Always direct and to the point, Danny is our favourite Amazon expert. Returning for LA2019, Danny will be joined by a panel of successful Amazon sellers to discuss the key challenges and changes affecting online retailers in 2020.
Danny is an international speaker on Amazon marketing optimisation and is an active ecommerce seller in the USA and Europe. He is a survivor of the former music industry and serial start up entrepreneur.
For the last couple of years, he has focused on Amazon FBA and ranking. Danny has appeared on numerous podcasts along with contributing to industry bible Webretailer.com.
Danny has been shared his ranking tips at The Smart China Sourcing Summit, The European Private Label Summit, The Private Label World Summit, and The Great Escape plus many more.


it's really did happen luke , last EU bullish formed as the EA grap several order executed. account age 5 weeks, with total gain profit 36%, at 7% drawdown.
current active cycle, after 5 weeks profit gain 130%. here's the EA file GT_Tickmill_set.zip, current setting compatible with Tickmill ECN price feeds (GMT +3).
order summary after 4 week : and it's seem the market giving another volatile attempt which cause positive result, trading performance result at 27% by now.
thank's for your input Luke, EU pair movement are less volatile for past weeks, still wandering around with slight pips range. and makes my order are got SL hitted, the EA result now down to 23% profit gain.
last active order all clear, waiting london market session to start new cycle. with total profit result 115%, account age 4 weeks.
Initial balance : 1000 USD, Account age : 4 weeks Trading type : Grid method (high risk one) Pair : EURUSD only for a moment Profit : 110%. EA are running on VPS server so there's no manual intervention, fully automatic trading system. these are free to use EA, for a moment my setting are compatible with Tickmill ECN price feed. will keep update the daily performance report.
thank;s for your valuable advice jpennybags. it's no doubt scalp trading system are not the best thing to turn into automatic system. therefore I still in research for a better peformance result. these current system are another 'version' of several trading method I used. I also put another trading journal simply works as scalp with more 'soft' approach to the market volatility. as I never planned to had programing stuff who learn how to sense and 'thought'. once again an EA are simply an automatic version of any possible manual method, which in my opinion when the manual resulted at 50%, means the EA version should giving less than 10-20% result since the effort are less of thought and sense. with only a few resource and knowledge since we all retail traders, I intend to put another effort of developing fully automatic trading system. never planned to show no loss trading record, or aim for 100% daily result. will keep anything based on best can get MM ratio, and simply act as traders not as commercial EA vendors seem you have a good experience with "knife fighting" with the market, can you elaborate a bit . as you already stated sometimes it's a difficult days, need to keep u the game face on, but how long are you gonna do this. based on similar situation, I start to thinking to turn everything into logic, with less target profit, but in return I'll surely had an extra time to do something else.
all order are executed as planned, but the market are less volatile today, as result several order got hit while there's no further pace upon the market price.
latest update trading performance, drawdown still at 7%, with 30% profit gain. now using better VPS server to match tickmill server location (london). I believe a reduce at latency would give better result while entry executed.
I saw there's many traders attract with scalping method, but rarely found works in the long run. here's my personal research by compiling, optimizing several methods I've found. the strategy are much simple trade only with EURUSD only at rush hour market session (EU, US market) use 30 M TF start entry when the candle shown at least 30 pips range. use stop loss for each trailing step (5 pips ) for profitable exit. Overal performance : use lowest stop order level platform (currently using Tickmill platform, with 0 pips stop order level). latest active trade : will keep update at daily basis, any suggestion/critics are welcome.
latest performance update, have hardtime moving into new VPS server. well, overall trading result still at positive result, total gain till today 25% quite good result after 2 weeks, with 7% Drawdown.


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We recently had one of our subscribers ask us for more images related to Human Resources and Human Resource Management. I'll admit it's a bit of an abstract concept to illustrate but we though we'd give it a try. The result is some new clip art images that can be used to illustrate Human Resources, but also the importance of good employees to a company. I thought I would post a few of our new HR themed images here.
These HR images feature on prominent color or highlight. The color can be changed by clicking on the image and then using the HUE slider in our clipart customizer.
Each of these Human Resource images is available in resolutions up to 1600X1600 and includes a transparent background for easy insertion into PowerPoint or over a colored background in other software applications.
Check out our complete 3D Clipart for PowerPoint here.


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text:
Renowned database architect Mike Bowers joins FairCom
FairCom,
FairCom DB,
Mike Bowers,
NoSQL,
Bowers to become chief architect at database leader
Note: c-treeACE became FairCom DB and c-treeEDGE became FairCom EDGE in November 2020.
Mike Bowers, FairCom chief architect
COLUMBIA, Mo. — One of the world's most trusted names in database technology, FairCom Corporation, announced today that Mike Bowers has joined the team as chief architect. Bowers brings more than 30 years of software development and architecture experience, and he is recognized throughout the database management industry as one of its leading experts, especially in regards to NoSQL technology.
At FairCom, Bowers will be responsible for roadmap planning, project management and technology integration with FairCom's engineering teams based in Columbia, Milan, Sao Paulo and Salt Lake City. The FairCom family of products includes the c-treeACE multimodel database, the c-treeEDGE IoT Database and the c-treeRTG data management solutions for legacy systems.
Bowers has spent the past 11 years serving as the principal architect at the Church of Jesus Christ of Latter-day Saints, where he led the technology strategy for data integration, data governance, business intelligence and database platforms. Prior to working with the church, he served as a software engineer and developer in the semiconductor, transportation and manufacturing industries.
"Mike Bowers is one of the database industry's brightest minds whose resume is filled with success story after success story," said Alysha Brown, FairCom's Chief Officer of Operations. "The addition of Mike Bowers to the FairCom family enhances our ability to continually provide fast, reliable and innovative data management solutions for our customers."
In addition to an impressive employment track record, he has presented at more than 50 data management conferences, which includes events for Enterprise Data World, NoSQL Now, Database Now Online, DAMA, Oracle, IBM, MarkLogic, Microsoft and BBC. He is also the author of "Pro CSS and HTML Design Patterns."
"It is an exciting time to join FairCom because of the accelerating changes in technology. Organizations must adapt their data management strategies or fall behind," Bowers said. "FairCom's database technology is currently trusted by some of the world's most well-known brands for their mission-critical database operations. We are now designing the next generation of database technology to enable our customers to build solutions faster, to run them faster, to maintain them with ease, and to grow them to Internet scale. FairCom is the ideal partner to reduce your database costs while giving your solutions a huge competitive edge."
The addition of Bowers is the latest in a series of major announcements by FairCom, which includes the launch of c-treeEDGE in June and c-treeACE winning the Verizon Intelligent Network Control Platform Transaction Server Migration – In-Memory Database solicitation. Additional information about the company and its data management solutions are available at FairCom.com.
FairCom Corporation is a software industry pioneer and a global database technology leader. Its reputation of innovation began in 1979 and continues today with fast, reliable products that are trusted by organizations in a broad spectrum of industries, ranging from small and medium-sized businesses to enterprise level organizations, including Fortune 100 members. Additional information about FairCom is available at FairCom.com.
Brad Thomas
Follow FairCom
Twitter: @FairCom_Corp
LinkedIn: www.linkedin.com/company/faircom-corporation
Facebook: @FairComCorporation

redpajama_set_name: RedPajamaCommonCrawl


Today's society is one where it's increasingly common for team members to collaborate from different countries, continents and time zones instead only different rooms in an office. They use a variety of tools to engage in such cross-border collaboration, and G Suite is arguably one of the most common options.
G Suite, which Google designed to help teams stay productive, has features that help people remain in touch from wherever they are, and some of them are especially advantageous for distributed teams.
In May 2018, the General Data Protection Regulation (GDPR) came into effect for all people living in European Union (EU) countries or companies that market to or work with individuals in the EU. It gives EU citizens control over their personal data and how it is used. The GDPR states that relevant data can be stored anywhere in the world as long as the place has data protection and privacy standards equivalent to the GDPR.
Not surprisingly, when companies and individuals began getting ready for the GDPR implementation, they wondered if G Suite is GDPR-compliant. Google confirmed within its terms and conditions that, as long as you agree to the terms of using their Google Cloud, G Suite is a GDPR-compliant product even if your information is on servers outside of the European Union.
Although G Suite is compliant with GDPR despite the physical location of the data, you still may wish to choose a storage region for the data. One common scenario is if your internal requirements necessitate storing data in a particular region. G Suite has a feature that lets you choose the desired storage region.
If you have a G Suite Business, Enterprise or Drive Enterprise account, you can select a data storage location in either the United States or Europe. Moreover, administrative privileges let people choose one data region for the whole company or choose different ones for specific people or teams.
Before assigning a data region for a particular group of people, you need to add an organizational unit. Then, move users to that unit and apply the settings.
From the administrator interface, select Company Profile > Profile. Then, click Show More and Data Regions. Then, you can either select an organizational unit from the area on the left or apply the data region to everyone by choosing your top-level organization.
Choose either No Preference, United States or Europe for your data region depending on the company's needs and the locations of remote team members.
Google advises that the data region you pick may result in increased latency for users that are furthest away from that area. As such, delays may happen when team members from different regions edit documents in real-time or share documents with other colleagues outside of the data region.
If your remote workers often travel internationally, it's worth thinking about how the selected data region could affect their use of G Suite when they are on the road.
Here are four reasons to use G Suite and secure your data with data regions.
Google representatives wrote a blog post that went into more detail about why the data region selection feature provides benefits for companies with remote workers. For example, when the owner of a file moves to another organizational unit, all the corresponding information gets transferred too. Plus, this movement does not impact collaborators' access to the material, which keeps productivity high.
Then, if a new team member joins the organization and starts using G Suite, their data automatically moves to the correct location depending on the policies associated with their organizational unit. That automated aspect frees administrators from engaging in manual tasks that slow down their workflows and the new employee's onboarding process.
There is also a dedicated section in the administrator dashboard that allows authorized parties to keep track of the data transfer as it moves to different data regions. This information gives peace of mind by removing the mystery behind the migration progress and indicates when it is likely to finish. So, if a company superior asks a G Suite administrator to give an update about a specific transfer to a new data region, the administrator can quickly get the information and report back.
When hiring remote workers, some managers are concerned that it'll be harder to control data security and access than if they only hired workers for on-site work. The robust data transfer feature facilitate the process of choosing a data region and simplifying the need to align with company data practices while being mindful of GDPR compliance.
Now that you knowhow G Suite gives you data region choices and is GDPR-compliant, it's time to look at other ways that G Suite supports remote teams by enabling them to work with maximum efficiency. As a start, G Suite integrates with third-party apps, for example, PipelineDeals or draw.io. With draw.io you can securely collaborate on diagrams in context in Google's Cloud office suite. Your data will be stored within your selected data region.
This integration of processes and features via third-party apps lets you work more smoothly than you would when having to log into multiple apps to perform the same tasks. Plus, Google has added the ability to whitelist apps and let administrators see which third-party apps use company data and for what purposes. Administrators can decide only to permit vetted and trusted apps, those that ensure any data they work with is stored within the data region.
Communication can be challenging for remote workers. Team members working across the miles cannot walk across a room or pop their heads into adjoining offices to ask their colleagues questions. However, since G Suite has a host of tools that boost collaboration, such as Hangouts and Docs, it's often easier for people to get simple questions answered or make edits to documents without sending emails first. And you can feel secure that this data stays in your selected region.
When an American retailer called Finish Line started using G Suite, it had more than 14,000 employees and 1,000 locations around the country. Representatives say the move to G Suite reduced emails between executive team members and in-store staff by 90 percent. Plus, in the first year that it used G Suite, Finish Line already had approximately two million files on Google Drive, including nearly 100,000 shared ones.
Built-in Google Apps help people get things done, whether that means managing tasks or shifting information from a departing team member's account to the account of their successor. Since G Suite has such fantastic collaboration tools and allows administrators to exercise appropriate amounts of control over them, teams can accomplish great things despite the distance.
If an organization has remote workers, it likely allows those employees to access material over mobile devices. G Suite developers realized that when it offered mobile management capabilities within the platform.
For example, you can require remote team members to set up passwords and two-factor authentication on their gadgets and even specify the minimum password strength. There are also numerous controls to specify what notifications people see on locked screens or the settings used for specific apps, such as Safari.
Applying the mobile management features is an excellent step to take, especially since remote team members may not ever interact with the IT team face-to-face, but they handle data associated with their companies that could be sensitive.
This overview shows why G Suite is so helpful for companies that depend on remote teams, especially in an era where GDPR is in effect, and other location-based privacy laws are likely on the horizon.
Whether remote workers and their employers have not yet used G Suite, or want to work with new features, the platform is a feature-rich option that will streamline workflows, improve collaboration, and make distance-related obstacles nearly nonexistent.
Kayla Matthews is a professional development and productivity writer, focusing on tech solutions, apps and gadgets.
You can read more posts from Kayla on ProductivitBytes.com or by following Kayla on Twitter.


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Единое помещение камерного типа (сокращённо ЕПКТ) — наиболее строгая изоляция злостных нарушителей установленного порядка отбывания наказания от других категорий осуждённых.  До 1 июля 1997 года законодательством были предусмотрены только ПКТ — структурные подразделения конкретных ИТУ, внутренняя тюрьма колонии. ЕПКТ же является структурным подразделением не отдельного ИТУ, а регионального управления по исполнению наказаний.

История
Первое ЕПКТ создано в 1980 году в Соликамске (Усольский ИТЛ) в качестве эксперимента на базе ТПП (транзитно-пересыльного пункта) того же управления. Среди заключённых оно больше известно под названием «Белый лебедь». В 1988 году приказом министра МВД А. В. Власова подобные учреждения созданы ещё в семи управлениях ГУИН. В программах реорганизации ГУИН 1994 года запланировано создать учреждения этого типа ещё при 18 региональных и лесных УИН.Гнедова, Н. П. Внедрение единых помещений камерного типа в практику деятельности ИУ: вопросы истории / Н. П. Гнедова // Уголовно-исполнительная система: право, экономика, управление. – 2018. – № 5. – С. 36-38. – DOI 10.18572/2072-4438-2018-5-36-38.
Работники МВД объясняют появление ЕПКТ в лесных управлениях тем, что не во всех лесных ИТК хватало помещений для ПКТ. В официальных документах МВД на ЕПКТ возложена следующая задача «изоляции осуждённых, активно оказывающих противодействие администрации ИТУ в обеспечении правопорядка». Между тем, законом для выполнения этой задачи предусмотрены учреждения тюремного типа (крытые). Тем не менее, тюремный режим «осуждённым, активно противодействующим…» назначается по решению суда. Для отправки же в ЕПКТ, которое почти ничем от учреждений тюремного типа не отличается, требуется лишь постановление начальника ИТК. Таким образом, одна из целей ЕПКТ (в первый период их существования до закрепления в УИК РФ 1997 года) — создание для пенитенциарных работников возможностей действовать вне норм закона, без всякого контроля за своими действиями.

За наличие в отдельных камерах горячей воды и относительное соответствие Европейским стандартам ЕПКТ получило среди осужденных прозвище «евро».

Примечания

Ссылки
 УИК
 Краткая характеристика исправительных колоний Российской Федерации
 Перечень всех следственных изоляторов и мест лишения свободы России
 Сайт и форум для зеков и сокамерников
 ФСИН России

Пенитенциарные учреждения

redpajama_set_name: RedPajamaWikipedia


text:
One Tree Hill ( или Холм одинокого дерева) — английская фраза, может означать:

Географические названия
 Холм Одного Дерева или Холм Одинокого Дерева (, маори Maungakiekie) — вулканический пик высотой 182 м в Новой Зеландии, на котором похоронен общественный деятель Джон Логан Кэмпбелл, сын фельдмаршала Джона Кэмбелла. См. статью на английском One Tree Hill (New Zealand).
 One Tree Hill — пригород Окленда (Новая Зеландия), на территории которого находится Холм Одного Дерева.
 One Tree Hill — город в Австралии.

Другое
 One Tree Hill — песня рок-группы U2.
 Холм одного дерева — молодёжный телесериал.
 One Tree Hill — кодовое название Mozilla Firefox версии 0.9.

См. также
 Холм одного дерева (значения)


Theresa May says MPs will have another chance to vote against a no-deal Brexit on 27 February as she seeks to buy more time.
Her statement comes a day earlier than expected as negotiations continue in Brussels and Dublin.
Speaking in the House of Commons on Tuesday, she said if "the Government has not secured a majority in this House in favour of a Withdrawal Agreement, under political declaration, then the Government will on Tuesday the 26th February make a statement and table an amendable motion relating to the statement."
She added "a minister will move that motion on Wednesday 27th February enabling the House to vote on it and on any amendments to it on that day."
ITV News' Political Editor Robert Peston tweeted the day would be a "definitive date for MPs" to force Mrs May "to take a no-deal Brexit off the table."
In an attempt to rally support Mrs May told MPs: "We now all need to hold our nerve to get the changes this House requires and deliver Brexit on time.
"We can honour the result of the referendum."
In response to Mrs May's statement, Labour leader Jeremy Corbyn accused her of "running down the clock" in the hope that MPs will be "blackmailed" by the fear of a no-deal Brexit into supporting "a deeply flawed deal".
Mr Corbyn accused Mrs May of refusing to listen to his alternative deal, involving a permanent customs union membership, a close alignment with the single market and matching EU workplace and environmental protections.
Labour MP Yvette Cooper, Home Affairs Select Committee chairwoman, said a no-deal Brexit would "undermine national security".
She asked whether the Prime Minister would extend negotiations in that scenario, a question Mrs May didn't answer directly.
She instead insisted "the extension of Article 50 is not something which solves the problem" and urged MPs to back her deal.
Brexit Secretary Stephen Barclay said the Government is being "very clear" with European Leaders that a "legally binding" change to the backstop arrangement is required.
Mr Barclay said "Parliament needs to see legally binding change to the backstop. That was the clear message that was set out at the recent vote ... and that is what we have asked for.
"The key issue is that we need to deliver an outcome that is legally binding on the backstop."
The Brexit Secretary added the legal technicalities of Article 50 need to be addressed.
He said the current backstop arrangements under Article 50 are said to be legally temporary, contradicting what the Attorney General has said, which is that it could be indefinite.
The Prime Minister's statement comes ahead of a planned Commons debate on Thursday at the end of which MPs will still get to vote.
However, the vote is unlikely lead to a Government defeat.
On the subject of a permanent Customs Union membership she said it was "one thing" she and Jeremy Corbyn did not agree on.
"I would gently point out that the House has already voted against this," she told the Commons.
"It would allow an independent trade policy for the UK that would allow us to strike our own trade deals around the world, something the Labour party once supported."
Both the Prime Minister and Mr Corbyn have exchanged letters setting out their vision for Brexit.
Talks are continuing between the UK and EU, with Brexit Secretary Steve Barclay and Mrs May's de facto deputy, David Lidington, meeting MEPs in Strasbourg on Tuesday.
Guy Verhofstadt, Brexit Coordinator for the European Parliament, tweeted on Tuesday that despite meeting with the British politicians, he had yet heard of a proposal which could break the deadlock.
Mr Verhofstadt added that Mrs May should start cross-party negotiations.


text:
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Allen, Shirley W.. Report on the Fire Control Training Conference (Fire School) Held at Sugarlands Camp NP-2, Great Smoky Mountains National Park, June 4-6, 1936. Gatlinburg, TN: U.S. Department of the Interior, National Park Service, 1936.
Allen, Patsy. Southern Quilts: A New View - Threshold III by Patsy Allen. The University of Tennessee Libraries Digital Collections: From Pi Beta Phi to Arrowmont, 1990.
Alldredge, Matthew W., Kenneth H. Pollock, Theodore R. Simons, Jaime A. Collazo, and Susan A. Shriner. "Time-of-Detection Method for Estimating Abundance from Point-Count Surveys." Auk 124, no. 2 (2007): 653-664.
Alfrey, Adam H.. The Great Smoky Mountains National Park In Postcard History Series. Charleston, SC: Arcadia Publishing, 2012.
Alford, R.. "Keeping the Great in the Great Smoky Mountains." Appalachian Journal 37, no. 1-2 (2009): 13-14.
Alexander, Bill. Mountain Berry Baskets & Mountain Poetry. rev. ed. B. Alexander, 2004.
Alexander, Bob. "Our Home Was Built Near the Mountain So Wild." Tennessee Connections Summer (1999): 14-15.
Alexander, Charles P.. "Records and Descriptions of North American Crane-Flies (Diptera). Part I. Tipuloidea of the Great Smoky Mountains National Park, Tennessee." American Midland Naturalist 24, no. 3 (1940): 602-644.
Alexander, Bill. "The Forgotten Basket of the Smoky Mountains." Smoky Mountain Historical Society Journal and Newsletter 33, no. 2 (2007): 7-9.
Alexander, Charles P.. "Records and Descriptions of North American Crane-Flies (Diptera) Part II. Tipuloidea of Mountainous Western North Carolina." The American Midland Naturalist 26, no. 2 (1941): 281-319.
Alexander, Tom, and Jane Alexander. Mountain Fever. Asheville, NC: Bright Mountain Books, 1995.
Alex, Nan, Melissa N. Matusevich, and Mel Burton. North Carolina. Children's Press, 2008.
Aldrich, John W., and Phil Goodrum. Breeding Bird Population of a Cove Hardwood Forest in the Great Smoky Mountains In Special Report. Department of the Interior Fish and Wildlife Service, 1946.
Alderson, G. "A Park Service Plan to Bisect Wilderness in the Great Smokies." Sierra Club Bulletin 51, no. 3 (1966): 8-10.
Alderman, Pat. Nancy Ward, Cherokee Chieftainess : Dragging Canoe, Cherokee-Chickamauga War Chief. 2nd ed. Johnson City, TN: Overmountain Press, 1990.
Alderman, John Anthony. Wildflowers of the Blue Ridge Parkway. Chapel Hill, NC: University of North Carolina Press, 1997.
Alderman, Pat. Nancy Ward, Cherokee Chieftainess, Dragging Canoe, Cherokee-Chickamauga War Chief. Johnson City, TN: Overmountain Press, 1978.
Albright, Rodney, and Priscilla Albright. Walks in the Great Smokies. Charlotte, N.C.: East Woods Press, 1979.
Albright, Priscilla, Rodney Albright, and H. C. Brinegar. Hiking Great Smoky Mountains. 3rd ed. Old Saybrook, CT: Globe Pequot Press, 1994.
Albright, Stanley L.. Memorandum from Stanley L. Albright to All Regional Directors on Bear Incident and Managment Action Report for 1981. Washington, D.C.: National Park Service, 1982.
Albright, Priscilla, and Rodney Albright. Walks in the Great Smokies. 2nd ed. Globe Pequot Press, 1990.
Albright, John. Great Smoky Mountains National Park-Master Plan, Historical Input. Gatlinburg, TN: Great Smoky Mountains National Park, 1974.


text:
The Pentium (also referred to as P5, its microarchitecture, or i586) is a fifth generation, 32-bit x86 microprocessor that was introduced by Intel on March 22, 1993, as the very first CPU in the Pentium brand. It was instruction set compatible with the 80486 but was a new and very different microarchitecture design from previous iterations. The P5 Pentium was the first superscalar x86 microarchitecture and the world's first superscalar microprocessor to be in mass productionmeaning it generally executes at least 2 instructions per clock mainly because of a design-first dual integer pipeline design previously thought impossible to implement on a CISC microarchitecture. Additional features include a faster floating-point unit, wider data bus, separate code and data caches, and many other techniques and features to enhance performance and support security, encryption, and multiprocessing, for workstations and servers when compared to the next best previous industry standard processor implementation before it, the Intel 80486.

Considered the fifth main generation in the 8086 compatible line of processors, its implementation and microarchitecture was called P5. As with all new processors from Intel since the Pentium, some new instructions were added to enhance performance for specific types of workloads.

The Pentium was the first Intel x86 to build in robust hardware support for multiprocessing similar to that of large IBM mainframe computers. Intel worked closely with IBM to define this ability and then Intel designed it into the P5 microarchitecture. This new ability was absent in prior x86 generations and x86 copies from competitors.

To realize its greatest potential, compilers had to be optimized to exploit the instruction level parallelism provided by the new superscalar dual pipelines and applications needed to be recompiled. Intel spent substantial effort and resources working with development tool vendors, and major independent software vendor (ISV) and operating system (OS) companies to optimize their products for Pentium before product launch.

In October 1996, the similar Pentium MMX was introduced, complementing the same basic microarchitecture with the MMX instruction set, larger caches, and some other enhancements.

Competitors included the Motorola 68040, Motorola 68060, PowerPC 601, and the SPARC, MIPS, Alpha families, most of which also used a superscalar in-order dual instruction pipeline configuration at some time.

Intel discontinued the P5 Pentium processors (sold as a cheaper product since the release of the Pentium II in 1997) in early 2000 in favor of the Celeron processor, which had also replaced the 80486 brand.

Development
The P5 microarchitecture was designed by the same Santa Clara team which designed the 386 and 486. Design work started in 1989; the team decided to use a superscalar architecture, with on-chip cache, floating-point, and branch prediction. The preliminary design was first successfully simulated in 1990, followed by the laying-out of the design. By this time, the team had several dozen engineers. The design was taped out, or transferred to silicon, in April 1992, at which point beta-testing began. By mid-1992, the P5 team had 200 engineers. Intel at first planned to demonstrate the P5 in June 1992 at the trade show PC Expo, and to formally announce the processor in September 1992, but design problems forced the demo to be cancelled, and the official introduction of the chip was delayed until the spring of 1993.

John H. Crawford, chief architect of the original 386, co-managed the design of the P5, along with Donald Alpert, who managed the architectural team. Dror Avnon managed the design of the FPU. Vinod K. Dham was general manager of the P5 group.

Intel's Larrabee multicore architecture project uses a processor core derived from a P5 core (P54C), augmented by multithreading, 64-bit instructions, and a 16-wide vector processing unit. Intel's low-powered Bonnell microarchitecture employed in early Atom processor cores also uses an in-order dual pipeline similar to P5.

Intel used the Pentium name instead of 80586, because it discovered that numbers cannot be trademarked.

Improvements over the i486
The P5 microarchitecture brings several important advances over the prior i486 architecture.

 Performance:
 Superscalar architecture – The Pentium has two datapaths (pipelines) that allow it to complete two instructions per clock cycle in many cases. The main pipe (U) can handle any instruction, while the other (V) can handle the most common simple instructions. Some reduced instruction set computer (RISC) proponents had argued that the "complicated" x86 instruction set would probably never be implemented by a tightly pipelined microarchitecture, much less by a dual-pipeline design. The 486 and the Pentium demonstrated that this was indeed possible and feasible.
 64-bit external databus doubles the amount of information possible to read or write on each memory access and therefore allows the Pentium to load its code cache faster than the 80486; it also allows faster access and storage of 64-bit and 80-bit x87 FPU data.
 Separation of code and data caches lessens the fetch and operand read/write conflicts compared to the 486. To reduce access time and implementation cost, both of them are 2-way associative, instead of the single 4-way cache of the 486. A related enhancement in the Pentium is the ability to read a contiguous block from the code cache even when it is split between two cache lines (at least 17 bytes in worst case).
 Much faster floating-point unit. Some instructions showed an enormous improvement, most notably FMUL, with up to 15 times higher throughput than in the 80486 FPU. The Pentium is also able to execute a FXCH ST(x) instruction in parallel with an ordinary (arithmetical or load/store) FPU instruction.
 Four-input address adders enables the Pentium to further reduce the address calculation latency compared to the 80486. The Pentium can calculate full addressing modes with segment-base + base-register + scaled register + immediate offset in a single cycle; the 486 has a three-input address adder only, and must therefore divide such calculations between two cycles.
 The microcode can employ both pipelines to enable auto-repeating instructions such as REP MOVSW perform one iteration every clock cycle, while the 80486 needed three clocks per iteration (and the earliest x86 chips significantly more than the 486). Also, optimization of the access to the first microcode words during the decode stages helps in making several frequent instructions execute significantly more quickly, especially in their most common forms and in typical cases. Some examples are (486→Pentium, in clock cycles): CALL (3→1), RET (5→2), shifts/rotates (2–3→1).
 A faster, fully hardware-based multiplier makes instructions such as MUL and IMUL several times faster (and more predictable) than in the 80486; the execution time is reduced from 13 to 42 clock cycles down to 10–11 for 32-bit operands.
 Virtualized interrupt to speed up virtual 8086 mode.
 Branch prediction
 Other features:
 Enhanced debug features with the introduction of the Processor-based debug port (see Pentium Processor Debugging in the Developers Manual, Vol 1).
 Enhanced self-test features like the L1 cache parity check (see Cache Structure in the Developers Manual, Vol 1).
 New instructions: CPUID, CMPXCHG8B, RDTSC, RDMSR, WRMSR, RSM.
 Test registers TR0–TR7 and MOV instructions for access to them were eliminated.
 The later Pentium MMX also added the MMX instruction set, a basic integer single instruction, multiple data (SIMD) instruction set extension marketed for use in multimedia applications. MMX could not be used simultaneously with the x87 FPU instructions because the registers were reused (to allow fast context switches). More important enhancements were the doubling of the instruction and data cache sizes and a few microarchitectural changes for better performance.

The Pentium was designed to execute over 100 million instructions per second (MIPS), and the 75 MHz model was able to reach 126.5 MIPS in certain benchmarks. The Pentium architecture typically offered just under twice the performance of a 486 processor per clock cycle in common benchmarks. The fastest 80486 parts (with slightly improved microarchitecture and 100 MHz operation) were almost as powerful as the first-generation Pentiums, and the AMD Am5x86, which despite its name is actually a 486-class CPU, was roughly equal to the Pentium 75 regarding pure ALU performance.

Errata
The early versions of 60–100 MHz P5 Pentiums had a problem in the floating-point unit that resulted in incorrect (but predictable) results from some division operations. This flaw, discovered in 1994 by professor Thomas Nicely at Lynchburg College, Virginia, became widely known as the Pentium FDIV bug and caused embarrassment for Intel, which created an exchange program to replace the faulty processors.

In 1997, another erratum was discovered that could allow a malicious program to crash a system without any special privileges, the "F00F bug". All P5 series processors were affected and no fixed steppings were ever released, however contemporary operating systems were patched with workarounds to prevent crashes.

Cores and steppings
The Pentium was Intel's primary microprocessor for personal computers during the mid-1990s. The original design was reimplemented in newer processes and new features were added to maintain its competitiveness, and to address specific markets such as portable computers. As a result, there were several variants of the P5 microarchitecture.

P5

The first Pentium microprocessor core was code-named "P5". Its product code was 80501 (80500 for the earliest steppings Q0399). There were two versions, specified to operate at 60 MHz and 66 MHz respectively, using Socket 4. This first implementation of the Pentium used a traditional 5-volt power supply (descended from the usual transistor-transistor logic (TTL) compatibility requirements). It contained 3.1 million transistors and measured 16.7 mm by 17.6 mm for an area of 293.92 mm2. It was fabricated in a 0.8 μm bipolar complementary metal–oxide–semiconductor (BiCMOS) process. The 5-volt design resulted in relatively high energy consumption for its operating frequency when compared to the directly following models.

P54C

The P5 was followed by the P54C (80502) in 1994, with versions specified to operate at 75, 90, or 100 MHz using a 3.3 volt power supply. Marking the switch to Socket 5, this was the first Pentium processor to operate at 3.3 volts, reducing energy consumption, but necessitating voltage regulation on mainboards. As with higher-clocked 486 processors, an internal clock multiplier was employed from here on to let the internal circuitry work at a higher frequency than the external address and data buses, as it is more complicated and cumbersome to increase the external frequency, due to physical constraints. It also allowed two-way multiprocessing, and had an integrated local APIC and new power management features. It contained 3.3 million transistors and measured 163 mm2. It was fabricated in a BiCMOS process which has been described as both 0.5 μm and 0.6 μm due to differing definitions.

P54CQS
The P54C was followed by the P54CQS in early 1995, which operated at 120 MHz. It was fabricated in a 0.35 μm BiCMOS process and was the first commercial microprocessor to be fabricated in a 0.35 μm process. Its transistor count is identical to the P54C and, despite the newer process, it had an identical die area as well. The chip was connected to the package using wire bonding, which only allows connections along the edges of the chip. A smaller chip would have required a redesign of the package, as there is a limit on the length of the wires and the edges of the chip would be further away from the pads on the package. The solution was to keep the chip the same size, retain the existing pad-ring, and only reduce the size of the Pentium's logic circuitry to enable it to achieve higher clock frequencies.

P54CS
The P54CQS was quickly followed by the P54CS, which operated at 133, 150, 166 and 200 MHz, and introduced Socket 7. It contained 3.3 million transistors, measured 90 mm2 and was fabricated in a 0.35 μm BiCMOS process with four levels of interconnect.

P24T

The P24T Pentium OverDrive for 486 systems were released in 1995, which were based on 3.3 V 0.6 μm versions using a 63 or 83 MHz clock. Since these used Socket 2/3, some modifications had to be made to compensate for the 32-bit data bus and slower on-board L2 cache of 486 motherboards. They were therefore equipped with a 32 KB L1 cache (double that of pre-P55C Pentium CPUs).

P55C

The P55C (or 80503) was developed by Intel's Research & Development Center in Haifa, Israel. It was sold as  Pentium with MMX Technology (usually just called Pentium MMX); although it was based on the P5 core, it featured a new set of 57 "MMX" instructions intended to improve performance on multimedia tasks, such as encoding and decoding digital media data. The Pentium MMX line was introduced on October 22, 1996, and released in January 1997.

The new instructions worked on new data types: 64-bit packed vectors of either eight 8-bit integers, four 16-bit integers, two 32-bit integers, or one 64-bit integer. So, for example, the PADDUSB (Packed ADD Unsigned Saturated Byte) instruction adds two vectors, each containing eight 8-bit unsigned integers together, elementwise; each addition that would overflow saturates, yielding 255, the maximal unsigned value that can be represented in a byte. These rather specialized instructions generally require special coding by the programmer for them to be used.

Other changes to the core include a 6-stage pipeline (vs. 5 on P5) with a return stack (first done on Cyrix 6x86) and better parallelism, an improved instruction decoder, 16KB L1 data cache + 16KB L1 instruction cache with Both 4-way associativity (vs. 8KB L1 Data/instruction with 2-way on P5), 4 write buffers that could now be used by either pipeline (vs. one corresponding to each pipeline on P5) and an improved branch predictor taken from the Pentium Pro, with a 512-entry buffer (vs. 256 on P5).

It contained 4.5 million transistors and had an area of 140 mm2. It was fabricated in a 0.28 μm CMOS process with the same metal pitches as the previous 0.35 μm BiCMOS process, so Intel described it as "0.35 μm" because of its similar transistor density. The process has four levels of interconnect.

While the P55C remained compatible with Socket 7, the voltage requirements for powering the chip differ from the standard Socket 7 specifications. Most motherboards manufactured for Socket 7 before the establishment of the P55C standard are not compliant with the dual voltage rail required for proper operation of this CPU (2.8 volt core voltage, 3.3 volt input/output (I/O) voltage). Intel addressed the issue with OverDrive upgrade kits that featured an interposer with its own voltage regulation.

Tillamook
Pentium MMX notebook CPUs used a mobile module that held the CPU. This module was a printed circuit board (PCB) with the CPU directly attached to it in a smaller form factor. The module snapped to the notebook motherboard, and typically a heat spreader was installed and made contact with the module. However, with the 0.25 μm Tillamook Mobile Pentium MMX (named after a city in Oregon), the module also held the 430TX chipset along with the system's 512 KB static random-access memory (SRAM) cache memory.

Models and variants

Competitors
After the introduction of the Pentium, competitors such as NexGen, AMD, Cyrix, and Texas Instruments announced Pentium-compatible processors in 1994. CIO magazine identified NexGen's Nx586 as the first Pentium-compatible CPU, while PC Magazine described the Cyrix 6x86 as the first. These were followed by the AMD K5, which was delayed due to design difficulties. AMD later bought NexGen to help design the AMD K6, and Cyrix was bought by National Semiconductor. Later processors from AMD and Intel retain compatibility with the original Pentium.

List
 AMD K5, AMD K6
 Cyrix 6x86
 WinChip C6
 NexGen Nx586
 Rise mP6

See also
 List of Intel CPU microarchitectures
 List of Intel Pentium processors
 Cache on a stick (COASt), L2 cache modules for Pentium
 IA-32 instruction set architecture (ISA)
 Intel 82497 cache controller

References

External links
 CPU-Collection.de - Intel Pentium images and descriptions
 Plasma Online Intel CPU Identification
 The Pentium Timeline Project The Pentium Timeline Project maps oldest and youngest chip known of every s-spec made. Data are shown in an interactive timeline.

Intel datasheets
 Pentium (P5)
 Pentium (P54)
 Pentium MMX (P55C)
 Mobile Pentium MMX (P55C)
 Mobile Pentium MMX (Tillamook)

Intel manuals
These official manuals provide an overview of the Pentium processor and its features:
 Pentium Processor Family Developer's Manual Pentium Processor (Volume 1) (Intel order number 241428)
 Pentium Processor Family Developer's Manual Volume 2: Instruction Set Reference  (Intel order number 243191)
 Pentium Processor Family Developer's Manual Volume 3: Architecture and Programming Manual (Intel order number 241430)

Computer-related introductions in 1993
Intel x86 microprocessors
Intel microarchitectures
Superscalar microprocessors
32-bit microprocessors
X86 microarchitectures


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Equatorial Guinea coach Esteban Becker said Saturday's controversial 2-1 extra-time win over Tunisia was "almost a miracle".
The host nation were staring at elimination until Hamza Mathlouthi was controversially deemed to have fouled Ivan Bolado in the penalty area deep into second-half stoppage time.
Javier Balboa stepped up and converted the spot-kick, cancelling out Ahmed Akaichi's 70th-minute opener, before Balboa found the back of the net with a stunning 25-yard free-kick 12 minutes into the additional 30.
"Tunisia played very well. They have players who play at a high level, while we only have one who plays in a top division in Europe, and that's Javier Balboa," Becker said afterwards.
"To beat Tunisia is an achievement, almost a miracle.
"Thanks to the players, the people of [Equatorial] Guinea, the people at the federation, their president and of course the president of the Republic."
Tunisia coach Georges Leekens was scathing of the referee following the match as his side crashed out of the tournament.
"In my 15 years as a player and 30 as coach I've never seen anything like it," Leekens told reporters.
"Today's result was forced. The referee made a huge error and we did not deserve that."
And Becker admitted he could understand his counterpart's frustration, having bowed out in such circumstances.
"I understand the Tunisians' anger at having lost, because they had the potential to win by several goals," he added.
"But they didn't do it and in the end the game went our way.
"Everyone will contest a penalty that goes against them. In the last minute, who would not protest? I would have protested too.
"But you still need to score the penalty and luckily we have a specialist in Javier Balboa.
"If we spent all our time scrutinising refereeing, we wouldn't be able to play football anymore.
"It was the team ranked 30th [Tunisia are 22nd] in the world against the 118th, and they couldn't beat us in 120 minutes.
"At the moment I am the happiest man in the world."


text:
93. Remembering Steve Jobs (1955-2011)
... well this feels different
Tushar Nene
[Article first published as Remembering Steve Jobs, 1955-2011 on Blogcritics.]
In my scribblings over the years, I've occasionally taken the pen to Apple on certain topics, namely mobile wars and the iPhone. Make no mistake, though I do from time to time disagree with Apple's tactics and philosophies, you'll notice that I never once said that they made devices that were ever less than excellent. And that's no accident.
Yesterday Steve Jobs, one of the founders and former CEO of Apple passed away after a long battle with pancreatic cancer. With his notorious micromanaging and perfectionist personality, his name was synonymous with "Apple," as people were unable to see the iconic fruit logo without seeing him. It was after all his vision and strategies that put the company on the map as one of the leaders in technology and innovation, and changed the way we live our lives.
Throughout his life, Mr. Jobs' philosophy was one of achieving one's dreams – regardless of how ridiculous or far-reaching they seemed at the time. The kind of ambitions that would invite accusations of insanity if it were any one of us. But fortunately for him, and us, he had the tenacity, need for perfection, outright skill and passion for tech and design to make them all happen. Even as a youth growing up in Cupertino, California, this held true. As a teenager, he had the nerve to call William Hewlett (yes, of Hewlett-Packard) and ask him for computer chips and parts he wanted to use for a school project. Hewlett was convinced, and ended up delivering with the parts Jobs needed, and was impressed enough to offer him a summer job along with them.
That summer job at HP led to a job at Atari in its formative stages, as well as a membership in the Homebrew Computer Club in the late 1970's. This was a collection of computer hobbyists, engineers and other folks who saw infinite promise in the realm of personal computing. This club had members the likes of George Morrow, Jerry Lawson, and of course, Steve Wozniak. The Woz designed a few computer systems just for fun, but Jobs was the one that recognized the potential of his projects – not only for business, but for something that could be used by the masses, not just nerds tinkering with chips. After calling all of Wozniak's family and friends to help, shall we say, he was guided to the right decision, Wozniak ended up leaving HP even though his tinkering was originally just for fun, and Apple Computer was born. Par for the course – Jobs had gotten his way, as he always did, and always would.
Even back then he had a near-supernatural ability to see not only what was coming next, but more specifically what was important. Shown again later in his career in an interview with Playboy magazine in 1985, he said that "The most compelling reason for most people to buy a computer for the home will be to link it to a nationwide communications network. We're just in the beginning stages of what will be a truly remarkable breakthrough for most people–as remarkable as the telephone." 1985. Back when a gigabyte was a thing unheard of, the internet didn't exactly exist, and modem speeds were measured in baud and heard in decibels.
Then came the Apple II, and eventually development of the Lisa, where his time at Xerox PARC would help him drive a system using graphical windows, "files" and "folders," and a mouse-controlled interface. As he found the Lisa project team wasn't ready for that or his demanding management style, he moved over to the Macintosh team. Energized by his passion and style, they took those technology principles and ran with them. As Jobs told Steven Levy in 1983, while the Lisa team did want to make something great, "the Mac people want to do something insanely great." So came the Mac personal computer in 1984, heralded, ironically, by their "1984" Super Bowl Ad. But it didn't sell as well as they anticipated, and Jobs brought in Pepsi's John Sculley to run the show. Sculley almost immediately fired Jobs from his own company.
In retrospect, getting fired might have been the best thing that could happen to Jobs. It allowed him to begin working with George Lucas at a small computer graphics studio called Pixar, leading them to develop successful animated films, ultimately selling to Disney for a shade over $7 billion. Returning to Apple after Pixar was sold, Jobs took the helm at Apple again with a slightly different philosophy. Jobs believed in the merging of art and science to create products that stood out from the rest that consumers craved. With this philosophy he started what would be over a decade of innovative design for consumer goods for Apple, starting with the iPod in 2001, the iPhone in 2007, and finally the iPad in 2010. Of course that is to say nothing of the iTunes service and their massive App Store. Apple has since been one of the top companies in personal computing, and has the same influence, if not more, than IBM and Microsoft on the way we live and do business today.
His fans regard him as nothing short of a God – as a central figure in their lives whom they've never even met. As irritating as it can get sometimes as I hang out in the Android camp, it's a testament to the mark Jobs has left on the world – creating products that people – not just tech nerds but civilians – wanted, no matter what… even if they might not have known they wanted it to begin with. He created the market for modern portable music devices. He created the smartphone market. And most recently, the American tablet craze is all thanks to him. His works not only affected his fans, but fostered fierce competition and helped spur innovation from other companies, in the hopes of matching or beating his product offerings. Touch technology might not have been as ubiquitous as it is today without Apple's iPhone fueling competition in mobile communications.
No one was really trying to make ultra light notebooks until Apple's MacBook Pro and MacBook Air. Countless technologies exist that may not have been invented by Apple, but have the hand of Jobs somewhere in the initial inspiration for those designs. And that's not even getting into entertainment and everything that evolved from Pixar and movies like Toy Story. He helped build the computing industry and would be a face on the Mt. Rushmore of technology if such a thing ever existed, along with faces like Bill Gates and Tim Berners-Lee. As personal computing evolved, so did business and enterprise IT. And on a personal level, the industry he helped create along with other tech giants gave me a hobby as well as a career. And all along the way we were all inspired, even if only from time to time, to "think different."
So for everything, thanks Steve.
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Author and creator of Technical Fowl. IT/Tech hero. Jiu Jitsu brown belt. Enjoying the venn diagram intersection of tech, gaming, business, and politics.
92. App Ninja Sneaks one by Apple with Fake Ninja Turtles Game
94. Hacking, Social Engineering and RSA
Alan Kurtz says:
As a Blogcritics contributor, you may be interested in why BC doesn't get #Occupy. Three weeks into an important social movement, Blogcritics has delivered a shameful total of two #Occupy-related articles. Please check out my blog at http://goo.gl/IDKrG.
Hands-On Review: Lenovo Yoga 9 Leather Edition 2-in-1
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Convention Gaming Tech
PAX East 2018: Liquid-cooled RAM coming soon from ADATA
Nintendo's Satoru Iwata Dies at 55
User Agreements are Long and Boring, but Sometimes EULA Get Rewarded
The "Epic Hack" of Wired's Mat Honan – Social Engineering at Work
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Neshaminy Mall provides residents with access to over 90 retailers, restaurants and entertainment options. Located just minutes from downtown Philadelphia at one of the busiest intersections on the PA Turnpike (I-276), this retail property is easily accessible from Interstate 95 and PA Route 1, which sees a traffic count of 76,000 cars a day.
Anchor stores of Boscov's and AMC join a great mix of specialty retailers including Barnes & Noble, Hollister Co., H&M, Aéropostale, The Children's Place, Express, and Victoria's Secret. Ranked as one of the top 30 theaters in North America, AMC Neshaminy 24 is one of the largest cinemas in the area, and the two popular dining options on site, On the Border and Pizzeria Uno, make this an outstanding family friendly gathering place.


text:
The Von Papen Cabinet () formed the government of Weimar Republic between 1 June 1932 and 17 November 1932.

It countered a motion of no confidence in the Reichstag on 12 september 1932 by dissolving it during the vote on the motion; only DNVP and DVP supported the cabinet in the vote on the motion.

Composition
The Reich cabinet consisted of the following Ministers:

|-
| Vice-Chancellor of the German Reich
| style="text-align:center" colspan=5| Vacant

References

External links

Papen
Papen
Papen
Papen
Cabinet


A THREE DAY MUSIC FESTIVAL FEATURING MUSIC ON 3 STAGES WITH OVER 25 BANDS WITH NO OVERLAPPING SETS, & ON-SITE FOOD, ART, CRAFT BEER VENDING.
WE ALLOW OUTSIDE FOOD AND DRINKS, INCLUDING ALCOHOL FOR THOSE OF AGE. WE ALSO HAVE VENDORS WITH FANTASTIC FOOD, AND A BAR WITH BEER AND WINE.
WE HAVE A CAMP NEAR YOUR CAR SECTION.
WE HAVE SHADED CAMPING IN THE FOREST.
THIS IS AN ALL AGES EVENT. ATTENDEES UNDER 18 YEARS OF AGE MUST BE ACCOMPANIED BY AN ADULT. KIDS 12 AND UNDER ADMITTED FREE OF CHARGE WITH PARENT OR LEGAL GUARDIAN.
SUMMER STOMP is a 2 day Festival featuring live music, camping, on-site food, art, craft beer, vending, & more!


text:
\section*{Acknowledgements}

We would like to thank J.T. Gammel and Alan Bishop for helpful discussions.
SRW acknowledges support from the NSF under
Grant No. DMR-9509945, and from the University of California
through the Campus Laboratory Collaborations Program.
EJ thanks the Swiss National Science Foundation for financial support.
Calculations were performed at the San Diego
Supercomputer Center.

redpajama_set_name: RedPajamaArXiv


Pretty sure the 1st carrier returned to dry dock after a few days of first trial as well.
052Ds do not have slant launchers, 052Cs are no longer in production, 054As have square canisters, and 056/As do not have quad launchers. That newspaper appears to be in Vietnamese, it's likely a Vietnamese warship.
The poem doesn't really provide any info besides saying that it's testing at the beginning of the year. It's supposed to be the second airframe with the new WS-10X engine.
The Tesla battery is designed to replace ~50 liters of gasoline, you'll need like 30 of those to replace a MBT's fuel requirement.
NK is actually getting close to being able use their nukes now, if war is to happen it'll happen soon. I tend to believe it'll happen. China would intervene, but again I wouldn't be sure it'd be to KJU's benefit.
Posturing's success is judged by facts on the ground, guess we'll just have to wait and see if facts on the ground change.
No, that's where the US is strong compared to China. Comprehensive national strength is really all that matters.
How much does the Arjun cost vis-a-vis the T90? The Russians always liked cheaper, easier to manufacture tanks that can be produced and replaced in numbers, does that philosophy fit with the IA?


text:
<?xml version="1.0" encoding="UTF-8"?>

<!--

 This file is part of the Sylius package.

 (c) Paweł Jędrzejewski

 For the full copyright and license information, please view the LICENSE
 file that was distributed with this source code.

-->

<doctrine-mapping xmlns="http://doctrine-project.org/schemas/orm/doctrine-mapping">

    <mapped-superclass name="Sylius\Component\Addressing\Model\Province" table="sylius_province">
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            <unique-constraint columns="country_id,name" />
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        <id name="id" column="id" type="integer">
            <generator strategy="AUTO" />
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        <field name="code" column="code" type="string" unique="true" />
        <field name="name" column="name" type="string" />
        <field name="abbreviation" column="abbreviation" type="string" nullable="true" />

        <many-to-one field="country" target-entity="Sylius\Component\Addressing\Model\CountryInterface" inversed-by="provinces">
            <join-column name="country_id" referenced-column-name="id" nullable="false" />
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</doctrine-mapping>

redpajama_set_name: RedPajamaGithub


I would like to ask all the community members and developers to complete a short OpenIndiana survey form located at https://docs.google.com/forms/d/1k2LNzxQxGdUZ7joL_tI3Aid_fzTGPxSDEAp83PbCmus. This will give us answers to several questions and the information will help us improve OpenIndiana. Completing this form should not take more than 15 minutes and will help us tremendously, so I would like to encourage all people on both lists to participate. The form closes at the end of August 2016.


Dannielle Quinn has been a pastry chef for over 20 years, and has been specialising in fudge since 1997. Their 17 flavours can be purchased in 40g and 80g boxes or if you mean business get a 2kg catering pack.
Order forms can be downloaded from their website, or give them a call.


HABIT: Brightly flowered perennial that blooms early to midsummer. Flowers are dark pink with yellow centers.
CULTURE: Carefree and drought tolerant.
USES: Perennial beds, natural areas, and almost anywhere—it's a great plant.
NOTES: E. purpurea is a lower-blooming variety with larger flowers. E. 'White Swan' is a white-flowering cultivar. Native Texas wildflower that has powerful herbal uses as an immune enhancer.


Fast-rising singer Queen Haizel is entreating all musicians in Central region to come together as one to push central region music forward.
Speaking on Cape Coast-based Okokroko 96.9 FM with Kweku Bee Abrante on Saturday House Fever, the "Ekye" singer revealed no artiste in Central region is better than the others and unity is strength.
"We should find a way to love each other, nobody is better than someone. Everyone has a different craft. We have our unique characteristics and personalities and that makes it even nice. Variety is a spice of life and the sky is big for every star to shine so unity is very important. We have only one or two central region artistes doing magic in Accra but if we are together everyone will get the chance to push forward and it will all be in the name of the region. Everything started from central region so why are we lagging behind. It's high time we all come together and push this agenda. Unity is strength".
Queen Haizel who hails from Central region but based in Accra is currently touring her home region with her new single " Tooli" and the response is very positive.


text:
By Tom Washington	 1st November 2008 10:50 am 3rd November 2015 6:26 pm
The economic slowdown means organisations are looking at ways to cut the cost of health and wellbeing benefits while still caring for their staff, says Tom Washington
Identifying how to provide attractive perks within a budget is an essential skill for any benefits professionals to master when it comes to recruiting and retaining talent, especially if increasing salaries is out of the question.
It pays to invest in health and wellbeing benefits as they go down well with staff, but they also enable employers to tackle fitness and stress levels, thereby improving productivity and reducing sickness absence.
However, in an economic downturn, benefits experts may be asked to keep an even closer eye on costs when it comes to providing competitive health and wellbeing benefits. Steve Desborough, senior consultant at Watson Wyatt, says there has been a change in employers' approach to providing healthcare perks for staff in recent months, with many more now looking for ways of saving money. "Even companies that use consultancy firms are starting to talk about costs rather than simply getting the best value for money," he says.
It will require employers to take an imaginative approach when it comes to providing benefits on a budget, so that when the economic storm has passed staff will still be engaged and motivated, and not disillusioned by any cutbacks they have seen. Richard Halley, head of B2B sales at HSA, explains: "If employers look after employees during difficult times, they should find that commitment paid back later."
Desborough agrees, and adds that providing good health and wellbeing benefits is no small matter. "There is more stress in the workplace, increased pressure on the work-life balance and therefore more onus on employers to provide the right benefits," he says.
According to the Employee Benefits/HSA healthcare research 2008, 89% of employers rank cost as the number one factor when it comes to the decision to purchase healthcare benefits. Iain Laws, account director at consultancy Enrich, says: "Companies are reviewing expenditure that is likely to increase. When you look at health benefits cost increases, they are well above inflation. Employers [that] want to maintain their current benefits provision are either cutting costs or at least trying to prevent further rises."
The price of private medical insurance (PMI) can start at £300 a year per employee, but annual increases have traditionally run ahead of other measures of inflation such as retail prices or earnings. Medical cost inflation shows no sign of slowing and is now running at close to 10% a year. Therefore, employers that offer PMI may face yet more budgeting in the annual task of negotiating premiums and funding levels with insurers.
Removing PMI completely from a benefits package is often not an option, so there are several methods employers can consider to reduce costs. Damian Lenihan, head of client management at Bupa, says: "There are cost-effective ways of providing PMI schemes. It is all about how employers communicate with their staff."
One strategy is to implement a high excess charge. This way, employees must fork out for the first portion of any healthcare costs, a tactic which may also reduce claims. Mike Blake, group compliance director at PMI Health Group, says: "This is a claims control measure that affects premiums and can keep a scheme sustainable."
Another option is to reduce a plan's geographical coverage, restricting where employees can be treated to a shorter list of hospitals. This effectively guarantees each site more patients, giving insurers more bargaining power when it comes to negotiating lower bills.
Alternatively, employers could review how they offer the perk to staff. For example, offering healthcare benefits through a flexible benefits scheme shifts responsibility for future cost increases onto employees.
Changes can also be made to the structure of other benefits such as group income protection schemes. Providing a limited-term policy can reduce the expense, for example.
Helene Gullen, commercial marketing manager at Unum, explains: "While employers want to provide a safety net for their staff, many cannot afford to offer 75% of salary to age 65 [years]. We have seen an increase in the number of [organisations] moving to limited-term benefits, with many employers choosing to limit their payouts to two, three or five years."
However, if an employer is perceived to be reducing the value of an existing scheme, this may not be viewed favourably by staff.
Employers that do not already provide healthcare perks for staff and wish to do so despite being on a budget, could consider offering healthcare cash plans as a cost-effective way of providing employees with cover for everyday healthcare issues. These cost from 75 pence per employee per week.
Halley says there has been a growth in the number of both employer-funded and employee-paid cash plans. "Employers are starting to look for more value for money. When times are tight, they can use the schemes to ensure their budget covers their whole workforce. This is something employees value and can see tangible benefits from on a regular basis," he says.
Although cash plans are not a direct substitute for PMI, they can cover employees' basic healthcare needs. Karl Elliott, marketing director at cash plan provider Engage Mutual, explains: "Whether it is eye tests or physiotherapy, these schemes allow people to get quick, cost-effective treatment and therefore get back to work faster."
Sue Weir, chief executive at Medicash, adds: "If employers want to keep a cap on their costs, cash plans are a way of offering employees genuine value while not incurring a huge percentage increase in payroll costs."
Employers can also offer benefits on a budget that can help tackle stress and other mental health issues.
Lenihan believes that providing an employee assistance programme (EAP) is one way of helping staff through tough times. "There are relatively cheap ways to put EAPs in place. For example, if an organisation is going through a lot of changes it may want to support its employees by providing them with a way to talk about their problems," he says.
Low-cost versions of EAPs or similar counselling services start with simply offering a telephone helpline for staff to call for confidential help and advice. More expensive schemes offer face-to-face counselling sessions, arranged by the provider, in addition to helplines.
Gullen believes EAPs can save money by increasing employee productivity. "An EAP can help staff with tasks such as sourcing childcare or finding nursing homes. This frees up time for employees to get on with their work. It also provides important management information to help justify the cost," she says.
EAPs are increasingly being integrated into other health and wellbeing packages. For example, Unum includes an EAP within its group income protection policy at no extra cost to the employer.
Organisations can also offer a number of budget wellbeing options to help prevent staff from developing certain health problems. Jessica Colling, product director at Vielife, believes this should be a priority. "Prevention is better than cure, and much cheaper for employers," she says.
Providing fresh fruit to stop staff snacking on chocolate and crisps, offering healthy-eating options in the canteen or negotiating discounts on gym membership are all easy, cheap ideas. Colling adds it is not necessary to spend big to see a return on investment. "If employers cannot afford to provide gym membership, simply encouraging staff to do more physical activity is a good start. Ensure staff take lunch breaks and go for walks, and put posters in the lifts to encourage them to take the stairs," she says.
Laws adds: "You have to invest in a prevention programme before you see the results, and often it's the organisations that think most carefully about their budgets that take the most active approach to this."
Healthcare on a budget: top tips
Communicate Make sure employers value and understand the health and wellbeing benefits that are being provided, by communicating them fully.
Limit costs Employers can take steps to curb rising costs of benefits, such as private medical insurance or group income protection, by offering perks through flex, adding higher excess charges in the case of PMI or limiting payment terms.
Prevention Prevention is better than cure and may be cheaper. Working to improve employee health may prove to be more cost effective than paying for perks to support staff when they go off sick.
Be creative There are a number of low-cost options that can be used to boost staff wellbeing.
Case Study: Tameside Metropolitan Borough Council†
Tameside Metropolitan Borough Council introduced a wellbeing strategy seven years ago in a bid to reduce high absence levels among its 9,000 employees.
Mick Forrest, assistant director, people and performance, explains: "We did not want to take the traditional route to handle the problem. We looked at how we could stop employees being off in the first place, and make them feel better about themselves." The council initially launched a pilot engagement programme with approximately 1,000 employees in partnership with Vielife, focusing on hydration. Water bottles were given to staff and drinks stations installed in all rooms to encourage staff to drink water rather than tea or coffee. 'Pee charts' were also installed in toilets to enable staff to gauge how hydrated they were, depending on the colour of their urine.
"The scheme caught peoples' imagination. It was cheap to do and everyone saw the benefit of being more hydrated," says Forrest.
Since the launch, the council has added a number of other cost-effective options to the programme including an urban walks scheme, which suggests short walks for staff to take during the day, free fruit in the office and poster campaigns to encourage the use of stairs rather than the lift.
Forrest adds that the scheme has resulted in a number of advantages for the organisation. "We have seen annual absence levels fall by three days per employee. The benefits pay for themselves," he says.
Case Study: Runnymede Borough Council†
Runnymede Borough Council switched from providing private medical insurance (PMI) to staff who had been with the organisation three years, to a healthcare cash plan for 500 employees after finding the increasing cost of PMI too much to handle.
The council now pays for a cash plan for all employees once they have reached three years' service, at a cost of £15 a month per employee.
David Thomas, personnel manager, says: "The idea was to provide a cost-effective way of helping staff to beat the costs of medical expenses. It [is] also used as part of our recruitment package." He adds that many employees choose to pay for the benefit, provided by HSA, until they become eligible for employer funding. Staff can also top up the scheme to enhance the level of cover or to extend it to their families.
"We believe access to affordable healthcare is of the utmost importance when it comes to supporting the wellbeing of employees. All local councils are having to look at their finances as money is tight," adds Thomas.
Case Study: Royal Mail reduces sickness absence
1st November 2008 1:04 pm 2nd November 2015 11:34 pm
Make sure there are no gaps in group risk cover
Indepth research: flexible benefits in an SME
29th October 2008 12:19 pm 3rd November 2015 6:26 pm
Wessex Water launch VB programme in record time
29th October 2008 2:55 pm 2nd November 2015 10:26 pm


text:
Panic! At The Disco – Pray For The Wicked
09.07.18 | Peyton Bernhardt
Pray For The Wicked
Fueled By Ramen/DCD2
Alternative Pop, Pop
Beyonce, Fall Out Boy, Don Broco
Like music without substance? This is for you!
There is no doubt that Brendon Urie has one of the best ranges and greatest voices in alternative and pop music right now. In fact, I have absolutely no qualms with saying that the newest Panic! At The Disco record, June's 'Pray For The Wicked', is musically one of the most superior albums of 2018; showcasing production capability and orchestral arrangements that outrun contemporary releases by country miles. What downright ruins 'Pray For The Wicked' despite this though is a huge lack of sincerity. All style, no substance. Imagining music being written with this level of skill but then being matched in authenticity brings tears to my eyes, people. As this album could have been so much better.
I mean, how many times can Urie possibly sing about pretty much the same thing and make a three minute song out of it? Take the song 'Old Fashioned', for example. Brendon, mate, didn't you just write a song about reflecting on your own youth like one album ago? Without harping too much on the past, I am quite frankly disappointed that Panic! At The Disco's first album – the hooky, burlesque emo-rock of 2005's 'A Fever You Can't Sweat Out' – contained infinitely better lyrics than their sixth LP. Especially when the band has later said that they didn't even exactly have the best handle on all of the experiences they were writing about at the time (including, um, marriage). Yet they were inspired, and they drew on that with real emotion, and sometimes they were just straight emotional; in the case of the domestic abuse portrait, 'Camisado'. On 'Pray For The Wicked', Urie is ambitious, yes, but it's like he's lost his sense of the gritty real world themes that Panic! have detailed so damn well in the past.
Urie has been a flagship representative for the LGBTQ community, even starting a charity to support more inclusive environments (and more recently speaking about being pansexual: "If a person is great, then a person is great. I just like good people, if your heart's in the right place"). And yet, on this album's eighth song, 'The Overpass', when he namedrops "sketchy girls and lipstick boys", it could not sound more token. Painting a portrait of Chuck Palahniuk's transgender thriller book Invisible Monsters on their first album's track ,'It's Time to Dance', sounded so much realer – and it wasn't even Panic!'s story to tell! There is just no believable thematic conviction to any of this new album, and that's sad given some of Panic!'s amazing previous work.
The entire narrative here, despite sounding theatrical, is actually a rather boring story that hinges on a hedonistic lifestyle of excess and partying ('One of the Drunks', 'Dancing's Not A Crime') and on "making it" in life and in the biz ('High Hopes'). With the exception of the string and piano-driven 'Dying in LA', which details the failure of the lost souls that move to LA with dreams of fame – a concept which Don Broco did so much better on 'Come Out to LA' – it's seemingly all up and no down. And it comes off as so artificial. I'm honestly disgruntled that this issue has not even been acknowledged by a wider community of fans and critics too.
In the non-LA and religion-focused lyrics, Urie deserves congratulations for abandoning his religious beliefs to pursue his own music. But addressing that in a completely impersonal way by merely broadly referencing "the wicked" on the album does not feel like a genuine representation of any personal inner-struggle. And didn't we already get the sinners to stand up with 'Hallelujah' from his last album, anyway? Apart from some broad references to being a member of a group of "borderline kids with a book of disorders", Urie also does not fully acknowledge the past that got Panic! to where they are today, including the band's original members, nor why he supposedly feels so wicked in general these days. There's a communication gap between feeling like a sinner and just kind-of-drinking and kind-of-partying, without referencing any kind of personal growth or history.
Please don't get me wrong, the actual music showcased here is fantastic. 'King of the Clouds' is one of Panic! At The Disco's best moments of recent memory; words falling fast off Urie's tongue and some insanely high notes forming a stunning background to the chorus of a song written about being high. Catchy but uninteresting songs like 'Dancing's Not A Crime' and 'The Overpass' excluded, Urie goes hard on trying to create special pockets in the songs that are unique and exciting (see the pick-up over on 'Roaring 20's'. I dare you to tell me you didn't at least enjoy that). But moments like that are overshadowed by unnecessary, cringeworthy seconds where he fills the time by name dropping Beyonce's 'Lemonade' and "MJ up in the clouds". "I know it sounds awkward", he later adds. And yes, it really, really does.
Panic! At The Disco are one of my favourite bands of all time – I cannot stress that enough to you. The first album that I ever bought was 'A Fever You Can't Sweat Out', and I have a lot of love for his other records. But this particular incarnation of Urie's talent is not my preference at all. In fact, it makes me want to scream. It's like there's a creative blocker to Urie's ability to sing about something real nowadays, as he instead opts for generic words that total the quality of his songs too. You would think his experience in theatre, starring recently on Broadway in Kinky Boots, would encourage him to build more nuance into a narrative that's apparently closer to his heart. Instead, we're still singing about success and parties with Panic! At The Disco in 2018, which wouldn't be a problem except for the fact that it's all we're doing. Count me out until Urie re-injects some actual sincerity back into this music.
1. (Fuck A) Silver Lining
2. Say Amen (Saturday Night)
3. Hey Look Ma, I Made It
4. High Hopes
5. Roaring 20's
6. Dancing's Not A Crime
7. One Of The Drunks
8. The Overpass
9. King Of The Clouds
10. Old Fashioned
11. Dying In LA
'Pray For The Wicked' is out now, for better and for worse.