From major shifts in workforce demographics to organizational restructuring and new technologies, the utilities industry is undergoing intense and serious change.
We examined these factors and others in a recent webinar, 'Are you reinventing your organization to adapt to the speed of the market?', which I co-hosted with PAC Principal analyst Nick Mayes.
In this blog post I'll re-cap our findings and explain how technology can help you cope with the changing face of this industry.
Changes in public attitudes and regulation have left many utilities companies struggling to adapt.
Environmental awareness and public desire for renewable energy is threatening their traditional offerings, for example, meaning they need to encourage customers to use less energy while competing with other utilities firms offering the same product.
There's also increased pressure from regulators for transparency over charges and pricing, which is resulting in high customer churn.
Big players in particular are feeling the effects. EDF Energy and Centrica lost a combined total of 1.75 million customers in 2017.
Transforming core business: refocusing on low carbon sources of energy or offering grid technology or home management systems.
Consolidating: coming together through mergers and acquisitions (M&A). There are several high-profile cases of this in recent years, such as Dominion Energy Inc. buying Scana Corp or Sempra Energy buying Oncor Electric Delivery Co. The number of utilities M&A deals is at a record high – there were 79 in 2017 alone.
Diversifying and disrupting: investing in smaller start-ups or building their own incubators to develop new technology and ways of doing business.
Our 2025 research uncovered some serious success stories for the utilities sector.
It's ahead of other industries when it comes to investing in social enterprise platforms, for example, with 65% of utilities firms doing this already.
As remote working becomes more popular thanks to the growth of the boundary-less workplace, platforms like these will be key to creating the right company culture and an enjoyable employee experience, so utilities firms are already well placed to attract and retain talent.
Another success in utilities is in the application of augmented reality (AR).
There have already been plenty of use cases for this technology, like allowing engineers in the field to overlay complex site diagrams with what they're already looking at.
It's particularly useful for helping senior engineers pass skills on to the next generation, which will be crucial as we enter the multi-generational workplace in 2025.
A great example for utilities companies to emulate is Italy's Enel.
Enel was recently listed among the world's 20 best employers by Forbes magazine thanks to its flexible and smart working practices and its "My Best Failure" initiative. The initiative encourages employees to share negative experiences with their colleagues to promote best practice and safety.
If other utilities firms can succeed in embracing the workplace changes, they will be better placed to overcome issues like high customer churn and increased regulatory pressure to find sustained success in the future.
There's a clear need for utilities firms to revolutionise quickly in order to stay relevant. But our research shows there are a few things preventing that.
82% admit current working hours and practices are not flexible enough (vs 79% in other sectors).
Despite utilities firms doing well in other areas of attraction and retention, this lack of flexibility may prove a serious problem.
The new generation of talent are looking for a career which works with their lifestyle. If utilities companies can't provide this, they will struggle with recruitment – particularly of the very best talent.
Flexibility was a success factor that helped Enel become a Forbes Top 20 employer. And we've seen it empower our own customers. We worked with multinational utility company Centrica to devise a solution for facility-based workers who wanted mobile access to deal with issues on location.
We built a user-centric digital platform to enable 45,000 global employees to collaborate across the company with scalable and flexible services, with mobility at its heart.
Open innovation is another growing challenge for the utilities industry.
Technology is increasingly turning markets into ecosystems, meaning competitors are soon going to become friends. This is going to be a problem for utilities companies, since 78% admit their current workplace tech doesn't help them engage or innovate with external partners.
Cybersecurity is the next big question for the utilities industry. Because utilities are a part of critical national infrastructure and hold valuable data on customers and national energy resources, they're appealing targets for cybercriminals.
But as much as utilities cybersecurity needs to be strong, it also needs to be seamless to ensure employees can still work quickly and efficiently.
This will be a continual process of investment and refinement. It's not a quick fix that can be solved once and for all. Cybersecurity has to develop all the time to stay ahead of cybercriminals.
The utilities industry is changing at an exponential rate, and technology is at the centre of this change.
Utilities companies must avoid the mistakes of the past. The industry doesn't have the best reputation for implementing big change management programmes, which is a valuable lesson.
The golden rule here is to be iterative and base your digital transformation strategy on a good understanding of where your company stands today.
External help will be vital for cybersecurity and creating a compelling employee experience. And while it's clear utilities is an industry in transition, there are a lot of positive signs.
If utilities firms can take hold of the opportunities offered by workplace change, they could prepare themselves to successfully transform, consolidate or diversify.
This will take the industry out of flux and into the future – and it all starts with a digitally enabled workplace.
Watch the Workplace 2025 webinar to find out more.
Interested in learning more about Workplace 2025? Here's how the manufacturing sector is building the workplace of the future.


On behalf of The Silicon Valley Organization (The SVO), I am writing to express our opposition of SB 562. This measure creates a new single-payer government-run, multibillion-dollar health care system financed by an unspecified and undeveloped "revenue plan" which will penalize responsible employers and individuals and result in significant new taxes on all Californians and California businesses.
SB 562 would create a new single-payer government bureaucracy which would control and finance the state's health care system and ultimately result in significant job loss to the state.


Dive Brief: Gateway Development Consortium (GDC), the developer of the $1 billion, 10-year Cross Bayou Point mixed-use opportunity zone project in Shreveport, Louisiana, has selected an architect and contractor to lead the development's design-build team, according to a GDC press release.
GraceHebert Architects, which is based in Baton Rouge, Louisiana, has been in business for more than 50 years and specializes in master planning and programming for commercial, municipal, educational and criminal justice projects. Ozanne Construction is headquartered in Cleveland and has experience with the management of large public-private construction projects.
GraceHebert and Ozanne have had a working relationship since 2008, having rebuilt the Orleans Parish criminal justice facilities in New Orleans together after Hurricane Katrina. GDC officials said the pair have the experience and understanding of the local construction market necessary to guide GDC through Cross Bayou Point's master planning, development and building.
As part of the Cross Bayou Point project, GDC has proposed a new $100 million building that would house state offices; a $200 million criminal justice complex; Cyber Bayou, a "digital ecosystem" with a $45.2 million STEM school, a public-private incubator and space for local universities; the possible conversion of an existing courthouse into a Civil War and civil rights museum; a multiuse sports complex; and 5,000 residential units, divided into 30% affordable, 40% market rate and 30% luxury.
The Cross Bayou Point project is in one of Shreveport's designated opportunity zones, which are economically challenged areas where investors in new development can earn tax breaks. The goal of the program is to create jobs and spark economic growth.
Opportunity zones support a wide variety of projects. New Jersey developer Ron Beit, for instance, built a $150 million Teachers Village in a Newark, New Jersey, opportunity zone, which included 203 affordable apartments — 70% occupied by teachers — along with three schools and 18 retail venues. Since completing that project, Beit has launched an investment fund that will build $700 million worth of similar projects in other opportunity zones.
Another investment group, Hawkins Way Capital, will take advantage of building in an opportunity zone when it constructs a two-brand Marriott hotel in downtown Oakland. The 18-story high-rise will feature a Residence Inn on the lower floors and an AC Hotel on the upper levels. The project will have a total of 286 rooms and should begin construction within the next few months. California construction company Millie and Severson is the general contractor.


text:
Abma Movies
RISHTAY KUCH ADHORAY SE CAST
In response, their father settles Kiran's marriage, her Nikaah to be performed two days later. No plays from either writer have survived, by the beginning of the 2nd century BCE, drama was firmly established in Rome and a guild of writers had been formed. Allama Muhammad Iqbal , the national poet of Pakistan. Problems arise in Arsal's house, when Aaliya's Arsal's sister husband tells Aaliya that she should stop Arsal's marriage as his sister loves him, and if she doesn't do so, he will divorce her. He goes to Gaiti's house where, instead of meeting Gaiti, he asks Kiran whether she would like to live with him as his wife. Stage drawing from a 15th-century vernacular morality play The Castle of Perseverance as found in the Macro Manuscript. Pakistan Institute of Medical Sciences. In response, their father settles Kiran's marriage, her Nikaah to be performed two days later.
Initially a dominion, Pakistan adopted a constitution in , becoming an Islamic republic, an ethnic civil war in resulted in the secession of East Pakistan as the new country of Bangladesh. Because of Urdus similarity to Hindi, speakers of the two languages can understand one another if both sides refrain from using specialized vocabulary. Soon, Arsal's daadi, who thinks that Kiran is trying to steal Arsal away from Gaiti, tells Gaiti's and Kiran's father that he should keep Kiran away from their house. It is the language and lingua franca of Pakistan. Problems arise in Arsal's house, when Aaliya's Arsal's sister husband tells Aaliya that she should stop Arsal's marriage as his sister loves him, and if she doesn't do so, he will divorce her. Contents Plot Cast References. Finally understanding that she ruined both her daughters' lives just to save herself from her husband, Gaiti and Kiran's mother is guilt-ridden and commits suicide by shooting herself, leaving her husband and both her daughters devastated. A drunk Arsal, frustrated and hurt from Gaiti's constant indifference, rapes Gaiti.
This leads to a series of misunderstandings between the two sisters and their mother, with them all blaming each other for such a turn of events. Arsal is distraught as he cannot decide whether he should accept Kiran, his wife, or Gaiti, whose life will be ruined if he leaves her. Use Pakistani English from June All Wikipedia articles written in Pakistani English Use dmy dates from June Pages using infobox television with editor parameter Articles needing additional references from June All articles needing additional references.
AMMAR CHALAK SERIES
Ancient Greek comedy is traditionally divided between old comedy, middle comedy and new comedy, following the expansion of the Roman Republic into several Greek territories between — BCE, Rome encountered Greek drama.
In response, their father settles Kiran's marriage, her Nikaah to be performed two days later.
Yumna Zaidi – Wikipedia
Urdu — Urdu is a persianized standard register of the Hindustani language. Her on-screen chemisty with Ali was praised by viewers and earned her nomination of Best on-screen couple at Hum Awards. Rishtay Kuch Adhooray Se. Updated on Mar 02, Zaidi is widely active in media and appeared in talkshows often.
When Pakistan gained independence inthe port city of Karachi was its first national capital. Colley Cibber as the extravagant and affected Lord Foppington, "brutal, evil, and smart", in Vanbrugh's The Relapse Badshahi MosqueLahore. Retrieved February 3, The city is known for the presence of several parks and forests, including the Margalla Hills National Park, the city is home several landmarks, including the Faisal Mosque, the largest mosque in South Asia and the fourth largest in the world.
They all reach Gaiti's house for the Nikaah. Gaiti's rukhsati happens and she comes to live at Arsal's house. It is directed by Farooq Rind and written by Nadia Akhter. Finally understanding that she ruined both her daughters' lives just to save herself from her husband, Gaiti and Kiran's mother is guilt-ridden and commits suicide by shooting herself, leaving her husband and both her daughters devastated.
Arsal leaves the city hoping to allow kucn sisters to move on. Their father is an extremely strict man who constantly insults his wife and blames her for everything that goes wrong, even when it is not in her control. Meanwhile, Kiran finds axhoray that she is the one actually married to Arsal, and begins to create a rift between the two so she can claim her rights as his wife. Hum Awards has revealed their viewers choice nominations list".
INTERKOSMOS FILM 1987
Their father hears all of this and finally knows the truth, but he leaves quietly without talking to any of them. Upon hearing that Rahat Fateh Ali Khan is coming to the city, Gaiti goes to audition for him, despite her mother requesting her multiple times not to do so. Western drama originates in classical Greece, the theatrical culture of the city-state of Athens produced three genres of drama, tragedy, comedy, and the satyr play.
Kitni Girhain Baaki Hain. A critic from The News International praised her saying, "With fewer dialogues and a tough subject at hand, Yumna pulled off her role effortlessly, making it believable from beginning till the end".
From the 13th century until the end of the 18th century Urdu was commonly known as Hindi, the language was also known by various other names such as Hindavi and Dehlavi. A drunk Arsal, frustrated and hurt from Gaiti's constant indifference, rapes Gaiti. Karachi is also Pakistans most cosmopolitan city, though the Karachi region has been inhabited for millennia, the city was founded as a village named Kolachi that was established as a fortified settlement in Their father hears all of this and finally knows the truth, but he leaves quietly without talking to any of them.
Islamabad — Islamabad is the capital city of Pakistan located within the federal Islamabad Capital Territory.
Rishtay Kuch Adhooray Say Cast and Characters | TV Guide
Views Read View source View history. Through a letter that Kiran wrote and accidentally left at Arsal's house, Arsal finds out the truth about his Nikaah. June Learn how and when caet remove this template message.
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redpajama_set_name: RedPajamaCommonCrawl


There's a monster in Nicki's house. He eats her bed, then her room, and her parents too. When the monster finally threatens to eat Nicki's very thoughts, she decides to confront him. With the help of a sly cat named Pharpar, Nicki joins a gang of traveling performers and discovers a way to turn her fears into amazing feats of imagination. A flying horse, a unicycling bear and world-class juggling make Nicki's circus show a wildly fun and fantastical event.


text:
Гандини — фамилия.

Известные носители:

 Гандини, Марчелло (род. 1938) — итальянский автомобильный дизайнер.
 Гандини, Франческо (1723—?) — итальянский художник и гравёр.
 Гандини, Херардо (1936—2013) — аргентинский композитор, пианист, дирижёр, музыкальный педагог.

redpajama_set_name: RedPajamaWikipedia


text:
Q: In R, why is there awkward output in the legend when I am using paste() instead of c() in addition to pretty10exp()? I'm trying to make the legend of this plot pretty, so I need there the be an actual superscript, which is why I am using the pretty10exp() function from the sfsmisc library. It works when I use the c() function.
However, I am also trying to keep the string and the scientific notation number on the same line. The legend() is broken into two lines, which I think is due to c(). I thought I could use paste(), but for some reason the output is now incorrect.
plot(1:12)
pVal <- 4
legend("topright", legend = c("P value:", sfsmisc::pretty10exp(pVal)), cex = 1.5)

legend("topright", legend = paste("P value:", sfsmisc::pretty10exp(pVal)), cex = 1.5)

pVal being an arbitrary number represented in scientific notation. The second line results in output like this: "P value: (significand) %*% 10^-4". The first line also doesn't give me what I want. How can I fix this problem?

A: pretty10exp returns an expression which allows it to use the ?plotmath features for making nice looking numbers. When working with expressions, you can't just paste values in like strings. You need to manipulate them with a special set of functions. One such function is substitute. You can do
plot(1:12)
pVal <- 4
legend("topright", cex = 1.5,
    legend = substitute("P value: "*x, list(x=sfsmisc::pretty10exp(pVal)[[1]])) )

We use substitute() to take the value contained in the expression from pretty10exp and prefix it with the label you want. (We use * to concatenate rather than paste() since plotmath allows it)

A: This is what I would do:
fun <- function(text, pVal) {
  y <- floor(log10(pVal))
  x <- pVal / 10^y
  bquote(.(text)*":" ~ .(x) %.% 10 ^ .(y))
}

plot.new()
text(0.5,0.7,fun("P value", 0.4))
text(0.5, 0.3, fun("P value", signif(1/pi, 1)))

No package is needed.

redpajama_set_name: RedPajamaStackExchange


inhabitants of Fivizzano, hearing of the advance of two hundred Modenese soldiers from Galilean° to take possession of their town, rang the tocsin, and turned out en masse to repel them. The Modenese retired.
Austria seems less than ever disposed to evacuate Ferrara: an order has been issued from Vienna for rendering the barracks in Ferrara more habit- able, and for supplying further military stores.
The Diet of the United Kingdom of Croatia, Eselavonia, and Dalma- tia, has unanimously resolved that the language of those countries should henceforward be the official language, except as regards diplomatic and judicial relations with Hungary; in which Latin will continue to be used. This had occasioned great joy at Agrani.
All the accounts respecting the vintage received in Paris, up to Thursday, represented it as near its close, and the most abundant on record. In most of the provinces the produce was treble, in many sixfold, that of last year. The recurrence of fine weather has wonderfully improved the grapes; and the vintage will be at least of average quality. Precisely similar accounts have been received from the cider countries.
A month's magnificent weather was succeeded in Paris, on Tuesday, by a dense cold fog.
The Duchesse d'Aumale and her son, the Prince de Conde, left St. Cloud on Wednesday, to join the Duke in Algeria.
The Journal des Debats, in referenceto the recent news from Hag-kong, predicts that "China will be conquered by England, and after the con- quest it will be more easy to govern than India."


Melody Tiemann received her BFA from Texas State University-San Marcos and her MFA from The University of Mississippi. She is an Associate Professor of Art at Alabama A&M University teaching ceramics and foundation art courses. Previously, she was an Assistant Professor at Mississippi Valley State University and Artist-in-residence, clay, at The Appalachian Center for Craft. Her specialization is ceramics, both sculpture and pottery.
2012 Monroe, David. "Community of Clay." The Greenwood Commonwealth 23 Feb. 2012, Profile 2012 ed.: 76-78. Print.


text:
package hubcat

import com.ning.http.client.AsyncHandler
import dispatch._, dispatch.Defaults._
import scala.concurrent.Future

object Client {
  type Handler[T] = AsyncHandler[T]
  val Agent = "Hubcat/%s" format BuildInfo.version
  trait Completion {
    def apply[T](handler: Client.Handler[T]): Future[T]
  }
}

abstract class Requests(credentials: Credentials, http: Http = Http)
  extends DefaultHosts {
  def request[T](req: Req)(handler: Client.Handler[T]): Future[T] =
    http(credentials.sign(req) <:< Map("User-Agent" -> Client.Agent) > handler)
  def complete(req: Req): Client.Completion = new Client.Completion {
    override def apply[T](handler: Client.Handler[T]) =
      request(req)(handler)
  }
}

case class Client(token: String, http: Http = Http)
   extends Requests(OAuth2(token), http)
      with Gists
      with Issues
      with Markdown
      with Searching
      with Repositories {
  override def toString() = "%s(%s)".format(getClass.getSimpleName, "*" * token.size)
}

/** Client used for obtaining oauth authorization */
case class AuthorizationClient(user: String, pass: String, http: Http = Http)
   extends Requests(BasicAuth(user, pass), http)
      with Authorizations {
  override def toString() = "%s(%s,%s)".format(getClass.getSimpleName, user,"*" * pass.size)
}

redpajama_set_name: RedPajamaGithub


Raise a glass to toast the first Saturday in May (or anything, really) with this print of an original watercolor and gouache painting. Perfect for a bourbon-lover, Derby-lover, or anyone with great taste ;) 8x10.
Printed on high-quality acid-free Archival Matte paper, it comes unframed in a protective plastic sleeve with a backing board. It is shipped flat in a rigid mailer.


Your company has been acquired, what should you do !
If this is the first time you are involved in one, it is a feeling of FUD (Fear, Uncertainty, Doubt); what will happen next ? Will the acquirer dictate their will or take rational or unilateral decisions ? Culturally we are so different; how will we work together ? There are so many parallel roles between the two companies, what will happen to the combined team ? What will be the future of my team ? What will happen to me ? They talked about synergies ! If you have been in an acquisition before, you think you know what will happen.
If you are an acquiring company, the feeling is similar to having won a war even if you were not on the field playing an active role and came to know of the event from an internal announcement or the newspapers; by association you believe that you now have the ability to change the destiny of the acquired group. You have already started thinking about the extended team, the tasks that lie ahead in integrating their systems. As the dominant partner you want to get them to your level, irrespective of comparative benefits.
A. The CIO was a leader in his own right having grown through the ranks over the years; his projects were well regarded and awarded by the industry, one becoming a case study in a premier B-school. He met the CEO and CIO of the big brother, sharing information and providing a view of their journey and success, though on a smaller scale. His confidence and positive approach ensured that he had a role in the new entity even before the integration process actually began. He became a critical part of the integration team. His team was not that fortunate, most did not make the grade.
B. In another case, from the outside the deal did not appear to make any sense; the companies were fierce competitors in a crowded but growing market. Barring a few differences and branding, they operated in exactly the same space; acquisition added to scale but did not complement each other. When the integration started, both teams knew that the commonness will be a bane for many; but then the technologies even though being the same delivered very different results to the respective companies. The debate continued almost forever and as a result many left for greener pastures.
C. Just before the announcement became public, the CIO had quit leaving a leadership vacuum at the targeted company. The acquirer known for ruthlessness and sharp business acumen created – what else – FUD within the team. The deal ran into roadblocks dragging for a long time and market rumor continued to fuel doubts on future strategy. When it did get started, heads rolled quickly, especially cruel from the top downwards. Remnants of IT leadership was not seen competent enough to manage the combined entity; they hired from outside !
Is there a magic formula that can help you survive or become the leader for the combined entity ? Or should you start actively seeking opportunities outside immediately after the announcement ? In most cases the tilt of balance is based on criticality of the role in the merged organization; if your exit were to create significant business disruption, then you will be retained for sure. If you are a high professional and add value to the enterprise, stay if the terms are good for you; it would not be difficult for you to find alternatives.
In the rest of the cases and I am not counting the politically savvy who survive in all kinds of situations, put your best foot forward and be prepared for the worst. Have an open conversation with your new manager to understand the new role being offered; warning: it may not be as juicy as your earlier one. If you decide to part ways, whatever happens, don't burn bridges; it will come back and bite you sooner or later. Help your team as a friend and coach, give them the advice and solace required in difficult times, keep them cohesive.
Finally if you are the decision maker, be candid and kind, it's a small world after all.
For many years there have been predictions that with changing technology and business landscape, the CIO role will disappear. Triggers were real and imaginary – evolving or disruptive technology, shift in organization dynamics as a result of external environmental and economic factors – everyone loved to bash up the CIO and predicated extinction of the role. The hypothesis became a favorite topic of discussion in every CIO and technology conference; CIOs attempted to defend themselves and then decided to ignore the doomsayers.
The existence of the role can be traced to the turn of the century which demonstrates its recent nature. The first CIOs evolved from engineering and technology foundation which became a perceived disadvantage for many since they lacked the social skills and finesse of other longer tenured CXOs. This did not deter some who with their excellence created business outcomes that the industry recognized; they became the stars which others wanted to emulate; after all who does not want to be successful and showered with adulation ?
Fast forward to current times, yet another buzz and hype has analysts talking about why the CIO should move on to becoming the Chief Digital Officer or become extinct. Micro-specializing the role to a technology or trend seems to be the avenue to create a scare; forgetting the current complexity and nature of the beast being managed to keep the business chugging along, growing the company with stable and mature IT systems acquired over a period of time. CIOs have taken this in their stride by hiring experts from the outside.
Finding greener pastures in lateral moves, some CIOs decided to branch off into Human Resources, Supply Chain, Operations, Corporate Social Responsibility, at times as dual responsibilities. There has also been a handful who made it to the big corner office as the CEO of not just IT companies, but even large enterprises where they had spent time as CIO. The surprise however has been that CIOs from the first batch now crossing over the half way mark – age of 50+ sounds a bit old – beginning to seek an alternative calling in life.
· I want to be a Coach ! I love interacting with people and helping them be successful; the training that I acquired over the years has prepared me to be a certified Coach & Mentor.
· I would love to help startups to achieve their growth with better products that someone will buy; most of them have struggled to create a connect with enterprise use cases.
· My life went by in a whirlwind; I want to catch up with my life and family before it is too late. I want to enjoy my life pursuing my passions for which I had no time in my work life.
· Having been a CIO for more than 25-30 years, I have been working in automatic mode; the challenges of the role are no longer enough to stimulate me. I want to do something different.
Many of my peers from the industry were getting restless and wanted to get off the treadmill. The lure of fame, power, money, stock options, was not enough to keep them interested in their mundane and at times frustrating roles. Their self-actualization needs were getting starved and for most it was a matter of time or a trigger that made them take the plunge. In almost every case, the first reactions from the industry was: OMG ! What happened ? Did something go wrong ? Why did he leave without any options ?
They had set a good teams in place, working in harmony aligned to optimized processes that ensured minimal disruption with their departure. Everything continued to work as before though in a few company's new initiatives and discussions around technology led disruption fell silent. The wheels of the enterprise continued to move on their own until the momentum began to slow down in the absence of the energy that the CIO brought to the table. Many companies decided to continue the journey while leaving the position vacant.
What will be the short and long-term impact of this decision ? None of the analysts, academicians, or the opinionated have ever attempted to answer this question. If the CIO has thought it through, s/he would have prepared the next line to scale up to fill the void; that limits the impact to short-term. Enterprises with checkered history of IT use and adoption have attempted to park the role with another CXO with a view that leadership in IT is unimportant. This is where I believe the adverse effects will be felt for a long time.
What do you do when post negotiation the offer is declined ?
Business teams wanted the solution badly as it gave them a capability that none of the competitors had. So they worked with the CIO to conduct a thorough analysis of the options available along with validation from an independent IT consultant who had no bias towards any solution provider. The final conclusion was no different from what the business had intuitively arrived at on their own. The excitement was palpable and everyone waited for the budgets to be defined and approved to get started with what would be a project of a lifetime.
The business head along worked along with the CIO to prepare a business case for implementation that was put forward for review by the Executive Management. Discussions turned into debate and ended with clarifications sought from the team on choice of technology and associated investment. Patiently the CIO, vendor, and the business head addressed all open issues to be given an approval of a much reduced budget to get started with. It was a stretch and a difficult ask; everyone knew that but decided to give it a shot.
The negotiation started in earnest with local vendor team who threw up their hands escalating to the regional office; the regional limit did not allow for the expectation from the customer. The local team did not give up as it was a high profile customer and the CIO had brought significant transformation; they knew if they won the business it would be a high visibility win. The defined scope was large and by virtue of this the order value even at a high discount would be worth the effort. So the negotiation was pushed to the global headquarters to manage.
Head of Global Sales arrived at the customer office to close the deal. He was hopeful that he should be able to close in a couple of days. Back and forth it went tugging from one end to the other each waiting for the other to bend, none willing to yield ground. He realized that the customer knew their position and were willing to wait it out to get what they wanted. In a typical world it was a huge discount which they had not done for a long time now. The war of wills had the business head pushing for closure citing business value loss with the delay.
With the Purchase head reporting to the CFO who was unwilling to come down from his high stance it appeared that there was no way out. The CIO was cognizant of the fact that there was business value to be captured which was well articulated and presented by the business head. He called the vendor CEO giving them an opening to break the deadlock and suggested the same to the CFO. The customer and vendor accepted the solution and everyone sighed with relief and shook hands bringing to an end the long drawn battle.
Everyone shook hands and the approval process was to complete in the next few weeks to get the Purchase Order released. Timelines were agreed to on the start of the project, resources were to be allotted from the global talent pool. Life unfortunately does not always play fair. With a twist in the story, in the elapsed time dynamics had changed; the Company had just finished the annual budgeting cycle and the project was about to spill over to the next year. The Executive Committee suggested a review of pending projects.
Left hand unaware of what right hand was doing ? Or did the project become a victim of circumstances ? Was it communication gap between the Executive Committee and the stakeholders ? The Business head was present in the meetings that discussed the company's results and priorities. Or was it just a case of lackadaisical attitude from the Finance and Purchase team that left the Vendor, Business and IT high and dry ? Can Internal politics drive the investment agenda ? So what caused the project to be abandoned after the long drawn negotiation ?
The vendor did not know how to react to the situation which had taken huge time, effort and resources that now came to a naught. They received curt messages from the Company on the deferment; the vendor CEO reached out to his ally the business head and the CIO. Reality was indeed perplexing and to some extent juvenile with one person's ego becoming larger than life. Vendors abandoned their quest for business from the company rather than be subject to similar treatment arbitrarily that lacked basic professionalism.
The company is slowly rolling back into the past !


text:
Air Freshener Can Appears to Show a Naked Man
If you think we're too sensitive in 2022, just look at the outrage created by a can of air freshener back in the 90s.
Twitter Flashback Captures a Very Young Peyton and Cooper Manning
Before Omaha, before the Tracy Porter pick-six, before the Manningcast, this is how Louisiana's first family of football looked and played.
What Was the First Kind of Car Given Away on The Price is Right?
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Profile of Jessica Davis
Senior Editor, Enterprise Apps
News & Commentary Posts: 607
Jessica Davis has spent a career covering the intersection of business and technology at titles including IDG's Infoworld, Ziff Davis Enterprise's eWeek and Channel Insider, and Penton Technology's MSPmentor. She's passionate about the practical use of business intelligence, predictive analytics, and big data for smarter business and a better world. In her spare time she enjoys playing Minecraft and other video games with her sons. She's also a student and performer of improvisational comedy. Follow her on Twitter: @jessicadavis.
Articles by Jessica Davis
posted in November 2016
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HelloFresh Moves Analytics To Hadoop
HelloFresh, one of the popular new fresh meal delivery services, was outgrowing its home-grown business intelligence system. To meet the needs of its growing business and data volumes, the company moved to MapR's Hadoop.
Consumer Reports Finds Middle Ground Between Cloud And On-Premises
Consumer Reports runs its back-end accounting on Oracle E-Business Suite, but has found a way to get all the benefits of cloud computing while keeping control over the upgrade cycle afforded by on-premises solutions. Here's how they did it.
ADP Tech Exec: Combining IT With R&D
When businesses deliver products and services via the cloud, the IT department and the product team become inseparable. That's why ADP combined its infrastructure and R&D teams under a single tech executive. Here, he talks about the organization and projects currently underway.
The Technology Economy Shuffles The C-Suite
Chief Data 0fficers have been on the rise in enterprise organizations for the past few years. Do they belong in the IT organization, or should they have their own organization?
10 Tech Jobs Set For Big Pay Raises In 2017
Big data, security, and developer jobs are expected to get salary boosts in the coming year, according to Robert Half's 2017 Technology & IT Salary Guide. Here's a look at 10 hot jobs to watch.
Chief Data Officers: More Report To CEO Than CIO
A Gartner survey of chief data officers found that 30% of them are now reporting to the CEO. Also, many companies are creating a new Office of the CDO with its own staff, budget, and responsibilities separate from IT.
Trump's Election: Poll Failures Hold Data Lessons For IT
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clock 3m • David Moin
SATISFYING THE URGE FOR FOOD AND FURNISHINGS
Byline: Lynne Richardson
DALLAS -- Dallas's reputation as a shopping mecca extends beyond fashion to home furnishings.
The corner of Travis Street and Knox has...
DALLAS — Dallas's reputation as a shopping mecca extends beyond fashion to home furnishings.
The corner of Travis Street and Knox has for years been the hot spot for such stores. But the small, independent retailer of linens, appliances or household goods has been replaced in recent years by larger, upscale, nationally known stores such as Pottery Barn and Restoration Hardware.
The accessible location — just minutes from downtown on Central Expressway — and the appeal of the area, with numerous new apartment buildings, have attracted custom-furnishers Expression, garden suppliers Smith & Hawkin and the new Laura Ashley-Home, which is displaying fall-hued merchandise in the entire store.
But even these relatively large stores are due to be dwarfed by a 37,000-square-foot Crate & Barrel opening this week. The architecturally impressive building, on a former supermarket site, will house furniture, housewares and accessories, and will replace the existing store at NorthPark Center, which closed Sept. 23.
Shopping and dining have always been complementary, and the Travis/Knox area has an abundance of eateries, from the basic Tex-Mex of Chili's, Chuy's and On the Border to Hoffbrau Steaks and upscale dining at Adelmo's and L'Ancestral.
Among the most popular spots is Cafe Madrid, a tapas and wine bar that has drawn crowds for years. Open only in the evening, Cafe Madrid is unpretentious and verging on grungy, and attracts an eclectic crowd of chic uptowners, college students and soccer fans, whose response to the televised games can become raucous. The disparate habitues can all agree, however, on the tastiness of the tapas selections and the excellence of the wines. Whether by the glass ($2.50-$6.50) or the bottle ($10-$63), the accent is on the wine.
The informative wine list is almost a geography lesson; each of a dozen pages is devoted to a region of Spain, map included, and the characteristics of the wines are described. The classic La Rioja wines, the cafe's most popular, take up two pages. Bottle prices range from a $15 Monticello Cumbrero Crianza '91 to the $20 Bodegas Breton or Lorinon Blanc to Gran Reservas and reach $50 for the Cune Imperial '86. Bottles are also available to go.
The novelty of tapas — small food plates originally designed to tide one over until a late dinner, in the Mediterranean fashion — would have faded long ago if Cafe Madrid's food wasn't so tasty. For those who have felt daunted by the sight of an overloaded plate, or whose willpower is weak, the delight of small amounts cannot be overestimated. Add to that the camaraderie of sharing multiple dishes among a table of friends, and it's no wonder tapas are popular.
Cafe Madrid's selections are authentic, interesting and, like the wine, quite reasonably priced, at $1.95 to $5.75. Marinated or stuffed olives, bread and cheeses are a good basis for a table that is soon groaning with platters, as everyone chooses a dish. Fried calamari, shrimp in garlic, octopus vinaigrette, roasted bell peppers — the menu is 30 items long, and there were no disappointments among the eight dishes tried. In fact, three were requested again and nothing was left but olive-oil-smeared plates and a few crumbs.
Across the street from Cafe Madrid, in the pedestrian shopping area called Travis Walk, Ziziki's continues the Southern European trend, serving Greek and Italian food to a lively clientele, many of whom are also patrons of the tapas bar.
Ziziki's is a Mediterranean bistro, but smarter than most, with an elegant decor and unusual layout. The main dining room is connected by a brass awning-covered patio out front to the adjoining, smaller dining room, used for private parties or overflow crowds. And the crowds do come. Open for lunch and dinner, this spot is popular for business lunches and group dinners; there is an occasional wait for a table on weekends.
The house specialty is Greek cuisine, and the lamb dishes are exceptional. The wine list is extensive and holds some Greek wines, such as a mellow Domestica ($4.50 a glass) and the genuine Retsina ($5.50), not for the fainthearted.
Salads and sandwiches ($5.95-$9.95) are fulsome, and plenty for lunch. Entree portions are also good-sized and reasonably priced. Chicken and mushroom fettuccini ($8.95) is rich, tender and aromatic with Greek herbs. The spanakopita, available as a starter or entree, has light, fluffy filo dough and a creamy spinach and feta cheese filling, which harbors an unexpected spiciness. Only one special is offered each night and the small menu keeps the standards consistent, according to owners Costa Arabatzis and Mary Cloutier.
The owners have melded their respective skills as restaurateur and designer to create another dining experience on the upper level of Travis Walk. Tarazza is billed as a Pacific Rim restaurant, but the decor eschews the cool, sparse style of the Orient for warm and welcoming tones of ocher and gold.
The food, however, has more elements of the Pacific, with coconut shrimp soup ($6.50); polenta-crusted sea scallops in ginger ($19.95), and beef and prawn sakurai, which is marinated tenderloin, crusted with pepper and pine nuts ($22.95). The top-rated appetizer is marinated sweet prawns on a bed of Napa cabbage and sprouts, topped with crawfish vinaigrette ($9.95).
But since this is the South, pork is popular. Here, a tenderloin is given "Texawalian" treatment, with ginger, green onion and toasted coconut. The result is delicious, and the pan gravy and mashed potatoes were "real good."
Tarazza's clientele can support the higher-priced menu, and business is building since the opening (for dinner only) just eight months ago. Still, reservations are easy to come by. The excellent service is low-key and unobtrusive, which would also describe the superb piano-playing of David Williams, who adds to the comfortable ambience. The attractive bar also has a lounge area — with deep leather chairs for the non-bar-stool types — adjoining the dining area. The patio off the bar could become popular as a drinking spot, especially if the music could be heard out there.
The balcony patio at Tarazza affords an overview of the ambling street scene on Travis, including the front-porch diners of Cafe Madrid across the street, who can in turn survey the Travis Walk denizens.
Only half a block away is the household-furnishings cornucopia of Knox. The tired shoppers have no need to go home for supper; they can choose any one of the local eateries to argue about whether their new couch will fit in the den, or if the new dinner service they just bought is really nicer than the plates in front of them.


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Home Actresses Debra Winger Biography, Net Worth, Husband and Family Facts
Debra Winger Biography, Net Worth, Husband and Family Facts
If there ever was such a category at awards for the best actors and actresses that you may never have heard of, Debra Winger will have a cabinet full of accolades. The 5 feet 4-inch-tall actress had a stellar acting career in the 1980s and was nominated for various categories at different award shows, including the Golden Globes, BAFTA, and Academy Awards, but, however, was never able to win any of them.
Debra Winger was born Debra Lynn Winger to Robert and Ruth Winger on the 16th of May, 1955 in Cleveland Heights, Ohio. Not much is known about Winger's childhood, other than that she was born into an Orthodox Jewish family and spent a significant portion of her early years in Israel.
At around the age of 18, after having returned to the United States, Winger was involved in a ghastly motor accident that left her partially paralyzed and blind for a period of 10 months due to a cerebral hemorrhage she suffered. During the time she spent recovering, Winger was said to have gone through deep reflection that pointed her towards the direction of becoming an actress.
After moving to Los Angeles, California, she began taking acting classes and signed up to an agent. In just two years from the accident, she was able to make her first appearance in Slumber Party '57 (1976). She then went on to play the role of Drusilla in the ABC TV series, Wonder Woman, before going on to land starring roles in the disco comedy film Thank God It's Friday (1978) and in Urban Cowboy (1980).
Debra Winger's performance in the latter, and those that came in the following years; Cannery Row (1982), An Officer and a Gentleman (1982), and Terms of Endearment (1983), earned her plaudits in the film industry but most importantly garnered her nominations at several award shows. In the late 80s and early 90s, Winger appeared in films like Legal Eagles (1986), Black Widow (1987), Shadowlands (1993), A Dangerous Woman (1993), and Forget Paris (1995), before taking a brief hiatus from the acting scene.
Winger spent her time away from the limelight focusing on her personal life while also embarking on other endeavors that included theatre performing and working as a teaching fellow at Harvard University. Upon return in the 2000s, she picked up from where she left off, starring in films like Big Bad Love (2001) and Rachel Getting Married (2008).
Debra Winger's Net Worth
According to Celebrity Net Worth website, Debra Winger has a net worth of $16 million. The critically acclaimed actress was able to amass her wealth through her different roles in the movie industry, as both an actress and as a producer.
Husband and Family Facts
Debra Winger and husband Arliss Howard (Image Source)
Debra Winger has been involved in a number of high profile relationships in the past. Before the actress embarked on her first marriage, she dated actor Andrew Rubin from around 1977 to 1980, and the then Governor of Nebraska, Bob Kerrey, from 1983 to 1985. The Cleveland Heights, Ohio-native, however, went on to marry actor Timothy Hutton, who is best known for starring in films like Ordinary People (1980) and The Falcon and the Snowman (1985). The pair exchanged vows in 1986 and a year later, they welcomed a son named Noah Hutton. A few years after that, in 1990 to be exact, the couple who seemed to be very happy in their relationship, divorced.
Read Also: Vanessa Morgan Biography: 5 Facts To Know About The Canadian Actress
It took a while for Winger to find love again, but she eventually did as she went ahead to marry actor and director Arliss Howard in 1996. The pair were said to have met each other on the set of the romantic comedy film, Wilder Napalm (1993) before embarking on a relationship. In 1997, Winger and Howard welcomed their second child but first and only one together, a son named Gideon Babe Ruth Howard. She later became a stepmother to Sam Howard, her husband's son from a previous marriage.
Winger and Howard have remained inseparable all through their marriage and have managed to stay clear of any controversy. They have also found joy working together as they have both starred in the movies Big Bad Love (2001) and Dawn Anna (2005) which were directed by Arliss Howard and co-written by him and his brother, James Howard.
Chizitere


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Moosomin is a provincial electoral district for the Legislative Assembly of Saskatchewan, Canada. Located in southeastern Saskatchewan, this constituency was one of 25 created for the 1st Saskatchewan general election in 1905.

Formerly represented by speaker Don Toth, it is arguably one of the most conservative ridings in the province, having been in the hands of a centre-right party without interruption since 1975. It has never elected a member of the CCF or NDP, though the NDP came within 51 votes of winning it during its 1991 landslide.

The largest centre in the constituency is the town of Moosomin. Other towns in the district include Grenfell, Kipling, Montmartre, Broadview, Whitewood, Rocanville and Wolseley.

Members of the Legislative Assembly

Election results

|-

|NDP
|Carol Morin
|align="right"|1,244
|align="right"|19.93%
|align="right"|-1.42

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|6,242
!align="right"|100.00%
!align="right"|

|-

|NDP
|Virginia Healey
|align="right"|1,506
|align="right"|21.35%
|align="right"|-9.49

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,053
!align="right"|100.00%
!align="right"|

|-

|NDP
|John M. McCormick
|align="right"|1,604
|align="right"|20.53%
|align="right"|-11.54

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,812
!align="right"|100.00%
!align="right"|

|-

| style="width: 130px"|Progressive Conservative
|Don Toth
|align="right"|3,314
|align="right"|41.81%
|align="right"|+1.39

|NDP
|Glen Gatin
|align="right"|2,542
|align="right"|32.07%
|align="right"|-7.67

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,926
!align="right"|100.00%
!align="right"|

|-

| style="width: 130px"|Progressive Conservative
|Don Toth
|align="right"|3,005
|align="right"|40.42%
|align="right"|-19.80

|NDP
|Mary McGuire
|align="right"|2,954
|align="right"|39.74%
|align="right"|+8.09

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,434
!align="right"|100.00%
!align="right"|

|-

| style="width: 130px"|Progressive Conservative
|Don Toth
|align="right"|4,622
|align="right"|60.22%
|align="right"|+9.44

|NDP
|William F. Sauter
|align="right"|2,429
|align="right"|31.65%
|align="right"|+1.46

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,675
!align="right"|100.00%
!align="right"|

|-

| style="width: 130px"|Progressive Conservative
|Larry Birkbeck
|align="right"|4,165
|align="right"|50.78%
|align="right"|+8.50

|NDP
|Fred A. Easton
|align="right"|2,476
|align="right"|30.19%
|align="right"|-2.77

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|8,202
!align="right"|100.00%
!align="right"|

|-

| style="width: 130px"|Progressive Conservative
|Larry Birkbeck
|align="right"|3,353
|align="right"|42.28%
|align="right"|+4.54

|NDP
|Fred A. Easton
|align="right"|2,614
|align="right"|32.96%
|align="right"|+6.86

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,931
!align="right"|100.00%
!align="right"|

|-

| style="width: 130px"|Progressive Conservative
|Larry Birkbeck
|align="right"|3,018
|align="right"|37.74%
|align="right"|-

|NDP
|Fred A. Easton
|align="right"|2,087
|align="right"|26.10%
|align="right"|-22.10
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,996
!align="right"|100.00%
!align="right"|

|-

|NDP
|Edward B. Shillington
|align="right"|3,724
|align="right"|48.20%
|align="right"|+16.53
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,727
!align="right"|100.00%
!align="right"|

|-

|NDP
|William F. Goodwin
|align="right"|2,435
|align="right"|31.67%
|align="right"|-2.48

|Progressive Conservative
|Andrew E. Bruce
|align="right"|1,956
|align="right"|25.44%
|align="right"|-3.70
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,688
!align="right"|100.00%
!align="right"|

|-

|CCF
|William F. Goodwin
|align="right"|2,821
|align="right"|34.15%
|align="right"|-6.53

|Progressive Conservative
|Andrew E. Bruce
|align="right"|2,407
|align="right"|29.14%
|align="right"|-
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|8,261
!align="right"|100.00%
!align="right"|

|-

|CCF
|William F. Goodwin
|align="right"|3,102
|align="right"|40.68%
|align="right"|+11.88
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,625
!align="right"|100.00%
!align="right"|

|-

|CCF
|Edwin Nystrom
|align="right"|2,328
|align="right"|28.80%
|align="right"|-1.72

|Progressive Conservative
|Verlie McDonald
|align="right"|1,212
|align="right"|14.99%
|align="right"|-
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|8,083
!align="right"|100.00%
!align="right"|

|-

|CCF
|Alfred S. Swanson
|align="right"|2,527
|align="right"|30.52%
|align="right"|-15.87

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|8,279
!align="right"|100.00%
!align="right"|

|-

|CCF
|Edwin Nystrom
|align="right"|4,014
|align="right"|46.39%
|align="right"|+6.80
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|8,653
!align="right"|100.00%
!align="right"|

|CCF
|Ivan Burden
|align="right"|3,442
|align="right"|39.59%
|align="right"|-6.65
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|8,693
!align="right"|100.00%
!align="right"|

|-

|CCF
|David A. Cunningham
|align="right"|3,324
|align="right"|46.24%
|align="right"|-
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|7,189
!align="right"|100.00%
!align="right"|

|-

|Conservative
|Percy S. George
|align="right"|2,528
|align="right"|31.11%
|align="right"|-8.00

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|8,126
!align="right"|100.00%
!align="right"|

|-

|Conservative
|Frederick Dennis Munroe
|align="right"|2,465
|align="right"|39.11%
|align="right"|-

|Farmer-Labour
|John Frederick Herman
|align="right"|1,025
|align="right"|16.27%
|align="right"|–
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|6,302
!align="right"|100.00%
!align="right"|

|-

| style="width: 130px"|Conservative
|Frederick Dennis Munroe
|align="right"|Acclaimed
|align="right"|100.00%
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|Acclamation
!align="right"|

|-

| style="width: 130px"|Conservative
|Frederick Dennis Munroe
|align="right"|2,361
|align="right"|54.49%
|align="right"|-

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|4,333
!align="right"|100.00
!align="right"|

|-

| style="width: 130px"|Independent
|John Louis Salkeld
|align="right"|1,888
|align="right"|52.68%
|align="right"|+1.72

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|3,584
!align="right"|100.00
!align="right"|

|-

| style="width: 130px"|Conservative
|John Louis Salkeld
|align="right"|1,892
|align="right"|50.96%
|align="right"|-2.06

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|3,713
!align="right"|100.00
!align="right"|

|-

| style="width: 130px"|Conservative
|John Louis Salkeld
|align="right"|1,921
|align="right"|53.02%
|align="right"|+9.75

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|3,623
!align="right"|100.00
!align="right"|

|-

|Conservative
|Edward Lindsey Elwood
|align="right"|874
|align="right"|43.27%
|align="right"|-5.15
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|2,020
!align="right"|100.00
!align="right"|

|-

|Provincial Rights
|Daniel David Ellis
|align="right"|963
|align="right"|48.42%
|align="right"|-2.58
|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|1,989
!align="right"|100.00
!align="right"|

|-

| style="width: 130px"|Provincial Rights
|Daniel David Ellis
|align="right"|915
|align="right"|51.00%
|align="right"|–

|- bgcolor="white"
!align="left" colspan=3|Total
!align="right"|1,794
!align="right"|100.00
!align="right"|

History

Members of the Legislative Assembly – Moosomin

See also
Moosomin – Northwest Territories territorial electoral district (1870–1905).

References

External links
Website of the Legislative Assembly of Saskatchewan
Saskatchewan Archives Board – Saskatchewan Election Results By Electoral Division

Saskatchewan provincial electoral districts


Travel time from from CTU to PIE 23h 3mins.
Travel time from from St. Petersburg to 49Th St N + 148Th Ave 19mins.
Travel time from from 49Th St N + 148Th Ave to Central Ave + 35Th St S 1h 12mins.
How long does it take to get from Chengdu and Saint Petersburg, FL, United States by air and road.


text:
Toyota, Nissan, others get behind fuel cell push in Japan
May 21, 2017 11:44 am JST June 3, 2017 | 12:00 am JST
5SpeedRacer5
May 21, 2017 08:32 am JST
Sure. This was expected.
The lack of stations is really the holdup, and that appears to be changing fast. As vehicle production picks up, more and more people will adopt, and we will move on. From the very beginning, Toyota has been planning stations according to the number of likely customers in the area. A very .... cold and practical policy that dampened a lot of enthusiasm. Not a headline grabber. Oh well.
I have stated before that I think the best way to produce hydrogen is to use "leftover" energy from coal and solar generation, which Japan already has a lot of. We have had a lot of warm, not hot, sunny days recently and I have come to wonder how the utilities are dealing with all that solar power coming into the grid and so few people using it for air conditioning. I think it might be wasted, but who knows. Everyone gets paid just the same, but I wonder about it even if nobody else does.
We have to get beyond batteries, especially in Japan. Just thinking seasonally, we have high winds not only in winter, but also in spring and late summer when we don't need air conditioning so much. There are not enough batteries in the world to store that much power to wait for summer. And Japan's solar peak is really in April and May... before air conditioning season gets started.
But if you could store all that generated resource as hydrogen, you could run your cars and your whole grid with it eventually. Or a good share of them. The capacity could be huge, and nowhere nearly as expensive as batteries. Basically, gasoline production from oil is already managed seasonally. Doing so with hydrogen is not only doable, I am sure somebody could do it starting tomorrow.
So we will start with cars and small generation and distribution facilities, but this whole thing could scale up to let renewables generate 70% of the nation's power or so, not just the 30% or so that people are seeing as the limit today. A decade? Two decades? Possible.
Who was the guy who looked at an iphone and thought "hmm. These are neat little batteries. Let's power all of our cars with them. That would be cool!" I guess it seemed like a great idea at the time, but I look forward to the day when that idea looks really really dumb. It will just be obviously dumb, like disco.
Disillusioned
The need for vehicles equipped with such futuristic technology is expected to grow because of concerns about pollution and global warming.
Futuristic technology? Hydrogen fuels cells for vehicles were invented over 30 years ago, but the oil and car companies shelved it and nobody would invest in its development. Now, with CO2 immissions out of control they've decided to invest in it. However, I fear it is too little too late.
Serious question for anyone who wants to answer. I don't really know the answer, so feel free to play the guessing game.
As far as I know, nobody has produced a PLUG IN FUEL CELL vehicle. Now I think there are some where you can plug stuff into your car and it can provide power for home appliances and stuff like that. You can do that with some EVs and plug in vehicles too. You can use your battery or your generator to watch TV in your house if you have an extension cord, etc.
No what I am talking about is plugging in your car and charging it up to go 60 km, and then using hydrogen and fuel cell if you want to go to the next prefecture or something. How come no cars do that? I think it would be easy to do because these cars ARE electric, but nobody does it, and I am not sure why.
ifd66
Very good news. It would be great to see them also working on affordable home hydrogen making units which people with solar in their homes could use.
That way, rather than selling excess power to the grid they would be making hydrogen and would ensure the hydrogen is from a renewable energy source - not nuclear, oil etc.
We produce way more solar energy than we the house uses and would be happy to be making hydrogen for ourselves or neighbours.
"I fear it is too little too late."
I am seeing a lot of this lately. As a practical matter, it changes nothing. If it really is too late, then it is possible that whatever we do, however small, might have some effect at some time. It might make some future solution easier. Or not.
And if it is not too late, and we are simply surrendering to despair, then we would be doubly damned by posterity not only for lacking foresight and judgment, but also for lacking courage and diligence.
Given any existential threat, we should expect everyone to do their duty.
By the way the quote you referenced bugged me as it bugged you. I think people have "marketed" green technologies for the short term, and not for the long term. That leads to a lot of this weird despair and ennui among greens in the West, and a lot of sparky anti-nuclear friction. The heroes of green technology and economy are going to be Japan, China, and maybe eventually Australia and India because they are slowly but surely transforming into green economies over long-term transformations rather than quick fixes and bold (then broken) promises. You see a lot less hyperbole from China and Australia, for instance, about their solar and wind programs, but you see far more wide-reaching results, than the guy producing a few thousand hobby cars in the Nevada desert. When all the (coal) dust settles, China and India will be really green AND really nuclear, and showing environmental records that will be better than half of Europe.
The green alliance with the political left is making a laughing stock of a lot of people, and showing them to be "green consumerists". For some reason, marketing of green "products" and a lack of smart infrastructural investment has revealed the Euro-green movement as a pretty cynical ploy against established capital. In places where that capital has been used to improve infrastructure, the environment, and quality of life, Euro-greens are not giving credit where it is due. Don't bother them with data about how nuclear power and natural gas are vastly better than coal. They just want more subsidies for more "Green" consumer products for rich people.
" on affordable home hydrogen making units which people with solar in their homes could use"
I checked these a few years ago, if you can believe it. They exist. Two problems. First, the amount of hydrogen they make is minimal. Second, they are not anywhere nearly cost effective.
The purity of hydrogen has to be really high, so the only systems that can make it are intended for use in scientific labs. They are regulated and certified for that use. Labs only use small quantities, so that is what they are made for anyway. And labs have big budgets, so there has been no big push to make any for consumer use.
Just FYI, you should also know that HOME USE fuel cells have been on the market for at least 10 years. Google BLOOM BOX if you want a lot of English language information on a fuel-cell like contraption that produces electricity from natural gas. Some Japanese companies marketed similar devices.
And I will add to my open question above that IF Fuel cell vehicles were plug in vehicles, you could at least partially charge them easily using solar power from your rooftop array. You would need less hydrogen, and you could live a greater distance from a hydrogen filling station.
Hello Kitty 321
The government decided to pay a ¥2 million subsidy towards buying a ¥7 million fuel cell car whereas people with old cars have to pay an increased tax rate because their cars pollute. Surely it would make more impact to offer poor people, who cannot afford to buy new cars, a subsidy on cheap, low pollution models rather than give all that money to the rich who don't need it.
juminRhee
Dual-linked engine: Water electrolysis to split water into oxygen and hydrogen; fuel cells to merge the oxygen and hydrogen back. Not perpetual, by no means, but is recyclable and exhaust is water.
That doesn't make sense. Splitting water into hydrogen and oxygen is an energy negative process - it requires a large amount of energy to make this process happen (otherwise we'd already be using it as our primary source of hydrogen). Burning the hydrogen on the other hand releases large amounts of energy, which is what is used to propel the cars. Putting an energy absorbing process (electrolysis) into the car would reduce the capacity of the car, not increase it.
HelloKitty
Seems like a great idea, doesn't it? Remember cash for clunkers? If you do, then you might remember that Detroit HATED the idea of foreign car makers being, in effect, subsidized for having cars with better fuel efficiency than the old Detroit clunkers, which were scrapped wholesale. A subsidy is market intervention, and although a lot of countries kind of look the other way at subsidies designed to advance green technology, they would not stand by and let Japan throw money at the J market, which is mostly for J cars made in Japan.
All kinds of other factors are at play here. Subsidizing everything is the same as subsidizing nothing. Enforcement and paperwork costs go up according to the NUMBER of cars sold, not their value. And the shakken system ALREADY moves people in the direction of buying newer cars with better technology anyway.
I think Japan does a good job with all kinds of policies. It is not as "political" as many people might think. I genuinely believe that the government does a reasonably good job of taking care of people and advancing its policies.
I think you hit the nail on the head there. I think people have this idea that WOW, we can have cars with unlimited range that just run on water! It is like putting a windmill on a car and using the power to propel the car and generate wind for the windmill. .
You are right. We want to separate the generation from the use for the most part. We have a gas tank in cars, not an oil refinery, after all. People have assumed that batteries are the best way of doing that, but hydrogen appears to be better. Hydrogen can be stored in a tank, but it can be generated almost anywhere by lots of different methods. It is a whole branch of technologies, each of which might lead to even better things for humans.
sangetsu03
May 21, 2017 02:29 pm JST
Of course Toyota and Nissan are getting behind fuel cell technology, because the Japanese taxpayers will be funding much of the infrastructure, and the subsidies that the automakers will get for the purchase of these cars. The automakers get a large benefit, while the taxpayers assume much of the risk. Another fine example of crony-capitalism concealed beneath a green cloak.
John-San
Researchers In Australia have come up with a process where they make this special ammonia then from this ammonia obtain hydrogen. The whole process is way cheaper then any present method. The Japan Government where the main investor in the research.
Triring
the Japanese taxpayers will be funding much of the infrastructure, and the subsidies that the automakers will get for the purchase of these cars.
Talk about ignorance talking.
The government is not funding the construction of infrastructure, it's the car manufacturers themselves like the article reports. The subsidies will be provided to FC automobile purchasers to cut down the cost. The FC automobile manufacturers are only getting the sticker price of the car.
The citizens of Japan benefits the most with cleaner air and don't have to worry about oil prices and FX risk associated with it.
"Toyota and Nissan are getting behind fuel cell technology, because the Japanese taxpayers will be funding much of the infrastructure, and the subsidies that the automakers will get for the purchase of these cars."
Your use of MUCH in the sentence above really shows you don't have much confidence in the statement, right? Care to go out on a limb and just let us all know exactly how much of the infrastructure is government funded, how much automakers are getting, and what those figures might be as a percentage of what consumers are paying?
Or you can just admit you don't have any facts and you can give an idea of what an acceptable figure SHOULD be. Because, you know, Japanese voters have long supported environmental measures so one would think that spending funds on something society actually wants would be a good thing. Like solar, EVs, wind power, etc. aren't being subsidized worldwide these days?
It all seems pretty middle of the road to me. I don't see anybody getting really rich here, or taking opportunities away from the private sector. Would NO subsidies be the better policy here? I really fail to find much fault with Japanese policy either way. It is like calling Japan a war-mongering nation. People make that claim, and it really seems to make no sense at all.
John-san:
There is actually a lot of hot research in this area that I would compare to solar research. People are starting to catch on that cutting costs of hydrogen production can be done in many many ways, and where battery research is kind of waning, hydrogen research is just beginning.
Think about all the ways that hydrogen production and consumption could be cheaper. If it could be done with less heat, less electricity, organically, or with cheaper chemicals, that would be great. If it could be done on very large scales or with certain chemicals that would make it easier and safer to transport, that would be great. If it could be stored safely and easily for very long periods, that would be great. Using waste heat from nuclear plants would be another way to make hydrogen cheaply.
I think that the ammonia process you are referring to is producing a chemical that can be a precursor to all sorts of useful chemicals. Ammonia can be used as is, or to make fertilizer OR hydrogen easier. The key is that ammonia is easier and safer to transport than hydrogen gas. Having a stable precursor chemical adds flexibility to its use, which increases scale and decreases costs.
But there are some fun things I have been working with related to the use of certain petrochemicals that can basically be "bumped up" with more hydrogen, then shipped, and then "bumped down" by taking out the hydrogen. If it can be done cheaply enough, then it is a great way to ship large amounts of hydrogen using... basically... an oil tanker. There are other crystal lattices that can be used, but the materials are expensive.
The competition of ideas in this field is exciting. No matter who wins, society will reap the benefits.
George Rice
"battery research is kind of waning, hydrogen research is just beginning"
Battery research continues to accelerate, from what I can see. Why do you think otherwise?
The new Combined Charger Standard (CCS), for example, can deliver 350 kW to the new battery designs, which adds over 200 miles of range in less than 10 minutes during long trips - comparable to a fuel cell or gasoline vehicle.
By contrast, as the article notes, producing hydrogen at home to fuel a vehicle isn't cost effective today and may never be. But charging a plug in electric vehicle at home today is already far more cost effective and convenient than hydrogen or gasoline vehicles.
Time will tell if hydrogen vehicles can be produced and operated at costs and convenience comparable to gasoline vehicles. But we know with certainty that battery electrics are more convenient and cost less to operate today, and that their acquisition cost will be less than the alternatives within 5 to 10 years.
Pursue both, if you like, but battery electrics still look far more promising and even inevitable given the current state of research.
Batteries are heavy and becomes dead weight as electricity is drawn out of them. Batteries also have a life span shorter than the vehicle itself requiring to swap the batteries in midlife which becomes an environmental concern as well as an economic burden to the owner and society.
Producing hydrogen at each home may not be economical but it will be at the nearest hydrogen station in which some stations had already adopted the system. Basically they utilize solar panels installed on site and more from the power grid to create hydrogen from rain water that is stored in a tank and pump it into the storage tank.
"Battery research continues to accelerate, from what I can see. "
Tesla pays good money to keep this PR meme going. Meanwhile, Tesla has been buying Panasonic batteries that are more or less the ones it was producing for computers a decade ago. Batteries are going to get cheaper because of some slight innovations in processes, and from a glut caused by overcapacity in the next few years, but no great innovations in the batteries themselves is coming.
Some utility scale batteries using different materials, so called flow batteries, might be used in some applications, but battery research is pretty well dead in the water. There has been no silver bullet innovation to change the game since lithium ion batteries decades ago.
I don't see what you could possibly mean by "inevitable" when an "innovative" company like Tesla cannot even make and sell its vehicles profitably. A profitable battery vehicle is the Leaf, which is not making any claims to any big innovation. Normal people with normal incomes buy and drive Leafs. They work. They are profitable. Up until not long ago, Toyota used NiCd or lead batteries, and they worked just fine. Again, a profitable application. Innovation not necessary.
Triring hits the nail on the head with "dead weight." Anyone who owns a plug in or EV knows exactly what he is talking about. Tesla is a master of installing bigger batteries in EVs to move bigger batteries faster. It is a dead end cycle. Eventually you can have cars the size of railroad cars if you want, and charge them for a week, but you still have to move all that mass. It is a loser proposition. The sweet spot is not "more battery." It is "less battery." People are so fixated on "the battery" that they lose track of "efficiency."
But it is worse than that. YOu have to generate the electricity at the same time you charge a battery. That limits your options according to generation mode and grid capacity. With hydrogen, you can generate it however you want, whenever you want, and use it whenever you want. Fill your car in 5 minutes, not 5 hours.
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A newcomer to the Nerdly family, here's the latest episode of the Pop Addled podcast, part of the ever-growing podcast roster here on Nerdly.
Last week Timmy and Keenan discussed the Power Rangers movie currently in theaters. That inspired them to watch the original movie from 1995 and talk about it. This week they recruited Harrison and Mike from the Doom Thugs podcast to assist in breaking down Mighty Morphin Power Rangers: The Movie. Rate, review, and enjoy!


Australia is on the Sustainability Path.
As Chair of the Banksia Judging Audit Panel I am witness to the best Australia has to offer in sustainability innovations and improvements. And each year I have seen the value that this significant reward and recognition platform that is the Banksia's has provided to participants for the past 29 years.
And what many may not know is what goes on within the Banksia judging process to create the transparency and thoroughness that the Awards' judging process has become.
The Banksia four-tier judging process is based on nearly three decades of experience, and each year we review our processes to adapt the judging further. Most participants find the value of entering is not only to achieve recognition, but also through the valuable feedback that every entrant receives. This has been implemented as a key component of the Banksia Awards since 2012. We want to ensure that there is value-add from taking part in the Banksia Awards Program.
The Banksia Award Categories capture the tremendous work being done across all sectors of industry, government and community. The research being conducted, innovation being shown, and the leadership that is pulling us towards a brighter future. This has all been reflected by our past entrants.
The Banksia Judges want to make sure that we are capturing Australia's best efforts across all areas and we are asking Australian's to put their achievements forward and be assessed by our thorough judging process. By doing this we want to ensure that it is highlighting more leading examples to be promoted to all Australians going forward.
Let's not forget the opportunity for those who are working on their sustainability agenda to gain the key recognition they deserve through the Banksia Awards profiling which now has evolved to also making sure that Banksia finalists are provided with a valuable platform to share their leadership and innovation.
I highly encourage any individual, business, corporation, local council, community group that are looking for a platform for recognition, to put their achievements forward and take part in a highly rewarding process that will give you so many varied benefits.


What is a VP Multifamily Construction job description?
The Vice President, Multi-Family is responsible for all aspects of the strategic procurement and successful delivery of divisional projects in the multi-family vertical, as well as, the sustainable growth of the division through company vision, mission, and values.
Ensures accurate and timely reporting of project information for monthly cost reports.
Initiates (within 30 days of project start), administers, implements, and disburses (within 14 days of project close out) the project incentive compensation plan.
Actively participates in business development meetings and drive the pursuit of specific projects.
Takes responsibility for obtaining new business.
Attends business development meetings and provide operational input regarding the availability of resources and risk assessment for selecting target projects.
Establishes and maintains operational policies and procedures in concert with the operations team.
Takes the lead in the review of owner contracts and provides input to the President regarding terms and conditions related to operations.
With the CEO's approval, negotiates contracts with owners and ensures that timely review is given by the Chief Legal Officer and Chief Finance Officer.
Ensures Project Executives/Operations Officers conduct mandatory project planning meetings, monthly job progress meetings, and project close-out meetings.
Establishes and maintains relationships with key subcontractors, clients, suppliers, owners, and design consultants.
Actively participates, in a leadership capacity, in industry-related events, forums, and professional associations to enhance the Company�s position and image.
Facilitates training programs and personal development of Project Executives, Managers, and Superintendents.
Connects employees with passionate, professional, personal pro-activism in their work.
Develops strong relationships with the multi-family staff.
Exemplifies company vision, mission, and values.
Ensures that division jobsites are clean and respectful of the surrounding communities and comply with environmental regulations.
Participates in the development and execution of the division�s strategic plan.
Takes responsibility in the development and execution of the division�s annual business plan.
Participates in the development and execution of this specific business unit's plan.
Supports business acquisition professionals in closing deal by showing competence and creating confidence.
A minimum of 15 years of experience in the construction or related industry with a particular focus in the multi-family vertical.
Bachelor of Science degree in Construction Management, Engineering, or a related field.
Solid understanding of the commercial construction or related industry and a general knowledge of processes and procedures within the construction industry. A broad based executive who has the business orientation and leadership skills of a general manager, with the technical operational skills of a seasoned builder.
Proven ability to effectively communicate at all levels internally and sells ideas/form internal business partnerships.
Established skill in financial reporting, budgeting, forecasting and human resources planning.
Previous experience with HUD or long-term care facility construction would be a positive.
A trackrecord of understanding of the commercial aspects of the construction business coupled with demonstrated ability to build relationships with the commercial team�some business development experience would also be a plus.
Ability to maximize efficiency, reliability and quality; and be able to think outside the box to bring innovative solutions to the table.
Ability to effectively build strong partnerships and credibility in all levels inside and outside the organization and be viewed as a value-added business partner.
Able to make decisions under tight deadlines (fast-paced environment), occasionally in the face of incomplete information.
Capable of dealing with challenging situations and yet still have a strong attention to detail.
Demonstrated leadership skills with the ability to plan strategically to support the company vision and purpose to face challenges, delegate and provide direction to others, and effectively address conflict.
Exhibit a commitment to quality, managing by data, and developing others to meet/exceed the needs of internal and external customers.
Act in a manner of integrity that shows support for the company, its values, and the employees while maintaining a constant focus on meeting/exceeding customer requirements and expectations.