text:
Le plan simple de gestion (PSG) est pour le propriétaire forestier privé un outil d'analyse de sa forêt quant à ses fonctions économique, écologique et sociale, et de programmation des coupes et travaux.  Il définit la gestion multifonctionnelle de la forêt privée considérée. Le PSG agréé apporte la garantie de gestion durable prévue par le code forestier. Il constitue un acte d'aménagement forestier (au sens large).

L'entretien et de la gestion des cours d'eau non domaniaux est régi par un document également appelé « plan simple de gestion ».

Forêt privée
La législation française a institué le Plan simple de gestion (PSG) en 1963 et a confié la mise en œuvre de cet outil de développement et d'encadrement de la forêt privée française aux propriétaires forestiers eux-mêmes, par l'intermédiaire du Centre régional de la propriété forestière (CRPF). Présenté depuis quelques années comme l'une des « garanties de gestion durable », ce document réglementaire est un guide pour la gestion forestière réalisé par le propriétaire pour sa forêt sur les parcelles concernées par ce « plan ».

C'est aussi un document de mémoire, qui permet d'assurer la continuité de la gestion et la transmission de l'expérience acquise. La loi de 2001 a confirmé le rôle essentiel du PSG dans le développement de la forêt privée française et l'a intégré dans la politique de gestion durable de la forêt française. La loi d'avenir pour l'agriculture, l'alimentation et la forêt de 2014, dite LAAAF, le rend nécessaire pour les propriétaires souhaitant constituer un Groupement d'intérêt économique et environnemental forestier (GIEEF).

Le PSG est obligatoire pour toute propriété forestière de 25 ha ou plus située sur une même commune ou sur des communes limitrophe et pour toute propriété de plus de 10 ha ayant obtenu une aide de l'Etat. Il peut également être établi de manière volontaire pour toute propriété d'au moins 10 ha, éventuellement en plusieurs parcelles (PSG. volontaire).

Pour les propriétaires de petites surfaces forestières inférieures à 25 ha et voulant disposer d'une garantie de gestion durable, deux nouveaux documents de gestion durable (DGD) ont été créés par la loi forestière de 2001 :

 Le Code des Bonnes Pratiques Sylvicoles (CBPS) est un document élaboré par le Centre régional de la propriété forestière (CRPF), approuvé par le préfet de région après recueil de l'avis de la Commission régionale de la forêt et du bois (CRFB). Il doit être conforme au Schéma régional de gestion sylvicole (SRGS). Il contient des recommandations (essentielles, spécifiques aux terrains à boiser ou reboiser, d'itinéraires sylvicoles de production des essences forestières dominantes)  pour permettre au propriétaire de réaliser des opérations sylvicoles conformes à une gestion durable. Le propriétaire adhère au CBPS auprès du CRPF de sa région et il s'engage à le respecter pour une durée de 10 ans. L'engagement est accompagné d'un état des propriétés précisant les références cadastrales des parcelles, ainsi que d'un plan de situation. Depuis 2015 et à titre facultatif, il peut être enrichi d'un programme de coupes et travaux.  Les dispositions relatives au CBPS seront abrogées au 1er Janvier 2022.
 Le Règlement type de gestion (RTG) est un document qui définit les modalités d'exploitation de la forêt du propriétaire, par grands types de peuplements. Il est élaboré par des professionnels de la gestion forestière (coopératives, experts forestiers, ONF) et agréé par le CRPF. Il comprend notamment l'indication de la nature des coupes, une appréciation de l'importance et du type de prélèvement proposé, des indications sur les durées de rotation des coupes et les âges ou les diamètres d'exploitabilité, la description des travaux nécessaires à la bonne conduite du peuplement et, le cas échéant, à sa régénération, des indications sur les essences recommandées ou possibles par grands types de milieu. C'est un engagement volontaire souscrit pour 10 ans minimum au travers d'un tiers (contrat avec un expert forestier, un gestionnaire forestier professionnel  ou une coopérative).

La présomption de garantie de gestion durable octroyée par les 3 DGD ( PSG, CBPS et RTG) est indispensable pour que les propriétaires puissent accéder aux aides publiques pour les investissements forestiers, pour bénéficier de mesures fiscales relatives aux donations, successions et ISF et enfin d'adhérer à une certification forestière.

Histoire et origine
Par la loi pour l'amélioration de la production et de la structure foncière des forêts françaises du , Edgard Pisani, le ministre de l'agriculture de l'époque, avait voulu soumettre toutes les coupes forestières à une autorisation administrative.

Les syndicats de propriétaires forestiers ont vivement réagi en proposant plutôt l'institution de plans simples de gestion rédigé par le propriétaire lui-même, et à défaut, qu'une autorisation administrative de coupe soit obligatoire. Les parlementaires quel que soit leur couleur politique refusaient un texte qui selon eux portait une atteinte grave au droit de propriété. Edgar Pisani dû mener une lutte permanente à l'assemblée nationale afin de préserver la cohérence et l'efficacité de son projet. La loi de 1963 est un compromis. Celui-ci apparaît dans la dénomination même du « plan simple de gestion » qui à l'origine dans le projet de loi comportait l'expression de « plan de gestion ». Sur la demande des députés André-Georges Voisin et Franck Cazenave, la commission spéciale présidée par René Radius et dont le rapporteur était Henri Collette, propose l'adjonction de l'adjectif « simple ». Le ministre Pisani admet cette « notion restrictive qui n'est pas contraire à l'esprit de la loi ». La loi met en place ainsi une discipline libérale et une construction inachevée.

Le rôle du PSG dans le développement de la forêt privée française a toujours été confirmé, tant par la loi relative à la gestion, la valorisation et la protection de la forêt de 1985 que par celle de 2001.

Depuis 2001, il est aussi encouragé par les Chartes forestières de territoire (CFT).

Les forêts concernées
Les forêts privées de plus de 25 hectares doivent disposer d'un plan simple de gestion  agréé par le conseil du Centre régional de la propriété forestière (CRPF).  Le CRPF peut aussi agréer les PSG déposés volontairement pour les forêts privées d'une surface comprise entre 10 et 25 hectares et les PSG déposés par plusieurs propriétaires forestiers pour atteindre au moins la surface de 10 hectares (PSG collectifs).

NB : La loi de modernisation agricole (LMA) de 2010 a supprimé l'ancienne notion de « seul tenant », entrainant une augmentation importante du nombre de propriétés concernées par l'obligation de PSG.

Le décret d'application du  précise les conditions d'appels de ces nouveaux plans : « Un ensemble de bois, forêts et terrains à boiser appartenant à un même propriétaire doit faire l'objet d'un PSG dès lors que la surface cumulée de la plus grande des parcelles forestières et des parcelles forestières isolées situées dans la même commune et sur le territoire des communes limitrophes de celle-ci est égale ou supérieure à 25 hectares ». Les parcelles forestières isolées de moins de 4 hectares ne sont pas prises en compte pour le calcul de cette surface cumulée. Précisons que pour le législateur, une parcelle forestière est un îlot, un ensemble boisé indépendant, qui peut être constitué de plusieurs parcelles cadastrales.

Les aspects légaux
Le propriétaire rédige son document lui-même ou avec l'appui d'un professionnel (expert forestier agréé, gestionnaire forestier professionnel, coopérative forestière). Établi pour une durée de 10 à 20 ans, il doit être conforme aux prescriptions du Schéma régional de gestion sylvicole (SRGS) qui définit les pratiques sylvicoles adaptées à la région. Les SRGS sont disponibles auprès des CRPF qui peuvent aussi proposer un plan-guide et une aide à la rédaction.

Pour faire agréer son PSG, le propriétaire le transmet au CRPF qui a un délai de six mois pour se prononcer. Le CRPF vérifie sa validité réglementaire, puis en fait l'étude technique sur le terrain, avec le propriétaire ou son représentant. Il est ensuite présenté au conseil du CRPF. Celui-ci, constitué principalement de propriétaires forestiers élus, agrée le PSG s'il est conforme au Code forestier et au Schéma régional de gestion sylvicole. Lorsque le propriétaire a des engagements spécifiques vis-à-vis de l'État (subventions, réductions fiscales), l'accord du représentant de l'État est nécessaire à l'agrément du PSG. Les services forestiers de l'État (DDT) sont chargés de vérifier la bonne application de la réglementation forestière.

Le PSG agréé par le CRPF permet d'avoir accès aux réductions fiscales spécifiques à la forêt, liées aux mutations à titre gratuit et aux investissements forestiers (certains travaux forestiers et certains achats de parcelles boisées).

Il est aussi une garantie de gestion durable des forêts, indispensable pour l'adhésion à la certification forestière PEFC des forêts de plus de 25 hectares d'un seul tenant. Il est obligatoire (avec un chapitre sur l'environnement) pour une écosociocertification de type FSC ou PEFC.

Lorsqu'une forêt pour laquelle le PSG est obligatoire n'en dispose pas, celle-ci est soumise au Régime d'Autorisation Administrative (RAA). Aucune coupe n'est possible dans la forêt sans en avoir demandé l'autorisation préalable auprès des services forestiers de l'État.

Contenu
Le code forestier précise le contenu du PSG. Celui-ci comprend, principalement :
 les renseignements administratifs concernant la forêt (propriétaire, surface, localisation),
 une brève analyse des enjeux économiques, environnementaux et sociaux,
 le bilan de la gestion passée,
 la description des peuplements présents sur la forêt et la carte de ces peuplements,
 les objectifs et les directives de gestion correspondantes pour chacun des types de peuplements,
 le programme annuel, par parcelle ou sous-parcelle, des coupes et travaux correspondant aux objectifs fixés,
 la stratégie de gestion des gibiers soumis à plan de chasse.

Certains CRPF recommandent d'y intégrer les produits forestiers autres que le bois (trufficulture, produit de la chasse…) ainsi que les aspects biodiversité et environnement, paysage, loisirs en forêt, gestion sylvo pastorale, accueil du public, agroforesterie, restauration des terrains incendiés…

Intérêts et enjeux

Un document pour prévoir
Au delà de son aspect réglementaire, le plan simple de gestion est un outil technique à l'usage du propriétaire. Sa rédaction est l'occasion de faire le point sur l'état de sa forêt et sur les résultats de la gestion passée. Cette première étape de réflexion permet de définir les objectifs et de mettre au point le programme de gestion pour les 10 à 20 prochaines années. Descriptif des peuplements au moment de sa rédaction et guide de gestion, le PSG est un projet d'objectifs à atteindre, avec les techniques pour les réaliser.

Décidé par le propriétaire, il est spécifique à chaque forêt, puisque les choix, dans le cadre de la législation, sont déterminés en fonction des contraintes liées au terrain et à l'état des peuplements. Mémoire de la forêt, le PSG est un document fondamental qui doit permettre au propriétaire et à ses successeurs de mieux connaître et mieux comprendre leur forêt.

Un document pour gérer
Le PSG est  un outil prévisionnel réalisé pour 10 à 20 ans. En pratique, le propriétaire met en application le programme de gestion prévu dans son document sans autre formalité, en se faisant aider si besoin par des professionnels (Experts Forestiers, coopératives forestières…). Les dates des coupes prévues peuvent être avancées ou reculées de 5 ans. Cela permet d'adapter le programme tant en fonction de l'évolution des peuplements que des variations du marché. À tout moment, en cas d'imprévu, le PSG peut être modifié ou des coupes extraordinaires réalisées, après accord du CRPF.

Pour les propriétés de moins de 25 hectares, si le PSG s'avère trop lourd à créer pour un particulier, il peut alors adhérer à un code des bonnes pratiques sylvicoles qui permet de simplifier la gestion et de bénéficier des aides de l'État ou déposer un RTG (Règlement Type de Gestion).

Cours d'eau non domaniaux
L'article L215-21 du Code de l'environnement français (partie législative) institue un « programme pluriannuel d'entretien et de gestion », dénommé « plan simple de gestion », qui  peut être soumis à l'agrément du préfet (après avis, le cas échéant, de la commission locale de l'eau instituée en application de l'article L. 212-4) par tout propriétaire riverain d'un cours d'eau non domanial et toute association syndicale de propriétaires riverains. « Le bénéfice des aides de l'État et de ses établissements publics attachées au curage, à l'entretien et à la restauration des cours d'eau est accordé prioritairement aux propriétaires qui établissent un plan simple de gestion ou y souscrivent ».

Ce plan comprend :
 Un descriptif de l'état initial du cours d'eau, de son lit, des berges, de la faune et de la flore ;
 Un programme annuel de travaux d'entretien et de curage et, si nécessaire, un programme de travaux de restauration, précisant notamment les techniques employées et les conséquences sur l'environnement ;
 Un plan de financement de l'entretien, de la gestion et, s'il y a lieu, des travaux.

Notes et références

Bibliographie

Voir aussi

Lien externe
 Tous les CRPF : www.cnpf.fr (Informations, contacts et modèles de PSG régionaux)
 Experts Forestiers de France : https://www.foret-bois.com/ExpertForestier
 Exemple de Code des Bonnes Pratiques Sylvicoles (CBPS) (pour l'ex-région Aquitaine ; 2005 ; 17 p.)

Articles connexes
 Gestion durable des forêts
 Prosilva
 Forêt

Sylviculture


text:
package main

import (
	"errors"
	"strings"
)

func (hds *CefHeaderData) v_set(io_data *string, kv *KeyVal) (err error) {
	*io_data = val_string(kv)
	return
}

func (hds *CefHeaderData) v_add(io_data *string, kv *KeyVal) (err error) {
	*io_data += (` ` + val_string(kv))
	return
}

func (hds *CefHeaderData) v_append(io_data *[]string, kv *KeyVal) (err error) {
	*io_data = append(*io_data, val_string(kv))
	return
}

func (hds *CefHeaderData) kv_meta_entry(kv *KeyVal) (err error) {

	switch hds.m_meta {

	case MISSION:
		err = hds.v_set(&hds.m_data.MISSION, kv)
	case MISSION_TIME_SPAN:
		err = hds.v_set(&hds.m_data.MISSION_TIME_SPAN, kv)
	case MISSION_AGENCY:
		err = hds.v_set(&hds.m_data.MISSION_AGENCY, kv)
	case MISSION_DESCRIPTION:
		err = hds.v_add(&hds.m_data.MISSION_DESCRIPTION, kv)
	case MISSION_KEY_PERSONNEL:
		err = hds.v_append(&hds.m_data.MISSION_KEY_PERSONNEL, kv)
	case MISSION_REFERENCES:
		err = hds.v_set(&hds.m_data.MISSION_REFERENCES, kv)
	case MISSION_REGION:
		err = hds.v_append(&hds.m_data.MISSION_REGION, kv)
	case MISSION_CAVEATS:
		err = hds.v_append(&hds.m_data.MISSION_CAVEATS, kv)

	case EXPERIMENT:
		err = hds.v_set(&hds.m_data.EXPERIMENTS.EXPERIMENT, kv)
	case EXPERIMENT_DESCRIPTION:
		err = hds.v_add(&hds.m_data.EXPERIMENTS.EXPERIMENT_DESCRIPTION, kv)
	case INVESTIGATOR_COORDINATES:
		err = hds.v_append(&hds.m_data.EXPERIMENTS.INVESTIGATOR_COORDINATES, kv)
	case EXPERIMENT_REFERENCES:
		err = hds.v_append(&hds.m_data.EXPERIMENTS.EXPERIMENT_REFERENCES, kv)
	case EXPERIMENT_KEY_PERSONNEL:
		err = hds.v_append(&hds.m_data.EXPERIMENTS.EXPERIMENT_KEY_PERSONNEL, kv)
	case EXPERIMENT_CAVEATS:
		err = hds.v_add(&hds.m_data.EXPERIMENTS.EXPERIMENT_CAVEATS, kv)

	case OBSERVATORY:
		err = hds.v_append(&hds.m_data.OBSERVATORIES.OBSERVATORY, kv)
	case OBSERVATORY_CAVEATS:
		err = hds.v_append(&hds.m_data.OBSERVATORIES.OBSERVATORY_CAVEATS, kv)
	case OBSERVATORY_DESCRIPTION:
		err = hds.v_add(&hds.m_data.OBSERVATORIES.OBSERVATORY_DESCRIPTION, kv)
	case OBSERVATORY_TIME_SPAN:
		err = hds.v_set(&hds.m_data.OBSERVATORIES.OBSERVATORY_TIME_SPAN, kv)
	case OBSERVATORY_REGION:
		err = hds.v_append(&hds.m_data.OBSERVATORIES.OBSERVATORY_REGION, kv)

	case INSTRUMENT_NAME:
		err = hds.v_append(&hds.m_data.EXPERIMENTS.INSTRUMENTS.INSTRUMENT_NAME, kv)
	case INSTRUMENT_DESCRIPTION:
		err = hds.v_add(&hds.m_data.EXPERIMENTS.INSTRUMENTS.INSTRUMENT_DESCRIPTION, kv)
	case INSTRUMENT_TYPE:
		err = hds.v_append(&hds.m_data.EXPERIMENTS.INSTRUMENTS.INSTRUMENT_TYPE, kv)
	case MEASUREMENT_TYPE:
		err = hds.v_append(&hds.m_data.EXPERIMENTS.INSTRUMENTS.MEASUREMENT_TYPE, kv)
	case INSTRUMENT_CAVEATS:
		err = hds.v_append(&hds.m_data.EXPERIMENTS.INSTRUMENTS.INSTRUMENT_CAVEATS, kv)

	case DATASET_ID:
		err = hds.v_set(&hds.m_data.DATASETS.DATASET_ID, kv)
	case DATA_TYPE:
		err = hds.v_set(&hds.m_data.DATASETS.DATA_TYPE, kv)
	case DATASET_TITLE:
		err = hds.v_set(&hds.m_data.DATASETS.DATASET_TITLE, kv)
	case DATASET_DESCRIPTION:
		err = hds.v_add(&hds.m_data.DATASETS.DATASET_DESCRIPTION, kv)

	case CONTACT_COORDINATES:
		err = hds.v_append(&hds.m_data.DATASETS.CONTACT_COORDINATES, kv)

	case PROCESSING_LEVEL:
		err = hds.v_set(&hds.m_data.DATASETS.PROCESSING_LEVEL, kv)
	case TIME_RESOLUTION:
		err = hds.v_set(&hds.m_data.DATASETS.TIME_RESOLUTION, kv)
	case MIN_TIME_RESOLUTION:
		err = hds.v_set(&hds.m_data.DATASETS.MIN_TIME_RESOLUTION, kv)
	case MAX_TIME_RESOLUTION:
		err = hds.v_set(&hds.m_data.DATASETS.MAX_TIME_RESOLUTION, kv)
	case DATASET_CAVEATS:
		err = hds.v_add(&hds.m_data.DATASETS.DATASET_CAVEATS, kv)
	case ACKNOWLEDGEMENT:
		err = hds.v_set(&hds.m_data.DATASETS.ACKNOWLEDGEMENT, kv)

	case DATASET_VERSION:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.DATASET_VERSION, kv)
	case FILE_TYPE:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.FILE_TYPE, kv)
	case METADATA_TYPE:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.METADATA_TYPE, kv)
	case METADATA_VERSION:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.METADATA_VERSION, kv)

	case LOGICAL_FILE_ID:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.LOGICAL_FILE_ID, kv)
	case VERSION_NUMBER:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.VERSION_NUMBER, kv)
	case FILE_TIME_SPAN:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.FILE_TIME_SPAN, kv)
	case GENERATION_DATE:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.GENERATION_DATE, kv)
		//x         case FILE_CAVEATS:                      err = hds.v_set(&hds.m_data.DATASETS.FILE.FILE_CAVEATS, kv)
	case FILE_CAVEATS:
		err = hds.v_add(&hds.m_data.DATASETS.FILE.FILE_CAVEATS, kv)

	case PARENT_DATASET:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.PARENT_DATASET, kv)
	case INGESTION_DATE:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.INGESTION_DATE, kv)
	case FILE_SIZE:
		err = hds.v_set(&hds.m_data.DATASETS.FILE.FILE_SIZE, kv)

	default:
	}

	return
}

func (hds *CefHeaderData) kv_meta_value_type(kv *KeyVal) (err error) {

	return
}

func (hds *CefHeaderData) kv_meta(kv *KeyVal) (err error) {

	switch {
	case strings.EqualFold("ENTRY", kv.key) == true:
		err = hds.kv_meta_entry(kv)
	case strings.EqualFold("VALUE_TYPE", kv.key) == true:
		err = hds.kv_meta_value_type(kv)
	default:
		return errors.New("META KEY: unknown")
	}

	return
}

redpajama_set_name: RedPajamaGithub


The ceremony touched on last year's projects, which included the creation of a 3D printed nano-scale Land Speed Record-making car.
The government's Department for Business Innovation and Skills (Bis) has awarded £750,000 in prize money for innovative ideas that have been turned into a reality.
The 2013 Fast Forward Competition saw some 77 entries from universities and other institutions put forward their proposals for ground-breaking projects that could transform the country's business and services sector.
At total of 12 entries for the competition were awarded prizes of between £12,000 and £90,000 coming from areas including healthcare, design, clean technology, social enterprise, construction, engineering and aerospace.
Lord Younger, Minister for Intellectual Property (IP), commented: "It is vital for universities and industry to find new ways of working with different partners in new areas and supporting growth. These projects embody that mindset and I congratulate them on their success."
Bournemouth University's intriguing "3D printing and intellectual property implications for small and medium-sized enterprises (SMEs)" entry caused a stir, but failed to walk away with a cash prize.
The project identified the fact that additive manufacturing - or 3D printing - is shifting into the consumer marketplace, raising numerous challenges for SMEs regarding IP.
The entry builds on the university's prior research into IP and 3D printing led by principal investigator and coordinator of the centre for Intellectual Property Policy and Management Dr Dinusha Mendis. It invited SMEs to make use of the institution's 3D printing suite and collectively generate knowledge about the opportunities and obstacles to IP innovation and exploration relating to the technology.
The research the project yielded will be showcased at a special 3D printing workshop held at Bournemouth University, which will form the basis for the establishing of a "cross-sector Expert Working Group in 3D printing".
Last year, Bournemouth University walked away with a £75,000 prize for its work with the Universities of Portsmouth and Southampton, which saw the institutions create a cross-organisational innovation and knowledge exchange campus. The initiative - which focused on digital technologies, marine industries and advanced manufacturing - aimed to significantly develop the impact of IP in the southern part of the UK.
build and run a Mach 1.4 (1,000mph) world land speed record car and worked to raise engagement with STEM (science, technology, engineering and maths) subjects at all levels.
The £80,000 Fast Forward Funding proved to be a catalyst for engaging with universities and student projects, including Bristol University's Centre for Functional Nano Materials.
One of the outcomes of this led to the creation of the world's smallest Land Speed Record Car using nano technology thanks to the involvement of 3D printing expert an Bloodhound@University Director Dan Johns' collaboration with academics to produce the world's first 3D printed nano-scale Land Speed Car using 2 Photon laser printing.


text:
We Are With You: 2020 NEC Update, Virtual Education & Staying in Touch
Stay abreast of the latest developments related the NEC and virtual education on this page which chronicles the latest SGMP statements, updates, and resources related to the coronavirus epidemic. The National Education Conference, which was scheduled for May 19-21, 2020, in St. Louis, Missouri has been cancelled but 2020 NEC Virtual is in the works!
Last Updated 4/16/20 1:50PM EST
April 14, 2020 - Celebrate GMID Virtually with SGMP; NEC Goes Virtual, SGMP Strong Check-in Announced
Happy Global Meetings Industry Day! Although this year's GMID looks a little different and many of us are working virtually, we are resilient and our industry will come back stronger than ever.
Don't forget to join us this evening for our GMID Twitter Chat – 7:00 pm ET / 6:00 pm CT / 5:00 pm MT / 4:00 pm PT. Use the hashtag, #GMIDSGMP to join the party. If you want to peek at the Twitter questions, check out the Facebook event. We will be discussing working and meeting virtually. Be sure to follow us at @SGMPHQ.
I will be hosting a new SGMP Strong check-in for all SGMP members via Zoom video call this Friday, April 17th at 7 pm EST, so we can support one another and share advice and resources. Bring your best ideas and let's connect. Visit sgmp.org/strong.
I'm pleased to announce the 2020 NEC Virtual! Plans are in the works to hold a virtual version of the National Education Conference featuring multiple speakers over three days, May 19-21, 2020, including the much anticipated Annual Sam Gilmer Awards Celebration on Wednesday evening May 20th. More details will be coming soon!
And in other positive news, the Meetings Mean Business Coalition, of which SGMP is a member, recently did a survey that shows what we've long known: face-to-face meetings are valuable to people, businesses, government and communities. The survey found that 83% of Americans currently forced to work from home say they miss attending in-person meetings and conventions. As important, 78% say they plan to attend as many or more when the threat of COVID-19 passes and it is safe to do so.
We know this is an unprecedented time for everyone, and we want to reassure you SGMP is here for you, and we are committed to fulfilling our mission. Stay healthy, safe and positive. While we are apart now, we will be together again soon!
SGMP Ignite!
Michelle A. Milligan, CGMP
National Board President
Society of Government Meeting Professionals
Michelle.Milligan@3rdcc.org
April 7, 2020 - We Are With You: 2020 NEC Update, Virtual Education & Staying in Touch
During this time of uncertainty and instability, all of us here at SGMP want you to know that you are in our thoughts and our hearts. It's been an unprecedented time for everyone. And we want to reassure you that SGMP is here for you, and we are committed to fulfilling our mission to help you all now—and in the days to come.
2020 NEC Announcement
The National Board of Directors was looking forward to converging, convening and collaborating at the 2020 NEC with you, all of our SGMP friends and supporters. As you are aware, the upheaval to our normal business and personal lives is beyond compare right now due to the coronavirus. As the health and safety of our members, sponsors, exhibitors, attendees, scholars, speakers and supporters is our highest priority, the SGMP National Board has made the very difficult decision to cancel this year's National Education Conference, which was scheduled for May 19-21, 2020, in St. Louis, Missouri.
We very much appreciate our St. Louis partners—Explore St. Louis, the America's Center and the Marriott St. Louis Grand—for understanding our need to do this. We will continue to work with our St. Louis partners to plan another NEC in their beautiful and fun city!
If you registered for the 2020 NEC, we thank you for signing up early! We are offering the option to rollover your registration fee to the 2021 NEC, May 18-20, 2021 (location to be announced soon), or you can receive a full conference refund. Please use the red button below to connect to the form you'll need to complete to let us know your choice of the two options—rollover or refund. Please complete the form as soon as possible, but no later than Sunday, May 31, 2020. Refunds will be processed within 3-4 weeks of receiving your form. If you do not complete the form by May 31, your 2020 NEC registration will be refunded in full at that time.
Virtual Education Now and in the Future
Plans for more virtual education are in the works! Take some time and check out our pre-recorded webinars, available 24/7 in our webinar library, located on our website when you log into your membership account. And, you can sign up for our next live webinar on April 28th, which is open to members and guests.
A special, virtual SGMP annual awards celebration is being planned, too! So, be on the lookout for that announcement in the near future.
Membership Assistance During COVID-19
The National Board has approved a membership grace period extension of 90 days. If you are unable to pay your dues by your membership renewal date, your membership will go into a grace period of 90 days. However, if you are still able to do so, we ask that you continue to renew your membership before your expiration date. If you have questions on your renewal dates or payment options, please contact us at membership@sgmp.org.
Stay Connected with SGMP
If you or a fellow SGMP member colleague has been furloughed or laid off, please ask them to log in to their SGMP membership account and add a secondary email and phone number, so we can ensure they receive correspondence and announcements from SGMP. If they are unable to access their account, please contact us at membership@sgmp.org or call us at 703-549-0892 and we can add the secondary contact information.
Your SGMP National Board, Gilmer Institute of Learning Trustees, SGMP chapter leaders, national staff and colleagues are looking forward to reconnecting via in-person meetings and virtual options in the near future.
For now, our hearts go out to our members, colleagues, families and those affected by the coronavirus in large and small ways. If there is anything we can do to help you, we hope you will reach out to us at membership@sgmp.org or 703-549-0892. Our staff is currently working remotely from home, so if you don't reach a live voice when you call, please leave a message with your phone number so we can call you back!
Stay healthy, safe and positive!
Michelle A. Milligan, MSW, LMSW, CGMP
National Board President, SGMP
Pamela A. Valenzuela, CAE
Executive Director, SGMP
The health and well-being of our members, government agencies and the communities we serve is of utmost importance. However, the spread of coronavirus (COVID-19) has presented challenges for in-person meetings because of the risk of spreading the virus. The Society of Government Meeting Professionals (SGMP) National Board, staff and partners are committed to monitoring the latest advice and guidance from the Centers for Disease Control (CDC), local health authorities, event venues, partners and our members to plan for a safe way forward.
We have officially postponed our CGMP courses through the CDC's recommended 8 weeks, even though these classes are much smaller than 50 attendees. We are working with our St. Louis partners to determine the best course of action for the 2020 NEC, as the CDC recommends no gatherings of 50 people or more for 8 weeks. Updates will be provided as soon as decisions are made. Please check back on this page for updates.
We all have a role to play to limit the spread of contagious illnesses like coronavirus. We encourage you to help limit exposure to illnesses by following CDC's disease prevention guidelines.
As a reminder, the CDC always recommends everyday preventive actions to help prevent the spread of respiratory diseases, including:
Wash your hands often with soap and water for at least 20 seconds, especially after going to the bathroom; before eating; and after blowing your nose, coughing, or sneezing.
Avoid touching your eyes, nose, and mouth.
Cover your cough or sneeze with a tissue, then throw the tissue in the trash.
If soap and water are not readily available, use an alcohol-based hand sanitizer with at least 60% alcohol – and rub your hands for at least 20 seconds with the hand sanitizer. Always wash hands with soap and water if hands are visibly dirty.
We must all be vigilant about our current state of health and we encourage you to observe any travel restrictions from your physician, local health authority or employer. If you become ill or if attending an SGMP event would put your family or workplace at inordinate risk, we urge you to consider not attending. Here's a link to the CDC's Guidelines for Mass Gatherings.
Despite these troubling times, together, we can weather this storm while staying true to our mission to enhance and promote the expertise of government meeting professionals. If you have questions, please contact us at membership@sgmp.org or 703-549-0892. Our SGMP staff are all working remotely, so if you do not reach someone immediately, rest assured your call will be returned. Below you'll find a list of resources for responding to the COVID-19 threat.
SGMP News
April 14, 2020 - SGMP has announced that 2020 NEC Virtual will take place May 19-21, 2020. More details coming soon.
April 7, 2020 - SGMP has cancelled the 2020 NEC. Read more and request a refund. The 2021 NEC will take place May 18-20, 2020.
March 25, 2020 - SGMP's National Capital (NATCAP) chapter has announced they will move their Education Day to the fall. The Spring Soiree will be cancelled. In its place, they will be hosting virtual education sessions in April 7th and April 30th. A virtual Happy Hour will be held May 26th. Check their website for the details.
March 25, 2020 - SGMP's Texas Lonestar chapter will be taking the Global Meetings Industry Day (GMID) meeting on April 14 virtual. Learn more.
March 25, 2020 - SGMP's Louisiana chapter has cancelled its in-person Government Meeting Planner Networking Mixer originally scheduled for April 2. The chapter is meeting for a Virtual Happy Hour to check in on each other. See Facebook for the meeting invitation.
March 25, 2020 - SGMP's Pacific Northwest chapter has cancelled its April meeting. See more.
March 25, 2020 - SGMP's Old Dominion chapter has postponed its April meeting to the fall. Follow their website for details.
March 25, 2020 - SGMP's Rocky Mountain chapter has cancelled its April meeting. Virtual options to attend meetings are always available to members. See their website.
March 24, 2020 - SGMP's San Antonio Alamo chapter has cancelled its April 14th meeting. See the Facebook page for the latest.
March 24, 2020 - SGMP's Golden State chapter is postponing their April 2 chapter meeting until the regular scheduled chapter meeting on May 7. See their website.
March 24, 2020 - SGMP's Michigan chapter is cancelling April and May face-to-face meetings. The 2020 AEC, originally scheduled for March 18-20, is cancelled. It is scheduled for 2021 in Grand Rapids. Read more.
March 24, 2020 - SGMP's Florida Capital chapter has cancelled their March meeting. See website.
March 24, 2020 - SGMP's Northern Lights Minnesota chapter has cancelled its April meeting. See website.
March 24, 2020 - SGMP's Central Florida chapter is cancelling their April meeting. See their Facebook page for updates.
March 24, 2020 - SGMP's Greater Oregon chapter is cancelling their April meeting. See their events page.
March 24, 2020 - SGMP's Georgia Peach chapter is cancelling their April meeting. See their website.
March 23, 2020 - SGMP's North Carolina chapter is cancelling their April and June (Education Day) meetings. See notice.
March, 2020 - SGMP's Arizona chapter is cancelling their March in-person meeting.
March 20, 2020 - SGMP National Headquarters has extended the nomination period for the 2020 Sam Gilmer Planner of the Year and Supplier of the Year awards for two additional weeks. The extended deadline is now Friday, April 3, 2020, at 5 pm ET.
March 15, 2020 - SGMP's Oklahoma chapter has cancelled their April meeting. Follow them on Facebook.
March 31, 2020 - Meetings Mean Business is encouraging meeting professionals to commit to taking action in your community and report about it.
March 26, 2020 - Global Meetings Industry Day goes virtual hosted by Meetings Mean Business U.S., Canada, and India is trying to break a world record on April 14, 2020. The first-of-its-kind 90-minute webcast event is open to all meeting professionals. See more.
March 25, 2020 - Global Meetings Industry Day: Virtual Summit on April 14 and hosted by Meeting Planners International is also open to meeting professionals across the globe and will last 12 hours. Read more.
March 18, 2020 - Global Meetings Industry Day has been postponed. See more.
The following are resources we have curated to help our members as they address the threat of COVID-19 during their work on government meetings.
Government Resources:
U.S. Centers for Disease Control and Prevention - Organizes the U.S. response to the coronavirus threat with health updates, prevention and mitigation plans, and guidance for mass gatherings.
U.S. Department of State - Bureau of Consular Affairs - Offers travel advisories and updates related to coronavirus.
World Health Organization - Global surveillance and guidance to prevent and mitigate coronavirus.
Key Planning Recommendations for Mass Gatherings in the Context of the Current COVID-19 Outbreak.
Rolling Updates
Industry Resources:
American Society of Association Executives - curated roundup of coronavirus education and resources.
Events Industry Council - Coronavirus-related resources, including webinars such as "Critical insurance and legal considerations for event professionals."
Meetings Mean Business Coalition - Toolkit for coronavirus preparedness and response.
U.S. Travel Association - Toolkit for emergency preparedness and response to COVID-19.

redpajama_set_name: RedPajamaCommonCrawl


Open late May - early November.
Victorian country charm meets contemporary fresh style.
Historic character fused with today's comfort and style.
Your host Judith Llewellyn and her family welcome you to our cozy B&B, a tranquil spot in the heart of East Garafraxa, located just an hour from Toronto in one of the most scenic areas in this part of Ontario.
Pastoral views of the surrounding farmlands and the Grand River Valley meet wide open skies framed by towering Maple trees. A peaceful rural retreat awaits you, complete with welcoming family atmosphere and scrumptious home-cooked breakfasts.
Located between Orangeville and Fergus, our hobby farm is tucked away in the rolling hills of rural Ontario, yet in an ideal spot to explore attractions, events and outdoor activities in all directions. Click on 'Things to do' for inspiration.
Infos auf Deutsch finden Sie im Menu links.
Surrounded by pasture, open fields, maple and cedar forests, our home is just a short walk from the historic and pretty 12th Line bridge on the Grand River.
The Grand River and the 12th Line bridge.
Beautiful setting and surroundings. Thank you to Andreas Rudloff for sharing this stunning photo.
... and relax in our uniquely beautiful home. Enjoy the gardens, nestled into a historic Ontario farm yard. The bank barn with its bright red roof is a testament to the farming history of this area.


To assemble a legal right: to call the people together, for a vote on specific issues which confront us all; as a democracy. Realities of our state, nation, or world that threaten or alter the basic concepts of our constitutional purpose in democracy as are established in that constitution. Through a courtroom of law, under 1st amendment redress of grievances.
To determine by an initiating jury: whether the significance of those specific issues are worthy of calling together this society in whatever form the jury decides: for their own vote. Because the consequences of being wrong, are more than we deserve or desire to encounter. This trial deals with threats, that are literally able to make us extinct. The reality of employee failure is believed to be excessive.
Therefore the question in jury trial, and then public trial is: whether you believe as a voting citizen, that it is necessary to take control over this or these specific issues, by our own democratic authority; from our employees.
If the initiating jury decides yes we must advise the public. Then if the public approves of their decision: voting yes we must legally investigate the consequences of these specific issues and all other relevant evidence in a courtroom we demand for ourselves. Calling for witnesses, compelling testimony, establishing the evidence. So that we do understand the level of threat we face; in this trial. Then by examining the consequences we must endure ourselves, from those who could be WRONG; BUT are establishing these threats: without the possibility of changing what they have done.
We then make our own legally enforced decision: whether we the people who do own this nation, state, or other/ under democratic constitutional restrictions and demands. And establish as a democracy: the truth, that we the people shall in fact rule ourselves, by creating this law, that shall then be observed and enforced by our employees. The court moderates, and creates "justifiable process"/ but we the people by our vote, shall determine the result. When that process has been completed, and the people call for their own vote to decide for themselves.
This is not a referendum; as would be consistent with "what the people might want for themselves". This is a legal democratic authority, as is owned by this government called we the people under constitutional contract, by constitutional first amendment law. Which controls both our rights, and the rights of everyone in this nation. Which includes those who threaten.
THIS IS: the right of democracy, WE THE PEOPLE, to defend ourselves, and protect our nation, planet, world, etcetera; by uniting together as one people. To determine for ourselves: if we will control this aspect of our law, and how it will affect our lives, and our future.
We own this nation, we rule this nation by law we allow or create. We employ those who work for us in the business of governing/ they are not rulers. Instead, we are rulers over the democracy (united we stand against those who threaten us) that is our government through the constitution itself. First amendment law, IS THE LAW. AND WE CAN, as a people united through our vote: ENFORCE THAT LAW, ON THE COURTS, and our employees!
To be clear, it is essential to obtain public participation in this court trial and outcomes: because even if the jury declares the public has a legal right to know, and a vote to determine if they will investigate for the purpose of deciding as a majority. What our law in this specific purpose shall be. That right to vote, right to know, right to understand or make a decision based upon "one citizen/ one vote" on this issue itself: to become our law, as determined by our people. The truth is powerful people will stand in our way, and try desperately to destroy this challenge to their power and pride. Without public participation and understanding, which requires communication and your decision to participate. Your rights, as is this opportunity; can be lost.
Throughout the years media, courts, and so on: have only one response to this work called redress/ to the threats against life, world, and planet: "the universities are god, and they cannot be wrong, and they cannot be questioned"!
Direct trials have occurred for redress, and they were all met with absolute avoidance at any cost. This trial functionally entered the courtroom "through the mouse door". So small, that none noticed it came through. Thereby it exists, where the others all failed.
Redress of grievances is first amendment law; just like freedom of religion, speech, press: SAME. Remember that, as people say to you, it cannot exist. Redress is power to the people through law. Redress is the demand and legal authority through democratic unity, to examine what our employees have done, or are doing/ and say NO, this is not what we are willing to allow. That makes this, the key to true democracy as we the people. Through democratic authority and under constitutional restraint; by majority rule. Enforced by our own vote/ our own choice/ & our own law, established by ourselves.
This is a one time trial, yes or no. Yes means you will take responsibility for your nation, lives, future, world, etcetera. No means, you abandon these threats which will lead to extinction; because you just didn't care enough. Make your decision.


Almost two years ago, in a rant titled Y Kant Developers Read?, I lamented the fact that I'm finding that less and less of my peers are reading books to gain knowledge. In the last two years, that has gotten even worse. Several programmer's magazines/journal publishers have gone bankrupt and the book publishing industry is in the crapper. Programmers are either getting information from blogs, user groups, or conferences. Unfortunately, I fear that for the majority of programmers none of that is true. Interviewing programmers, I've found that most of them truly can't code FizzBuzz or a singleton or any other fairly simple problem that I put in front of them.
Entering into the programmer learning void recently have been screencasts. I've long been a fan of DimeCasts as a way to get introduced to a lot of different topics. I learned about (read: finally understood) Dependency Injection / Inversion of Control from DimeCasts and I think they are good people. Additionally, one way that a lot of people learned about ASP.Net MVC was from Rob Conery's screencasts building the MVC storefront on ASP.Net (apparently – according to Rob – they've since been moved).
Enter TekPub. Rob Conery and James Avery started a company to produce high quality screencasts to teach programmers about topics like NHibernate with Ayende, Git, jQuery, ASP.Net MVC, Ruby on Rails, Linux, LINQ, and more. I talked my boss into buying me a year's subscription and I am EXTREMELY pleased with how he spent the money 😉 They offer streaming video as well as downloads in standard and iPhone format. I've watched probably at least 15 screencasts so far and I have learned a LOT. I keep several videos on my phone and whenever I have spare time, I watch a few minutes.
Steve Sanderson's MVC 2 screencasts are exceptionally money. I wish I had the words to explain the kinds of lights of understanding that went off in my head after watching these videos. They alone are worth the price of admission. But, they aren't alone… I got a lot out of Justin Etheredge's LINQ series as well as Rob's "Build Your Own Blog" stuff. If your employer has any kind of training budget, you should get them to drop the $200.00 yearly subscription fee for you. Neither of you will regret it. In fact, even if they don't, you should truly consider investing the $200.00 in your own future.
No related posts were found, so here's a consolation prize: Podcast Episode 14 – Mentoring.


Control is incredibly important for retail brands. You need to control your brand image, your products, your resale channels, and much more. Loss of control at any point along the path from product inception to the customers' hands can hurt your brand's reputation, your sales, and your profits.
That's why unauthorized sellers are a problem for online brands. These sellers aren't part of any formal reseller agreement, which means they're selling your products without your permission. As a result, they have little incentive to follow your rules and support your brand.
However, not all unauthorized sellers are against you. Sometimes, there could be more at work than what meets the eye. To explain, let's look at three types of unauthorized sellers and how you can convert them into an authorized partner—or stop them from selling your brand in the future.
First up is a type of unauthorized seller who you definitely do not want as an authorized partner: the counterfeiter or crook.
These unauthorized sellers are either selling a knock-off version of your brand or have acquired your legitimate merchandise through illegal means, including theft. They're advertising these products online as the real deal, often at a discount compared to your actual resellers, and the problem is that consumers may not be able to spot the difference before buying.
It's important to remember that not all these sellers are knowingly selling counterfeit or stolen goods. They may have trusted the wrong distributor or be new to retail and unable to spot the real thing from a fake.
Next is a smaller type of retailer who isn't as harmful as a counterfeiter but can still give you some headaches if you're not careful: the individual reseller.
Who are these sellers? They're individual people or small businesses who make their money buying products from larger retailers and then reselling them online, typically on Amazon or eBay. They may hunt for brick-and-mortar deals, like clearance items, and then list those products at a mark-up online to make a profit. Or, they've received your product as a gift and decided to resell it.
In this case, these unauthorized sellers are selling the real deal, which is good for your consumers. However, they're not following your pricing policies and they're taking business away from your legitimate partners.
Third is the liquidator. Liquidation is a big business in retail, and some are even dedicated retailers whose entire business model is built around selling liquidated merchandise at a discount.
Even so, liquidators can be unauthorized sellers in relation to your brand and can bring some of the same aches and pains that the previous sellers have. In this case, they've typically acquired your products via an authorized seller that is going out of business. Then, they're relisting your merchandise online at—most likely—prices well below those of your authorized sellers.
Understandably, you don't want unauthorized sellers listing products below MAP, taking sales away from your legitimate retail partners, or tricking consumers into thinking a low-quality knock-off is the real deal.
Depending on which type of unauthorized seller they are, you can convert them into authorized sellers or stop them from selling your brand altogether.
First comes identification. Review online marketplaces for your product listings and highlight any that seem out of place for further review. MAP pricing policies and MAP monitoring are great ways to do this, as counterfeiters will not be following your MAP policy. Any of your products priced below MAP warrant a closer look. Then search for contact information of the seller so you can connect. You may also leverage a third-party investigator to identify sellers if their information is hard to come by.
You can figure out where they get your merchandise once you know who they are. Sources could be a weak point in your existing supply chain, theft, counterfeiting, or some other method that requires legal action to prevent. Then, identify the distributor and stop products from reaching the unauthorized seller in question.
Then, you can use the seller information you acquired to reach out to the seller. If they're a counterfeiter—or worse—you will likely want to consult with your legal team and send a cease and desist letter. If they're unaware of the issue, you may want to send an email and take less drastic action. In some cases, the seller may be a legitimate retailer and open to becoming an authorized partner.
Last, you will want to review your actions and revise any methods as needed. Depending on the legality and severity of any actions, you may not have received a response from the unauthorized seller. Then, you'll want to go back to your legal team and consider further legal enforcement. You may also have received a response and could fold a seller into your authorized partner program. See what worked, what didn't, and plan accordingly for future sellers.
No matter what, don't let unauthorized sellers deter you from selling your brand online. Brand protection takes many forms, and identifying, preventing, or converting unauthorized sellers is one of the key parts of any strategy.
Remember to monitor your online brand presence for red flags and act as needed to take control of your brand. Sometimes, that unauthorized seller is simply unaware of your pricing policies and distribution channels. Cluing them into what's going on can create an opportunity to convert an unauthorized seller into an authorized partner and better protect your brand online.


text:
Intermarché è una società francese operante nella grande distribuzione organizzata con supermercati e superstore.

Storia

Origini
L'origine di Intermarché è legata alla collaborazione tra il suo fondatore, Jean-Pierre Le Roch, e la cooperativa di vendita al dettaglio E.Leclerc, di cui è stato membro fino a diventare il braccio destro di Édouard Leclerc. Sebbene fruttuoso, il rapporto tra Édouard Leclerc e Jean-Pierre Le Roch si stava deteriorando a causa delle crescenti divergenze di opinione, Leclerc si muoveva verso una densificazione dei supermercati in ipermercati mentre Le Roch voleva aprire più supermercati. La loro collaborazione si interrompe il 15 settembre 1969, quando Jean-Pierre Le Roch si dimette dalla cooperativa, a seguito di un ennesimo disaccordo, e forma una nuova cooperativa denominata EX - Office de Distribution (EX sta per l'Ex-Leclerc) di cui Le Roch viene nominato presidente.

Nuova denominazione e sviluppo
Nel 1973 la società petrolifera Exxon si è affermata in Francia attraverso le stazioni di servizio Esso, ha registrato il marchio "Ex" per evitare qualsiasi confusione e ha chiesto alle aziende che riportavano il suffisso "ex-" di cambiarlo. La necessità di cambiare nome porta alla creazione di Intermarché.

Il 9 giugno 2009, il gruppo Les Mousquetaires ha annunciato l'estensione del nome Intermarché a tutte le sue filiali alimentari, ad eccezione di Netto. D'ora in poi l'insegna è suddivisa in base all'area di vendita, oltre che alla sua ubicazione:

 Intermarché Hyper per i più grandi negozi da oltre 3.200 mq a 6.700 mq;

 Intermarché Super per la maggior parte dei negozi, circa 2.000 mq;

 Intermarché Contact sostituisce i vecchi Écomarché e le rivendite Mousquetaires nelle campagne e nelle località turistiche stagionali. Coprendo una superficie di circa 1000 mq;

 Intermarché Express per i punti vendita ubicati nei centri storici, in sostituzione di alcuni Écomarché ; superficie di 700 mq.

L'8 ottobre 2014 Intermarché e Groupe Casino hanno annunciato un accordo per riunire i loro acquisti verso fornitori in Francia. Questa alleanza rende questi due gruppi il primo acquirente al dettaglio del paese con una quota di mercato del 25,8%.

Écomarché
La catena di supermercati Écomarché è stata creata nel 1969 e sviluppata nel 1986. L'obiettivo della catena era quello di sopperire alla mancanza di negozi locali e puntare sulla cura del cliente, attenzione al prodotto, qualità, scelta e ambiente.

Dal 2009, la catena Écomarché è diventata Intermarché Contact se inferiore a 1.500 metri quadrati o Intermarché Super se più grande. Gli altri negozi Écomarché nelle aree urbane sono diventati Intermarché Express o Intermarché Super (se di dimensioni superiori a 1.500 mq).

Identità aziendale

Marchi

 Francia: Intermarché Hyper, Intermarché Super, Intermarché Contact, Intermarché Express
 Belgio: Intermarché Super, Intermarché Contact
 Polonia:  Intermarché Super, Intermarché Contact
 Portogallo: Intermarché Super, Intermarché Contact

Note

Voci correlate
 E.Leclerc
 Groupe Casino

Altri progetti

Collegamenti esterni

Aziende multinazionali della grande distribuzione organizzata
Società francesi di grande distribuzione organizzata

redpajama_set_name: RedPajamaWikipedia


Receivables turnover An activity ratio equal to revenue divided by receivables. Facebook Inc.'s receivables turnover deteriorated from Q2 2018 to Q3 2018 and from Q3 2018 to Q4 2018.
Payables turnover An activity ratio calculated as cost of goods sold divided by payables. Facebook Inc.'s payables turnover declined from Q2 2018 to Q3 2018 and from Q3 2018 to Q4 2018.
Working capital turnover An activity ratio calculated as revenue divided by working capital. Facebook Inc.'s working capital turnover improved from Q2 2018 to Q3 2018 and from Q3 2018 to Q4 2018.
Average receivable collection period An activity ratio equal to the number of days in the period divided by receivables turnover. Facebook Inc.'s average receivable collection period deteriorated from Q2 2018 to Q3 2018 and from Q3 2018 to Q4 2018.
Average payables payment period An estimate of the average number of days it takes a company to pay its suppliers; equal to the number of days in the period divided by payables turnover ratio for the period. Facebook Inc.'s average payables payment period increased from Q2 2018 to Q3 2018 and from Q3 2018 to Q4 2018.


text:
7 June 2016 by Jessica Palmer
Review of Antonia Fonyi's Edition of Littératures, No. 51: Mérimée
Corry Cropper
Department of French and Italian
cropper@byu.edu
Antonia Fonyi. Littératures, No. 51: Mérimée. Toulouse, Presse Universitaires du Mirail, 2004. 156 pages devoted to Mérimée.
Since Maurice Parturier, it would be difficult to argue that anyone has done more to promote the study of Prosper Mérimée than Antonia Fonyi. One of the primary motors behind the author's bicentennial celebration and the French Ministry of Culture website devoted to him (www.merimee.culture.fr), Fonyi has organized numerous colloquiums on Mérimée and recently created the international Mérimée Society. In her preface to Prosper Mérimée: écrivain, archéologue, historien, a 1999 collection of articles she edited, Fonyi wrote:
"De nos jours encore, on reproche à Mérimée sa position sous le second Empire, sa fonction de sénateur, sa place à la cour, sa proximité du pouvoir. . . . Mais . . . le reproche addressé à un écrivain parmi les plus intransigeant d'avoir été le représentant d'un régime corrompu n'est qu'une idée reçue, qu'une image, transmise de génération en génération depuis plus d'un siècle, et qu'il est temps d'invalider par des interprétations nouvelles: par des travaux à venir" (ix).
In her latest volume, Fonyi and her contributors set out to once again tackle theidées reçues that have shaped Mérimée studies for over a century—"sécheresse, impassibilité, perfection … immoralité, refus d'engagement, indépendance absolue" (5). Less political and more literary than in 1999, this collection succeeds in rehabilitating Mérimée the author and in recontextualizing our perceptions of his fiction.
This special edition sets out to examine several clichés present in the history of Mérimée criticism. Eric Bordas, for example, argues convincingly that Mérimée's "style sec" has been misunderstood by some as entirely classical or, worse, as demonstrating a lack of creativity ("création de l'expression"). This misunderstanding, Bordas argues, stems from some critics' inability to recognize the extent to which Mérimée employs free indirect discourse, allowing the voices of his characters to color his own style. In the next article, Philippe Garnier demonstrates how Pierre Trahard, Paul Léon and others misrepresented many of Mérimée's judgments of other authors, focusing on Mérimée's criticisms of Baudelaire and Flaubert, for example, instead of the many passages where Mérimée praised these two authors. These biographers made Mérimée's literary judgment appear flawed by employing "les citations tronqués, les lettres omises et les amalgames" (22). Going in the other direction, Pierre Glaudes demonstrates how Barbey d'Aurevilly's criticisms of Mérimée have been exaggerated and taken out of context. He reminds readers of Barbey's praise for Mérimée before political conflict with Napoleon III's government caused Barbey to turn on the author of Carmen.
Three subsequent articles analyze specific themes that appear in Mérimée's fictional works. Florence Naugrette suggests that the originality of Mérimée's theater lies neither in subject matter nor in plot structure. Indeed, his plays follow in many respects the conventions of vaudeville, melodrama or historical drama. Unlike these genres, however, the dénouements of Mérimée's plays offer no moral, political or divine justifications: the narrative "est simplement tranché net par une passion humaine qui ne connaît ni Dieu ni maître" (56). Antonia Fonyi's article examines the antithetical tension between savagery and civilization in Mérimée's texts, demonstrating how his understanding of human nature and primeval history spill over into his fiction. Fonyi shows that those who have accused Mérimée of pessimism are in reality guilty of misunderstanding one of his fundamental philosophies: there is neither good nor evil; there is, instead, an opposition between the savage who fulfills his or her desires immediately, values freedom and does not recognize personal property, and the civilized man and woman who are bent on protecting their land and possessions and who constantly defer pleasure. When these two opposing groups come into contact (Mateo Falcone and Carmen are two of the best-known, most obvious examples), violence ensues. This study has the potential to broadly influence research on Mérimée's fiction as well as research on his historical and biographical studies. In the last article of this sequence, a lacanian analysis titled, "Les Noces de Colomba," Pierre Laforgue argues that Colomba symbolically weds her own brother Orso. Further, the heroine is endowed with masculine powers, enforcing the "loi-du-père" on her brother, carrying a phallic knife under her dress, a knife that must be used, as she explains to Miss Nevil, "en remontant le coup" (83).
Finally, articles that are more historical in nature reexamine Mérimée's relationship with Corsica (Gisèle Mathieu-Castellani), his interest in the Ukraine (Michel Cadot), his invention of a genre with his Notes de voyage… (Colette Becker) and his role as Inspector of Historical Monuments (Jannie Mayer). To some extent, these articles, like those that precede them, reevaluate previous scholarship and point toward new avenues of research.
One point of criticism (and it is admittedly a self-serving one): the authors make virtually no references to any recent research published on Mérimée by North American scholars, scholars who are certainly less bound by the a priori "idées reçues" that Fonyi sets out to challenge. Admittedly there has been little produced of late (in the 2005 Nineteenth-Century French Studies Colloquium, unfortunately, not a single presentation is devoted to Mérimée), but what has been published does serve to recast Mérimée in a new light and would serve to support or deepen several of this book's articles.
In the end, this book does successfully challenge many long-standing clichés about Mérimée that have been passed down for decades. In fact, Mérimée himself may be partly to blame for the negative treatment he received from literary critics throughout the 20th century. In his correspondence he continually downplays the value of his own fiction: "médiocres ouvrages," "une nouvelle immorale," "pauvre," etc. Perhaps the critics of the past simply took Mérimée at face value. This is a mistake that in the future, thanks in part to this collection of articles and Fonyi's work, critics will have no excuse to make.
#Corry Cropper#Review of Antonia Fonyi's Edition of Littératures No. 51: Mérimée#Vol. 4 Issue 1 Fall 2005


Obituary for Jamal aka "Jay," J-Bo" Jake Bowen | Jones Clark Funeral Home, Inc.
Jamal "Jay" "J-Bo" Jake Bowen 32, departed this life on Monday, March 25, 2019 at his residence in Whitehall, Ohio. He was born January 24, 1987 in Lima, Ohio to the union of Richard & Debra Ann (Thomas) Bowen.
Jamal was a provider, a strong, supportive, protective man, when it came to his loved ones. He was a go-getter, with drive & undeniable intellect & entrepreneurial sense. He was a successful business owner of JAN-PR0 Cleaning Company and Hamilton Carry-out in Columbus, Ohio.. He enjoyed spending quality time with his son. He was a very fashion forward guy that liked getting dressed in his best & going out on the town!
Jamal was a star scholar athlete in Division Football at LSH (2004-2005) which lead him to receive offers of acceptance into multiple colleges/universities. He ultimately committed to Ball State University on a full ride scholarship.
Jamal was very involved in his son's academics & athletic endeavors. He became an active football coach for teams in which his son played.
He leaves to cherish his precious memories, his son Khaliq Bowen, of Whitehall, Ohio, 2 brothers, Rickey R (Henrietta) Thomas of Reynoldsburg, OH and Sharrieff A (Misty) Thomas of Blacklick, OH, a special sister, Nicole Banks, 5 uncles; Stanley Bowen, David (Shelia) Bowen, Dwayne (Yolanda) Thomas, Anthony (Mai-ling) Thomas and Sam (Margie) Thomas. An aunt; Stefanie Thomas. 11 nieces, 4 nephews, a host of other relatives, friends & business associates.
He was preceded in death by his loving parents Richard & Debra Bowen, Maternal grandparents; Sam Thomas, Sr. and Natalie Heman, Paternal grandparents; David (Jake) and Rosa Lee Bowen Sr.


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Chidambaram Highlights India's Revenue Deficit Problem
Higher government borrowings are being used to finance revenue shortfall and not for new investments: P Chidambaram
BQ Desk@bqprime
8:28 PM IST, 05 Feb 2018 12:33 AM IST, 06 Feb 2018 8:28 PM IST, 05 Feb 2018 12:33 AM IST, 06 Feb 2018
File photo of P. Chidambaram speaking at an event in Mysore, India (Photographer: Namas Bhojani/Bloomberg News)
The breach of the revenue deficit target for fiscal 2018 is as much a matter of concern as the fiscal deficit slippage, according to former Finance Minister P Chidambaram. That's because the government's higher borrowings are being used to finance the revenue shortfall rather than for fresh investments, he told BloombergQuint's Sanjay Pugalia in an interview.The government in Union Budget 2018 said that the fiscal deficit for 2017-18...
The breach of the revenue deficit target for fiscal 2018 is as much a matter of concern as the fiscal deficit slippage, according to former Finance Minister P Chidambaram. That's because the government's higher borrowings are being used to finance the revenue shortfall rather than for fresh investments, he told BloombergQuint's Sanjay Pugalia in an interview.
The government in Union Budget 2018 said that the fiscal deficit for 2017-18 is likely to be higher at 3.5 percent compared to the targeted 3.2 percent of the GDP. "That 0.3 percent is an additional Rs 54,000 crore. You must add the additional Rs 37,000 crore that ONGC borrowed [to fund its HPCL stake buy] and gave to the government," the senior Congress leader said.
That takes the government's borrowings to around Rs 91,000 crore without even accounting for the Rs 80,000 crore they expect to borrow through recapitalisation bonds for funding state-owned banks, he added.
I want to know where that Rs 91,000 crore went. If it had gone into investment, maybe I'd have said alright. This entire Rs 91,000 crore has gone into the revenue deficit. It is bad.
P Chidambaram, Former Finance Minister & Senior Congress Leader
Revenue deficit is the difference between the government's revenue receipts and its revenue expenditure, which goes mostly towards meeting its current expenses like employee salaries, interest payments—not towards generation of capital. The government now expects its revenue deficit for 2017-18 to touch 2.6 percent of the GDP compared with the earlier estimate of 1.9 percent.
Also Read: Elections 'Can Throw Up Miracles', Says P Chidambaram
In his Union Budget speech, Finance Minister Arun Jaitley had said that the government expects lower revenue due to the newly implemented Goods and Services Tax and a shortfall in non-tax revenue due to certain factors such as the deferred telecom spectrum auctions. He said the government will accept key recommendations of the NK Singh Committee on fiscal discipline, which also means that it will stop putting a target on the revenue deficit.
Chidambaram said the government's new divestment target of Rs 1 lakh crore in 2017-18 has also been "inflated" because of the Rs 36,915 crore majority stake buyout of Hindustan Petroleum Corporation Ltd. by Oil and Natural gas Corporation Ltd. Without that, the government would only manage Rs 63,000 crore by selling stake in public sector units, which is lower than the earlier Rs 72,500-crore target.
The Rs 37,000 crore is an ONGC gift to the government.
'World's Biggest Unfunded Jumla'
Chidambaram criticised the government for schemes proposed in the Budget. The government does not have enough money to fund its ambitious National Healthcare Protection Scheme, Chidamabaram said. "This is the world's biggest unfunded jumla (promise)," he said. "Even at a 2 percent premium rate, to cover 50 crore people, you'd need Rs 1 lakh crore and there is no provisioning in the budget for that."
Instead of an insurance-based healthcare model like the Obamacare in the U.S., the government should have opted for the European model by putting in the same money towards expanding public hospitals and healthcare facilities for the people.
Insurance-based healthcare benefits insurance companies, not the people.
He also said that starting the scheme on a trial basis, with an initial provisioning, does not make sense because "you can't pick and choose who will fall ill. You have to cover all 50 crore people."
The government should make public their plan for the healthcare scheme and invite public debate on it, he said.
Also Read: Is Rs 12,000 Crore Enough For The World's Biggest Public Health Insurance Plan?
Running Out Of Gas
The Narendra Modi administration does not do adequate background work before making policy decisions, according to Chidambaram. "They leap and then they look back," he said. "They've done it in the past during demonetisation. They didn't calibrate ATMs. They didn't have enough currency in their vaults. That is the track record of this government."
The left hand of this government doesn't know what the right hand is doing.
Chidambaram said as the administration enters its fifth and final year "they've run out of gas". The government's "car will break down sometime this year, or will stop at the end of the year".
Also Read: Government Gives Itself A Fiscal Long Rope
Here are edited excerpts from the conversation.
You spoke about the Health Protection Scheme. Now they have come up with some numbers. Are they not convincing enough?
They have not come up with any numbers. One officer says it will cost Rs 8,000-10,000 crore. Another officer says it will cost Rs 12,000 crore. Another insurance company officer says it will cost Rs 20,000 crore.
No secretary to government is willing to put a figure on it. Ministers are not willing to put a figure over it. We know that there are half a dozen states in the country which are running similar programs where the insurance cover is for Rs 1 lakh. If you add up the premium, that is being contributed by all these states, they are now paying a premium of Rs 1 lakh crore. So, to cover up to 1 lakh population in about half a dozen states, the premium is Rs 1 lakh crore. You are now saying that you will cover 50 crore people for Rs 5 lakh each. Even at a premium at 1 percent, no insurance company will give you an insurance policy for Rs 5 lakh crore at a premium of one percent. Premium of one percent means Rs 50,000 crore, premium of 2 percent means Rs 1 lakh crore and premium of 3 percent means Rs 1.5 lakh crore. I am taking the middle number. Rs 1 lakh crore is the premium, but where is the provision?
Arun Jaitley said that it is not about Rs 1 lakh crore. Between Rs 5,000-10,000 crore, we can launch the scheme for this year at least.
How could you launch a scheme if you want to cover all 50 crore people? Once you say that you will cover 50 crore people, how can you pick and choose. How do you know A will fall ill and B will not fall ill? You have to cover all 50 crore. Or will you go state by state. Will you cover only the BJP states first?
States are free to not choose these schemes.
That is an another jumla. Initially, the announcement did not say anything about states sharing the burden. Suddenly, they come out and say 40 percent will be given by states. Which state is being consulted?
How can a government can be so non-serious that without homework that they will launch the world's biggest insurance scheme?
This is world's biggest unfunded jumla. Which state has been consulted? Which state has agreed to come on board? Which state has agreed to contribute 40 percent? Andhra Pradesh, Tamil Nadu are running these scheme, why should they give up their schemes and join you scheme?
Just before an election year, the government's credibility is at stake. They must have done some homework.
No, they have not. Ask them to produce the paper they have got. Before an announcement of this kind is made, I agree that there may not be a Cabinet note, but they should have a basic paper. Ask them to publish the paper and invite a public debate.
Remember how Obamacare was launched. Huge amount of research, a document is produced, placed in the public domain, it is debated and then it is launched. Besides, we are seriously questioning an insurance-based health care program. This is the American model. The British and European model is not based on insurance. But it is based on expanding public hospitals and public health facilities which are free to the people. For the same money, you should be building more public hospitals at district, taluka and block levels. Hire more doctors, buy more equipment, hire more nurses, install more beds, so that people can get access to medical care for free.
The thing about insurance is that you can say 50 crore people, but actually you will be distributed to 5 lakh people.
But you have to cover 50 crore people. You can't to pick and choose who will fall ill. You have to cover 50 crore people and for that, you have to pay a premium.
Insurance-based health care benefits the insurance company and not the people. Anyway, their track record is, they don't look before they leap. They leap and then look back.
They have done that in the past with demonetisation. They didn't calibrate the ATM machines. They didn't know that the new Rs 2,000 notes will fit into the machine. They did not have enough currency in their vaults. The left hand of this government does not know what the right hand is doing. Neither the left hand nor the right hand has anything to do. It is all decided in one place and by one person and the left hand is told do this and the right hand is told do that.
On your pakoda economy statement, Amit Shah said that doing any job with dignity is a job creation.
I said selling pakodas is honorable self-employment, it is not a job. We are talking about jobs. Go to the ILO definition of a job. A job means, a certain degree of certainty, regulatory in payment and security. That's a job. I am a lawyer, I don't hold a job, but I am self-employed. There are other lawyers who are employed in some big company as a legal assistant or a legal officer, then he has a job.
We are talking about jobs. He said we will create 2 crore jobs a year. I have not decried pakoda selling. But even the young men who sell pakodas, what did they say? Do they want to sell pakodas? They protested against PM Modi's rally in Karnataka wearing their graduate gowns. A graduate does not want to sell pakodas. He is doing that because he has nothing else or nothing better to do. He has to earn a living. But don't count that as a job.
Also Read: Amit Shah Tears Into Congress Over GST, Other Issues
This government hopes that based on rural infrastructure spending schemes like irrigation and Mudra, they will be able to create a good number of jobs in this election year.
They can't. The finance minister's Budget speech confirms that the average Mudra loan is Rs 43,000. I will give you Rs 43,000 today, please start a business and create a job. How can you create a job with Rs 43,000 investment? Rs 43,000 can help a cobbler or a shoe repairer may buy some string, leather, needle. A hairdresser can buy some knives, shaving cream. The carpenter can buy some tools. Hoe does Rs 43,000 create a job?
If Rs 43,000 can create a job, we can create more jobs and there are job seekers in this country.
So, the government is saying we are not creating job seekers but job givers.
At Rs 43,000, you can give a job.
He will employ at least himself.
That is not a job. Most people are employed in low level, low skilled jobs because they have to earn a living. They have to live somehow. Why does a graduate apply for a peon's job? Why does a PhD., MSc, MBA apply for peon's job? Because he has to make a living, he is desperate. That doesn't count that as a job.
What is wrong with LTCG tax? One asset class which is not taxed so far should be taxed.
I am not against taxing every asset class. Some asset classes have been exempted for a reason. Why was LTCG tax removed and STT introduced? LTCG tax was removed because we wanted to encourage retail participation in the equity market. That culture is not there in India and it started in urban metropolitan centres. But we want this culture to go to the tier 2 and tier 3 towns, rural areas. People must save in risk capital. In order to encourage that, we had abolished LTCG tax.
Now if LTCG has to be re-introduced, as a principle I have no objection. But question is, is this the right time to do it when interest rates are high, when investments are not taking place, when credit is not growing, when Indian industry is shy of investment, when excess capacity is there. Is this the time to tax the equity investor who is willing to put his money in risk capital? I think the issue is debatable.
Do you think foreign investors will now be discouraged and pull out?
They will not pull out, but they will go to another jurisdictions. They will move to Singapore, Dubai. There are two major bourses to our left and right. Don't think Mumbai is the biggest bourse in this region. There is one in Singapore, one in Dubai, one in Hong Kong which is well established, there is one in Shanghai. Therefore, you have to weigh the pros and cons and then decide if this the right time to introduce LTCG tax.
So, how should we interpret the current fall in the stock market?
We can always blame multiple factors but as long as LTCG is one of the factors, then it is a drawback.
This will also create the tendency of behaving more a trader rather than an investor.
No, a lot of people will move to other asset classes. They will move to gold, real estate. You can't tell millions of people which asset class they should invest in. I suspect that a lot of money will move to gold, which is unproductive. Investment in the equity market, the money is available for industrial investment or business investment. Investment in gold is locked-up investment, it becomes a dead investment.
Can you articulate your thoughts on the revenue deficit?
The fiscal deficit limit is being breached and the revenue deficit limit has also been breached. They are borrowing 3.5 percent this year. They should have borrowed 3.2 percent. That 0.3 is an additional Rs 54,000 crore. You must add the Rs 37,000 crore which ONGC borrowed and gave to the government. That is a device. So, Rs 91,000 crore is an additional borrowing. I am not even counting the Rs 80,000 crore for recapitalisation. I want to know where this Rs 91,000 crore went. If this Rs 91,000 crore had gone into investment, then it is alright as they are borrowing for investment, but it has gone into revenue deficit.
How bad is that?
It is quite bad. The revenue deficit is about 2.6 percent. The Rs 91,000 crore of additional borrowing is going into the revenue deficit.
For non-tax revenue, the government doesn't seem to be convinced for bold and clear measures, it is pocket to pocket transfer.
A Rs 37,000 crore from ONGC is a gift to the government. The RBI shut the door and said we can't give you more because demonetization has cost us a huge amount of our profits. The dividend income from PSUs have come down. They have got disinvestment. Other receipts they seem to have got more but that is inflated by Rs 37,000 crore. They have not collected 1 lakh crore but really collected only Rs 63,000 crore. They have run out of ideas. They have run out of gas. They are stepping into the fifth year and they have run out of gas. This car will break down this year or it will come to stop at the end of the year and for that we have to thank god.
As far as their voter outreach is concerned, you don't think that narrative doing fine and being amplified.
The last mark sheet came out of Rajasthan. The one before that one came out of Gujarat. I can't go by an examination of 2-3 years ago. I am testing your current learning ability wherein the last marksheet was in Gujarat. In Gujarat, you [the BJP] aimed at 150. You had 130 odd seats and you came down to 99 seats. I think that was a defeat for the BJP. It is a state of the Prime Minister, the party president. They poured in enormous resources. The entire cabinet was campaigning there, the PM himself addressed 40 rallies. 99 seats mean that you barely passed. 40 marks out of 100.
The next examination was in Rajasthan. They had a 2,60,000 margin which is now become minus 1,97,000. You had another margin of 84,000, it has come down to minus 1,26,000. You had another margin of about 12,000 which became minus 12,000. It indicates that nobody is willing to buy your story. Urban towns like Alwar, Ajmer did not buy your story. Rural Rajasthan did not buy your story. The three constituencies are one in the west, centre, and east. East, Central, West Rajasthan didn't buy your story. Youth, trading community did not buy your story. So, who is buying your narrative? There will be other tests, I am not saying what the result will be. There will be other monthly, term, class tests. There are two assembly seats coming up in Madhya Pradesh. That is Jyotiraditya Scindia constituency. Then there is Karnataka. In Bengal, the margin of 2 lakh has become margin of 6 lakh for the Trinamool. There is no silver medals in an election, there is only one medal which is gold.
Even if people are not impressed by Modi or BJP, getting them to vote is a big challenge and he is par excellence.
They tried it in Rajasthan and it didn't succeed. I agree that Congress party should become more of a fighting machine. We almost did it in Gujarat. In Gujarat, in 12 polling booths, if we had got the same votes that we got in 2014, then we could have got 5 more seats. If we aligned with NCP, NCP would have got one more seat and we would have got one more seat. So, our 80 could have become 87 and their 99 could have become 92. Therefore, the party will have to get stronger. You can't depend upon the weakness of the opponent.
Congress lost 16 seats by a margin of 1,000-3,000 votes in Gujarat. To get those 3000 more voters to come to booths to vote for your party is the challenge, and Mr. Modi is super-efficient.
We can be as efficient as he is in other states. In Gujarat, we almost made it. But in Karnataka, our organization is just as strong. By the time Rajasthan election comes, we are also paying attention to it. The party units will become stronger.
Do you think that what they have done with MSP will work?
For four years, they were sleeping like Kumbakarana. In the fifth year they wake up and said they will give you cost plus 50 percent. Rabi is over, kharif is coming in September-October. So, whatever cost-plus 50 percent they give, will only be effective for kharif crop which will be in October this year. Nothing between now and October for the farmer.
Then you said cost plus 50 percent. Dr Swaminathan, Dr. Ashok Gulati and many other experts have asked which cost. There is C1 plus family labor, there is C2. Which cost? They don't tell which cost they will take into account. And then they say we have already given cost plus 50 percent for some crops. So, which crops have you given? All this is bluff. Come out with a concrete paper telling us, which crop, which cost, when you will give, how you will calculate. Give us a complete cost data. There is something known as cost accountancy in this country. You hire a cost accountant and tell us how the cost worked out and then we will tell you. If you have already given cost plus 50 for some crops, why is there so much farmer distress.
So what will happen to inflation, interest rates, investment, and growth?
The fiscal deficit rise itself will increase inflation. In order to make exports competitive, the Economic Survey says that the rupee is overvalued. So, you allow the rupee to slide downward, that will increase inflation because imported goods will become costlier. If you give MSP, it has a mild inflationary effect but there is no trade-off between MSP and inflation. MSP is for the welfare of the farmers, so it is mildly inflationary. So, all put together, I don't think inflation will come down. In December, CPI inflation was 5.1 percent. Let's see what the number comes in January and February. And then RBI will meet and give us its report. I can't see inflation coming down. Interest rates will go up. Bond yields have already gone up. When bond yields go up, that is an indication that interest rates will move up.


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Q: Find a string of text in an element and wrap some span tags round it I want to find a string of text in an element and wrap some span tags round it. E.g.
From:

We have cows on our farm

To:

We have cows on our farm

I've tried:
$("h2:contains('cow')").each(function() {
 $(this).text().wrap("");
});

But that only wraps the whole containing h2 tag.

A: $("h2:contains('cow')").html(function(_, html) {
   return html.replace(/(cow)/g, '$1');
});

http://jsfiddle.net/w5ze6/1/

A: Here is a variation on @undefined's answer, which loops through an array of items:
var barnyardArray = [
    'cow',
    'horse',
    'chicken',
    'hog',
    'goat',
    'goose',
    'duck',
    'llama'
];

$.each(barnyardArray, function (index, value) {
    $("p:contains(" + value + ")").html(function (_, html) {
        var regex = new RegExp(value, 'g');
        return html.replace(regex, '' + value + '');
    });
});

A: You usually want to match some arbitrary text in a case insensitive way. Sometimes, search queries contain characters that are special regex metacharacters and must be escaped before compiling the pattern.
Use a solution like

var words = ["cows", "c++", "$var$"];
$("h2").html(function(_, html) {
   return html.replace(new RegExp(words.map(function(x) {
       return x.replace(/[-\/\\^$*+?.()|[\]{}]/g, '\\$&')
     }).join('|'), "gi"), '$&')
});
span { color: red}

We have cows on our farm

C++ Apps $var$

Note that here, a regex will look like /cows|c\+\+|\$var\$/gi, where + and $, special regex metacharacters, are escaped, and the alternatives are ORed with the | alternation operator.
Also, note that there is no need of any outer parentheses as the default group is Group 0 that holds the whole match, and the backreference to Group 0 in JavaScript regex is $&. Thus, the replacement is always done with the search word in the exact case as it was found in text.
Note that in case you need to match whole words only, you would need special boundaries, either \b (if the search words always consist of letters, digits or _) or (\W|^) / (?!\w) (if there can be special characters):

var words = ["cows", "c++", "$var$"];
$("h2").html(function(_, html) {
   return html.replace(new RegExp("(\\W|^)(" + words.map(function(x) {
       return x.replace(/[-\/\\^$*+?.()|[\]{}]/g, '\\$&')
     }).join('|') + ")(?!\\w)", "gi"), '$1$2')
});
span { color: red}

We have cows in our farm cowshed

C++ Apps $var$ in $var$moretext

A: Another approach, split by keyword and join with the updated html.
$("h2:contains('cow')").html(function(_, html) {
   return html.split('cow').join("cow");
});

Note: I haven't tested this, but I'm assuming this would perform worse than doing a replace, but figure I would include anyways for informative purposes

A: In my case i have some tag inside the target div and some text i need to wrap that text into a link.
This how i did following "What have you tried".
var oldText = $(this).text(),
newText = $(this).html().replace(
    oldText,
    "" +
        oldText +
    ""
);
$(this).html(newText);

A: $("h2:contains('cow')").each(function() {
    var newText = $(this).html().replace("cow", "");
    $(this).html(newText);
});

redpajama_set_name: RedPajamaStackExchange


text:
https://deloitte.wsj.com/articles/infor-svp-pandemic-prompts-fast-forward-to-industry-4-0-01633369200
Infor SVP: Pandemic Prompts Fast Forward to Industry 4.0
In response to new supply chain pressures, many manufacturers are accelerating their adoption of smart factory technologies, according to Infor's Dean Petrone.
Thanks to modern technology, today's consumers can find a date, make reservations for dinner, and summon a car service to get them there, all from the comfort of their smartphones. Assuming all goes well, the same technologies can help them arrange a wedding and honeymoon. "Everything is at their fingertips," says Dean Petrone, senior vice president and general manager for Industry 4.0 at cloud software maker Infor. "It's an extended ecosystem where consumers get real-time data served up to them, and they can make decisions fluidly in the moment, every step of the way."
For manufacturers, Industry 4.0 holds similar promise, Petrone says "That's really the promised land: connecting your suppliers, customers, and distributors—everybody involved in your end-to-end supply chain—and sharing data to make real-time decisions," he explains. "In simplified terms, it's no different from what we as consumers do with our phones today."
Dean Petrone
Infor is a founding sponsor of The Smart Factory @ Wichita, a new immersive experience center launched by Deloitte on the Innovation Campus of Wichita State University featuring a fully operational production line and experiential labs designed to let companies develop and explore Industry 4.0 capabilities. In the age of COVID-19, many manufacturers are turning to smart sensors, condition-based monitoring, and the internet of things (IoT)—among many other smart manufacturing technologies—with fresh urgency, Petrone says. In a recent interview, he elaborated further.
The pandemic has obviously had a huge impact on businesses across the board. How would you characterize its effect on manufacturers specifically—what have been some of their primary new challenges?
Petrone: First, there is an accelerated timeline. Before the pandemic hit, the vast majority of manufacturers were already talking about smart manufacturing—a lot of them had laid out road maps for the next one, three, or five years. But because of COVID-19 and other disruptions, many have compressed those timelines dramatically to three, six, or 18 months. The need for real-time data has caused many to go back and reevaluate core infrastructure components.
Second, a lot of manufacturers are being forced to change their business models. In the past, most were focused on business-to-business or business-to-retail. Now, demand is compelling them to embrace more of a business-to-consumer model, and it's changing how they think about the supply network and the demands the consumer puts on that network.
What kinds of adjustments have manufacturers had to make to survive, and what sorts of tools and processes have they embraced to make those changes successfully?
Many are seeking to understand their ecosystems from end to end: from the time they engage with suppliers on raw materials to the time their products hit the market. They're enabling new processes to create end-to-end visibility.
In the past, a lot of manufacturers lived in the past tense in terms of what they could see in their systems. That's no longer good enough. Think about today's ride-hailing providers. Consumers want the up-to-the-minute visibility services like that provide. Now, when a manufacturer places an order for four rail cars' worth of materials, executives want to track it similarly—to know when those materials are going to be manufactured, ship, arrive on the loading dock, etc.
Some companies might stumble in this area by chasing the latest and greatest "shiny object" or technology without a good understanding of the business value and ROI. Those that succeed take the time to understand the problem, the requirements, the necessary investments, and the expected payback. Enabling that kind of capability goes back to what I consider Engineering 101: What are the functional requirements, and how can they be fulfilled? The companies that succeed in adapting to this change still adhere to those old-school engineering principles.
How are smart technologies helping manufacturers rebound?
The use cases cover a wide range of operational processes as well as strategic applications. For example, advanced plant maintenance leverages condition-based sensors embedded in plant assets to monitor for early warning signs that the equipment requires service. Trigger points can signal automatic reactions, such as scheduling calibration or part replacement, rerouting work, or, in the case of an emergency, shutting down a line. Supply chain visibility is made possible through the use of sensors on packaging, shipping vehicles, and inventory storage systems so manufacturers have a real-time, accurate view of resources before they arrive at the plant and as they are consumed. Accuracy enables agile adjustments to accommodate unpredicted shifts.
"In the past, a lot of manufacturers lived in the past tense in terms of what they could see in their systems. That's no longer good enough."
— Dean Petrone, senior vice president and general manager for Industry 4.0, Infor
Those are just two examples of many. At a high level, the greatest value of these technologies is their ability to add context to data. Whether it's sensor technology, augmented or virtual reality, or AI, it's really a matter of taking raw data and providing context, allowing the right person to find insights and make decisions. It's not just about the technology, per se, but also how we use the technology and enable better decision-making. The fundamental problems have not changed—manufacturers were talking about many of the same challenges 50 years ago.
What are some of the key aspirations driving The Smart Factory @ Wichita, and how can manufacturers benefit?
So much of digital transformation is about collaboration and building a network of partners within a connected ecosystem; this effort can bring that to life and demonstrate what's possible.
From the manufacturers' perspective, The Smart Factory @ Wichita provides several benefits. First and foremost is knowledge sharing, by helping them understand what their peers are doing in this area. It also gives these companies the opportunity to come in and experiment with some of the technologies themselves. A lot of large companies have already established centers of excellence and dedicated teams in this area, but especially for small to midsized companies, it's a great opportunity to get their hands on the equipment and use the facility as a lab to validate some of their ideas.
What should manufacturers be doing today to prepare for the many uncertainties the future surely holds?
First, they need to understand where they fall on the digital maturity curve with respect not just to technology but also to their people. It's essential to consider both aspects: A company might have all the right tech tools in place, but if its people aren't up for the cultural change that needs to happen, the effort probably won't amount to much.
Another key step, particularly in light of all the changes implemented because of COVID-19, is for companies to affirm a good understanding of their current infrastructure. We've seen a lot of manufacturers refresh their core infrastructure components to make sure they can deliver the capabilities required in this new business climate. I'd encourage business leaders to step back and take a hard look at whether they have the parts in place to be competitive in the future.
Finally, it's important to consider operational excellence. Companies need strong programs to drive value; without them, the best-laid plans can amount to little more than technology for technology's sake.
—by Katherine Noyes, senior writer, Deloitte Insights for CIO
PUBLISHED ON: Oct. 4, 2021 3:00 pm ET
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A remarkable account, we're sure you all agree. We wish James continued good health and thank Janet for taking the time to share the couple's story with our readers.
We would like to remind readers that James' success is just one case and although the cream worked for him it may not for everyone.
Always try to use new treatments in consultation with your medical advisers but if they are unsupportive (as James' would probably have been, going by their reaction to his success) be very careful with new creams. Only try them in very small quantities first, on relatively undamaged skin – as James did – so that you can monitor any reactions.