letnim nie tylko w dni świąteczne, ale i popołudniami dni powszednich na polanie przebywało wielu Niemców, których przyciągała dobra kuchnia i dobrze schłodzone piwo.

W 1942 w schronisku zainstalował się posterunek obserwacyjny Luftwaffe. Na dachu budynku wzniesiono 3-metrową wieżę, z której żołnierze zaczęli wkrótce prowadzić obserwacje alianckich samolotów, latających nad cele położone na Górnym Śląsku i w Zagłębiu Ostrawsko-Karwińskim. Obsługa posterunku, poza dowódcą składająca się z samych Czechów wcielonych do armii niemieckiej, mieszkała w schronisku.

Jesienią 1944 gospodarz schroniska Rudolf Hulanik, został wcielony do Wehrmachtu. Jednocześnie zbliżający się front ograniczył znacznie ruch turystyczny. W kwietniu 1945 na grzbiecie górskim biegnącym od Równicy po Przełęcz Salmopolską zajęły stanowiska oddziały z  niemieckiej 3 Dywizji Górskiej. Personel schroniska został wyeksmitowany (Polacy ci znaleźli schronienie w samotnej chałupie na niedalekim Beskidku pod Orłową), a jego miejsce zajęli niemieccy strzelcy górscy. Pod szczytem pospiesznie budowano okopy, zaś przy drodze poniżej schroniska zajęła pozycje bateria artylerii. Na skutek błyskawicznych postępów frontu na przedgórzu Beskidu Śląskiego 1 maja 1945, w obawie przed okrążeniem, Niemcy pospiesznie opuścili te stanowiska, schodząc do Ustronia.

Lata powojenne
Po zakończeniu II wojny światowej obiekt był jednym z pierwszych schronisk uruchomionych przez Polskie Towarzystwo Tatrzańskie w Beskidzie Śląskim.

Po zakończeniu działań wojennych schronisko zostało zabezpieczone przez działaczy reaktywowanego 30 czerwca 1945 Polskiego Towarzystwa Turystycznego "Beskid" w Cieszynie. Wkrótce zostało przejęte i uruchomione przez macierzysty Oddział Górnośląski Polskiego Towarzystwa Tatrzańskiego, który m.in. odnowił wnętrza i wybudował koło schroniska budynek gospodarczy. Od 1952 schronisko było zarządzane przez kolejne jednostki gospodarcze, powoływane przez Zarząd Główny Polskiego Towarzystwa Turystyczno-Krajoznawczego.

W latach 1966–1968 obiekt poddano gruntownemu remontowi. Do schroniska doprowadzono wodociąg z Jaszowca. Wymieniono wszystkie instalacje i wprowadzono centralne ogrzewanie. Przebudowano zaplecze gastronomiczne tak, by mogło ono sprostać wymogom obsługi wycieczek zbiorowych i z roku na rok zwiększającej się liczby gości indywidualnych. W dwu-, trzy- i wieloosobowych sypialniach znajdowały się 52 miejsca noclegowe. Jadalnie, poszerzone o dawne werandy, otrzymały nowe wyposażenie i regionalny wystrój. Mieściły 80 miejsc konsumpcyjnych. Przed wejściem zbudowano namiotowe zadaszenie, chroniące drzwi przed wiatrem i śniegiem. W latach 70. XX wieku schronisko uzyskało dwukrotnie główną nagrodę – Wielki Złoty Klucz – w ogólnopolskim konkursie Zrzeszenia Polskich Hoteli Turystycznych na najgościnniejszy obiekt hotelowy w Polsce. W tym czasie (1972-1985) prowadzili je Stanisława i Eugeniusz Mynarscy, a po nich – Jan Jeleśniański.

W 1989 schronisku nadano imię Edmunda Kaźmierczaka, długoletniego działacza Górnośląskiego Oddziału Polskiego Towarzystwa Tatrzańskiego i niestrudzonego animatora polskiej turystyki w Beskidzie Śląskim. Jego postać przypomina pamiątkowa tablica, wmurowana w ścianę budynku. Imieniem Edmunda Kaźmierczaka nazwano również znakowany zielonym kolorem szlak turystyczny, wiodący do schroniska z Brennej.

W 1995 schronisko powróciło we władanie Oddziału Górnośląskiego PTTK w Katowicach. Obok remontu dachu i systemów kominowych wybudowano również kominek w sali jadalnej, której wystrój wzbogacono o elementy nawiązujące do regionalnych tradycji i historii turystyki w Beskidzie Śląskim. Zmodernizowano otoczenie schroniska. W Międzynarodowym Roku Gór (2002) spotkali się tu uczestnicy Pierwszego Równoczesnego Przejścia Głównego Szlaku Górskiego (25 maja) oraz Spotkań na Szczytach (14 września). W tym samym roku gościli tu również przedstawiciele władz naczelnych PTTK, Klubu Czeskich Turystów i Klubu Słowackich Turystów, podpisujący 29 czerwca porozumienie w sprawie dalszej współpracy.

W 2016 obiekt został skreślony z listy schronisk PTTK i zmienił swój status na gościniec.

Szlaki turystyczne
  Ustroń stacja PKP – Schronisko PTTK na Równicy – Ustroń Polana (Główny Szlak Beskidzki)
  Skoczów – Górki Małe – Równica – Schronisko PTTK na Równicy
  Schronisko PTTK na Równicy – Brenna – Błatnia
  Schronisko PTTK na Równicy – Orłowa – Trzy Kopce Wiślańskie

Przypisy

Bibliografia

 Barański Mirosław: Beskid Śląski. Przewodnik. Wyd. Oficyna Wydawnicza "Rewasz", Pruszków 2007;
 Mianowski Tomasz: Schroniska górskie w Karpatach Polskich w latach 1939–1945. Wydawnictwo PTTK "Kraj", Warszawa – Kraków 1987;
 Moskała Edward: Schroniska górskie PTTK w Karpatach Polskich. Zakład Wydawniczo-Propagandowy PTTK, Warszawa – Kraków 1980;
 Sosna Władysław (red.): Od PTT do PTTK na Ziemi Cieszyńskiej. Wyd. Oddział PTTK "Beskid Śląski" w Cieszynie, Cieszyn 1985.

Równicy
Byłe schroniska Polskiego Towarzystwa Turystyczno-Krajoznawczego
Dawne schroniska Polskiego Towarzystwa Tatrzańskiego