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Steering the Transport Revolution - are we in control of the future?
Posted: 27th March, 2019
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Daniel Ruiz, Zenzic (formerly Meridian) CEO, was recently featured in the first issue of the Smart Transport Magazine. In the feature, Daniel discusses infrastructure, collaboration and the UK developments to outline the changes that are needed for the future of mobility.
For the full article, please read below.
Steering the Transport Revolution
Are we in control of the future? No – but we can certainly influence it. Saying we are going to transform society is ignoring the fact that we are travelling with significant velocity and all we can do is nudge the steering, accelerate or brake. In truth, a confluence of accelerators is at play: societal, economic and technological. There are enormous pressures to achieve greater purpose, greater safety and less stress, combined with greater productivity and greater wealth at lower cost. And these outcomes are enabled by technological advances that mean that transport (or the emerging 'science' of mobility) is driving a social revolution. So even if we do not have control we do have influence.
For any of those who think of themselves as engineer philosophers, politicians, or social scientists, this is an immensely exciting time. It is undeniable that there are massive theoretical efficiencies and benefits to be had by making all transport connected, automated, shared and electric (CASE). This potential is reflected in the forecast value of the road-based mobility market: between £900 million and £1.4 trillion by 2035.
The reality is that we are only just moving up the first part of the maturity curve and we will not achieve mobile nirvana for a long time. Stating with conviction when we will get there is not that important. What is important is to enable progress and to ensure we can frequently adjust our direction: taking what in product development might be termed a 'sprint' approach. Mobility is indeed the key to productivity, prosperity and purpose. But mobility is also a multi-dimensional, multi-sector (and some may say chaotic) concept, which needs to be tackled on many fronts.
A vehicle-centric view of the world illustrates how the challenge has become more complex. With the evolution of artificial intelligence and telecommunications, the value chain of a decade or so ago has evolved dramatically; from one involving vehicle technologies, hardware, and data platforms, to one which also needs to accommodate, connectivity, autonomous drive software, mapping, the human machine interface, cyber security, transport systems, and other enabling products, services and systems. A comprehensive, holistic approach is essential.
The temptation is to create stronger silos to make the problem more manageable ("Ignore the complexity: compromise and strive for mediocrity!"). But this approach would fail, leaving us as slaves to internationally developed solutions to the mobility challenge: having to import rather than self-supply the products and services which we cannot do without.
But there is another paradox at play: no country can develop mobility solutions at the optimal rate without collaborating with others. And there are areas such as safety which are of universal importance and where independent working would be irresponsible. This is a global challenge and to be among the winners we have to collaborate with others at the global top table. To make optimal progress we also need focus.
This requires leadership as shown in the UK by the Automotive Council, representing the whole of the industry from original equipment manufacturers (OEMs) to suppliers to unions. Their example complements the leadership shown by government through the Centre for Connected and Autonomous Vehicles (CCAV) which, uniquely, has roots in both the Departments for Business and for Transport.
Industry, government and academia have come together behind the UK's industrial strategy and its four pillars:
Ageing Population
Clean Growth
Building on this, we have an evolving regulatory landscape and major investment programmes which are underpinned by a maturing testing & development environment (coordinated by Meridian Mobility UK). A wide cross-section of UK industry is now gathered behind this movement, further reinforcing the momentum we have in the UK and realising the dividends from our collaborative culture. As a result, we truly have the potential to be a global leader in this transport revolution. But there is a very long way to go in designing our mobile future, and we are entering what is often referred to as the 'valley of death' in innovation circles. This is when great concepts struggle to make it to the commercial stage because success only comes when all the pieces on the table are ready to be slotted together.
One of the pieces is transport infrastructure. This has lagged behind vehicle development and is arguably putting achievement of the wider social and economic benefits at risk. There is an undeniable tension between the phenomenal rate of development of 21st century mobility solutions (including traffic technologies and app-based services or 'intelligent infrastructure'), and the persisting decade-scale lifecycle of roads and other large, high cost, low return on investment, 'unintelligent' infrastructure.
The slow rate of decision-making in traditional transport circles is understandable and it has been argued that the lifecycle issue applies to the automotive industry too. From memory, the standardised Ford Product Development System (FPDS) used to state that a facelift should take 24-36 months, and a full new vehicle programme would take at least five years from concept to 'Job 1+90 days'. But the current truth is that a company like NIO in China can get from nothing to medium-scale manufacture of a mature vehicle in three years. This must be because they are tearing up some of the conventions. It may be because there are some compromises being made on quality or functionality.
The fact remains that they are halving the product development time. I suspect the main reason they are able to do this is because they are taking a novel, integrated and lean approach. Nothing new: look at Lockheed's World War II Skunk Works projects. What drove those pioneers in rapid product development was the desired outcome: they urgently needed a new aircraft to win a war.
If you look at the current levels of autonomy, we are well on our way from Level 0 where the driver controls all aspects of a vehicle. Many cars will now assist drivers in some way. But we are still a long way from achieving the levels of safety that a widely connected, judiciously automated system can deliver. The transition to wide scale deployment of SAE Levels 3, 4 and 5 can only be optimised by evolution and integration of the whole transport system: a so-called 'system of systems' approach. The vehicle, infrastructure and commercial model are inseparable.
The first of these elements is maturing rapidly, the second is behind the curve, and the third is dependent on the first two. Transport authorities have a collective responsibility and need to be able to manage mobility for the wider community; managing congestion, safety, emissions, health, cost of travel and assets. The latest versions of adaptive traffic control systems (e.g. SCOOT, SCATS), video-analytics and other technologies can already be called upon along with pricing models and other economic measures to help influence traffic patterns and traveller behaviours. But highway authorities are more likely to spend millions on resurfacing and widening (with a return on investment of around 2.5:1) than implementation of technology based solutions to congestion management (with a return on investment of more than 10:1).
I have been told by executives at a major highway authority that this is because the low tech projects have a more dramatic impact on GDP and enable VIPs to do some vote-earning 'ribbon cutting'! There are members of the vehicle crowd that won't wait for infrastructure to catch up, so they are trying to take it out of their complex equation. Reassuringly, the fast movers in the mobility movement are not unanimous in their antipathy towards infrastructure. Google AI evangelist Andrew Ng wrote in 2016: "Safe autonomous cars will require modest infrastructure changes, designs that make them easily recognised and predictable, and that pedestrians and human drivers understand how computer driven cars behave." Others in the same space have acknowledged the insights that can be provided by intelligent infrastructure and which can, on one hand, accelerate the maturation of connected and autonomous vehicles and, on the other, provide means for transport authorities and operators to influence traffic and manage mobility for society. The good news is that this tension is beginning to make key players sit up and rethink their business models – where there is hiatus and higher levels of risk there is a need for leadership and shared investment.
So, in summary, society is going to transform whatever happens. We can influence the rate and direction in which it moves and there are enormous social and economic benefits to be achieved if we influence with adequate commitment. Therefore, my priority list for accelerating this social revolution (driven by transport) is: First, to develop intelligent infrastructure in tandem with vehicles and service models to ensure rapid transition to the future state. Second, to collaborate: nationally to ensure the sum of the parts is greater than any other country's 'whole', but also globally on critical topics (especially those linked to safety) to ensure we can exploit the potential to save lives through safer roads and reduced environmental impact. And finally, we should use the UK's diverse, accessible and integrated development environment to carry out experiments which explore the potential of emerging technologies rapidly and courageously. A few fast (safe) failures from which we learn will be to the credit of the leaders that inspire us to remain at the vanguard.
Daniel, CEO Meridian
For more information on Smart Transport click here.
News 30th June, 2020
Introducing ConVEx: Data focused capabilities for connectivity testing
News 28th April, 2020
Zenzic self-driving activity pack and competition
News 16th July, 2019
UK proposes mapping standards for self-driving cars, and calls for comments
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1. Mr. Philip Cheng, Director of GEG; Ms. Mang Sui Yee, Head of the Employment Department of the Labour Affairs Bureau; Mr. Francis Lui, Vice Chairman of GEG; Mr. Chui Sai Cheong, President of MMA; Mr. Leong Man Ion, Deputy Director of the Gaming Inspection and Coordination Bureau; Mr. Wong Ka Ki, Head of the Division of Youth Organizations and Training of the Education and Youth Affairs Bureau; Mr. Paul Tse, Vice President of MMA (first row from left), as well as several GEG and MMA management members attend the ceremony.
2. Director of GEG Mr. Philip Cheng says that YAP's activities and courses are designed to enable participants to engage with current trends and developing fields. He adds that the broad YAP training aims to equip participants with the skills necessary to stay abreast of developments nationally and locally, urging participants to seize emerging opportunities.
3. Mr. Paul Tse, Vice President of MMA, says that the annual program serves as a good platform for local young people to grow and develop professionally.
4. Mr. Francis Lui, Vice Chairman of GEG (first from right) and Mr. Paul Tse, Vice President of MMA (first from left), present the awards to the champion group of the Final Competition of the seventh GEG YAP.
5. MMA Training Manager Violet Ng and YAP Mentor Emil Ip outline the highlights of the eighth YAP and present a video reviewing the seventh YAP's courses, workshops and study tour to Thailand.


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Callaway Golf Company Announces Preliminary Financial Result
|Apr 27| 40 min read
CARLSBAD, Calif., April 27, 2020 /PRNewswire/ -- Callaway Golf Company (the "Company") (NYSE:ELY) announced today preliminary financial results for the quarter ended March 31, 2020 and provided additional commentary on the Company's performance amid the COVID-19 pandemic.
"Through early March, we were pleased that our business continued to deliver strong results and was on track for record net sales for 2020, continuing our trend of delivering successive record results in each of the last three years," commented Chip Brewer, President and Chief Executive Officer of Callaway Golf Company. "Notably, Japan and Korea delivered year-over-year growth in the first quarter of 2020 despite challenges from COVID-19. Additionally, our golf equipment market shares remained strong in all of our major markets. Through March, we held the #1 share position in the U.S. for total Hardgoods as well as for total Golf Clubs, and in Europe we held the #1 position in Hardgoods through February, which is the last month for which data is available. We believe we gained share in both Europe and Asia while ceding some share in the U.S. primarily due to launch timing."
Mr. Brewer continued, "In March, global regulatory responses implementing social distancing and shelter-in-place orders significantly slowed retail sales and created various business operations challenges worldwide which significantly affected our first quarter financial results after a great start. Although we still delivered a profitable quarter, given the uncertain duration of the impact, the Company has been focused on significantly reducing costs and enhancing liquidity to ensure we are well-positioned to navigate through a protracted downturn. Our thoughts and prayers go out to all those globally who are affected by the virus and our sincerest gratitude goes out to all those working diligently to stop the virus or care for those affected by the virus."
Preliminary Summary of First Quarter 2020 Financial Results
The results in this section reflect preliminary expectations of financial results for the quarter ended March 31, 2020, and have been prepared in good faith on a consistent basis with prior periods. The Company and its auditors have not completed their financial closing and review procedures and actual results are therefore subject to change. Additional information concerning the preparation of these preliminary estimates is set forth toward the end of this release.
In addition, the manner in which the non-GAAP EBITDAS information is derived is discussed further towards the end of this release, and the Company has provided in the tables to this release a reconciliation of the non-GAAP information to the most directly comparable GAAP information.
Based on currently available information, the Company estimates the following results for the quarter ended March 31, 2020:
2020 Estimate
$438 - $443 million
EBITDAS*
$55 - $59 million
*Earnings before Interest, Taxes, Depreciation and Amortization Expense, and Stock Compensation Expense
The Company expects to report consolidated net sales in the range of $438 million - $443 million for the first quarter of 2020, compared to $516 million for the same period in 2019. This decrease is attributable to the impact of COVID-19 on the Company's golf equipment business and soft goods business. Foreign currencies negatively impacted net sales by approximately $4 million in the first quarter of 2020 compared to the same period in 2019. The Company expects to report first quarter 2020 GAAP EPS in the range of $0.27 - $0.31 compared to first quarter 2019 GAAP EPS of $0.50. The Company expects to report cash and cash equivalents of approximately $167 million and net debt of approximately $631 million as of March 31, 2020.
The Company previously reported that due to the COVID-19 pandemic the Company was taking actions to significantly reduce costs, maximize liquidity and protect its employees. The Company continues to take such actions and strengthen its operating and financial position during this prolonged disruption. This includes:
Achieved an almost 20% reduction in planned operating expenses and capital expenditures through efforts to reduce discretionary spending and infrastructure costs on a worldwide basis, including voluntary reductions in compensation by the Board of Directors, the CEO and Senior Management.
Implemented other programs to maximize cash and liquidity, including proactive inventory reduction programs and a suspension of the Company's open market stock repurchase program.
As of March 31, 2020, the Company had over $250 million in cash and availability under its credit facilities. While the Company believes its cash and credit facilities are adequate to sustain its business through this crisis, the Company continues to consider other available sources of capital as market conditions and programs present themselves. As previously reported, during the first quarter of 2020 the Company added $40 million of loan commitments and the Company is in the process of amending its credit facilities to increase its flexibility to opportunistically take advantage of other available sources of capital, including capital markets and government sponsored programs for which the Company may qualify in the United States and internationally.
The safety and health of the Company's employees, customers and partners has remained paramount. Using guidelines promulgated by health organizations around the world, the Company has implemented preventive measures to help protect its constituents, including restricting travel, visitors, and meetings and implementing work-from-home programs. A majority of the Company's employees in the United States and Europe, including its corporate offices in California, are currently working from home. The Company has established a global leadership taskforce that meets on a weekly basis to develop protocols to protect its employees now and as it transitions back to normal operations, including protocols for social distancing, in-office safety precautions and reporting procedures.
"Although the full impact of the COVID-19 outbreak on society, the economy, and our businesses remains unclear, we are confident that our principal businesses (golf equipment, golf apparel and accessories as well as outdoor apparel and accessories) position us well for a world of social distancing and a 'new normal,'" commented Mr. Brewer. "The joy of being outdoors, whether hiking, camping or simply taking a walk in nature, has never been more evident and is both logically and emotionally appealing today more than ever. At the same time, we expect the sport of golf to come back quickly as it is commonly viewed as a relatively safe and healthy outdoor activity that one can enjoy while still observing social distancing guidelines. This theory is supported by high usage rates of many golf courses that are open in North America as well as the reported usage rates as markets opened up post COVID-19 outbreaks in both Korea and China. It is also supported by third party National Golf Foundation research which indicates a pent-up desire to play the game. Furthermore, while many portions of our business are currently operating on a limited basis due to various government orders, which will significantly impact our second quarter financial results, we are starting to see some signs of recovery, particularly in the regions that were first affected by COVID-19 and are in the process of recovering."
The Company also announced that:
E-commerce (both in the Company's soft goods and golf equipment businesses) has been exceeding expectations globally and is partially offsetting the decline in wholesale and retail.
Due to the early impact from COVID-19, the Company's golf and apparel businesses in China were down significantly at the beginning of the year but both have rebounded well, exceeding the Company's expectations in April, with golf rebounding particularly strongly in-country.
Overall, the business is seeing core resilience across Asia, especially in Korea. As a result, the Company expects sales in that region will be a strong net contributor for the full year. Even with the severe disruptions associated with COVID-19 in the first quarter, the Company's business in both Japan and Korea delivered revenue growth in the first quarter and is continuing to perform well in April.
Recent steps to relax social distancing regulations in Germany and the DACH region are encouraging given Jack Wolfskin's business has a significant portion of sales in this region relative to broader Europe.
In the United States, the National Golf Foundation estimates that approximately half of U.S. golf courses are open currently. Trends indicate continued opening of courses as golf is commonly viewed as a safe and healthy outdoor activity. The Company is also starting to see some golf retail activity phase back in as state and county governments allow courses to open.
"As we move forward, we remain committed to maintaining our disciplined approach to managing capital and expenses in this uncertain environment, while continuing to make sure we are structured and positioned appropriately in our 'new normal.' The strength of our brands, geographic diversity and the strong operational steps we've taken to date affirm the ability of Callaway to navigate through this crisis," concluded Mr. Brewer.
The Company previously reported that due to COVID-19 the Company was no longer providing financial guidance at this time. The Company expects to provide a further update on its business and market conditions at its first quarter earnings call in May.
Preliminary Financial Estimates
The preliminary estimates presented above are the responsibility of management and have been prepared in good faith on a consistent basis with prior periods. However, the Company has not completed its financial closing procedures for the three months ended March 31, 2020, and its actual results could vary materially from these preliminary estimates. In addition, the Company's independent registered public accounting firm has not audited this information or completed its quarterly review procedures for the quarter ended March 31, 2020 and does not express an opinion or any other form of assurance with respect to these preliminary estimates or their achievability. During the course of the preparation of the Company's consolidated financial statements and related notes as of and for the three months ended March 31, 2020, the Company and its auditors may identify items that would require the Company to make material adjustments to the preliminary estimates presented above. As a result, investors should exercise caution in relying on this information and should not draw any inferences from this information regarding financial or operating data not provided. These preliminary estimates should not be viewed as a substitute for full financial statements prepared in accordance with GAAP. In addition, these preliminary estimates are not necessarily indicative of the results to be achieved in any future period. Investors are cautioned not to place undue reliance on such preliminary estimates.
Non-GAAP Information
The GAAP results contained in this press release have been prepared in accordance with accounting principles generally accepted in the United States ("GAAP"). To supplement the GAAP results, the Company has provided certain non-GAAP financial information as follows:
EBITDAS. The Company provides information about its results excluding interest, taxes, depreciation and amortization expense, and non-cash stock compensation expense.
In addition, the Company has included in the schedules to this release a reconciliation of non-GAAP information to the most directly comparable GAAP information. The non-GAAP information presented in this release and related schedules should not be considered in isolation or as a substitute for any measure derived in accordance with GAAP. The non-GAAP information may also be inconsistent with the manner in which similar measures are derived or used by other companies. Management uses such non-GAAP information for financial and operational decision-making purposes and as a means to evaluate period-over-period comparisons and in forecasting the Company's business going forward. Management believes that the presentation of such non-GAAP information, when considered in conjunction with the most directly comparable GAAP information, provides additional useful comparative information for investors in their assessment of the underlying performance of the Company's business with regard to these items. The Company has provided reconciling information in the attached schedules.
Statements used in this press release that relate to future plans, events, financial results, performance, prospects or growth and scale opportunities, including statements relating to the Company's estimated first quarter 2020 net sales, earnings per share and other financial guidance, future industry and market conditions, the impact of the COVID-19 pandemic on the Company's business, results of operations and financial condition and the impact of any measures taken to mitigate the effect of the pandemic, availability of capital under the Company's credit facilities, the capital markets and other sources, and the Company's liquidity and cost reduction efforts, are forward-looking statements as defined under the Private Securities Litigation Reform Act of 1995. The words "believe," "expect," "estimate," "could," "should," "intend," "may," "plan," "seek," "anticipate," "project" and similar expressions, among others, generally identify forward-looking statements, which speak only as of the date the statements were made and are not guarantees of future performance. These statements are based upon current information and expectations. Accurately estimating the forward-looking statements is based upon various risks and unknowns, including disruptions to business operations whether from travel restrictions, mandated quarantines or voluntary "social distancing" that affects employees, customers and suppliers; production delays, closures of manufacturing facilities, retail locations, warehouses and supply and distribution chains; staffing shortages as a result of remote working requirements or otherwise; uncertainty regarding global economic conditions, particularly the uncertainty related to the duration and impact of the COVID-19 pandemic, and related decreases in customer demand and spending; our level of indebtedness; continued availability of credit facilities and ability to comply with applicable debt covenants; continued brand momentum and product success; growth in the direct-to-consumer and e-commerce channels; consumer acceptance of and demand for the Company's and its subsidiaries' products; competitive pressures; the Company's ability to attract talent for key positions within the organization; any changes in U.S. trade, tax or other policies, including restrictions on imports or an increase in import tariffs; future consumer discretionary purchasing activity, which can be significantly adversely affected by unfavorable economic or market conditions; future retailer purchasing activity, which can be significantly negatively affected by adverse industry conditions and overall retail inventory levels; and future changes in foreign currency exchange rates and the degree of effectiveness of the Company's hedging programs. Actual results may differ materially from those estimated or anticipated as a result of these risks and unknowns or other risks and uncertainties, including the effect of terrorist activity, armed conflict, natural disasters or pandemic diseases, including expanded outbreak of COVID-19, on the economy generally, on the level of demand for the Company's and its subsidiaries' products or on the Company's ability to manage its operations, supply chain and delivery logistics in such an environment; continued compliance with the terms of the Company's credit facilities; delays, difficulties or increased costs in the supply of components or commodities needed to manufacture the Company's products or in manufacturing the Company's products; and a decrease in participation levels in golf generally, as well as during or as a result of the COVID-19 outbreak. For additional information concerning these and other risks and uncertainties that could affect these statements, the golf industry, and the Company's business, see the Company's Annual Report on Form 10-K for the year ended December 31, 2019 as well as other risks and uncertainties detailed from time to time in the Company's reports on Forms 10-Q and 8-K subsequently filed with the Securities and Exchange Commission. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. The Company undertakes no obligation to republish revised forward-looking statements to reflect events or circumstances after the date hereof or to reflect the occurrence of unanticipated events.
About Callaway Golf Company
Callaway Golf Company (NYSE: ELY) is a premium golf equipment and active lifestyle company with a portfolio of global brands, including Callaway Golf, Odyssey, OGIO, TravisMathew and Jack Wolfskin. Through an unwavering commitment to innovation, Callaway manufactures and sells premium golf clubs, golf balls, golf and lifestyle bags, golf and lifestyle apparel and other accessories. For more information please visit www.callawaygolf.com, www.odysseygolf.com, www.OGIO.com, www.travismathew.com, and www.jack-wolfskin.com.
Brian Lynch
CALLAWAY GOLF COMPANY
Non-GAAP Reconciliation
EBITDAS
Quarter Ended
March 31, 2020 (2)
Income tax provision
Depreciation and amortization expense
Non-cash stock compensation expense
EBITDAS (1)
(1) EBITDAS excludes from estimated net income estimated interest expense, taxes, depreciation and amortization expense, and non-cash stock compensation expense.
(2) The Company has not completed its financial closing procedures for the three months ended March 31, 2020, and its actual results could vary materially from these preliminary estimates.
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SOURCE Callaway Golf Company

redpajama_set_name: RedPajamaCommonCrawl


The Washington Capitals know they have a lot of work to do.
Both teams expect to be at their best on Monday for Game 6 of the Eastern Conference finals at Capital One Arena with Tampa Bay holding a 3-2 series advantage and the chance to advance to the Stanley Cup Final to face the Vegas Golden Knights.
The Capitals, a franchise haunted by the failures of postseasons past, are staring down another one heading into their first elimination game of this year's playoffs.
In the conference era, which dates back to 1974-75, only two teams in 41 occasions have won the first two games of a conference final or league semifinal on the road and failed to win the series: the Montreal Canadiens in 1984 and Boston Bruins in 1991.
"It's OK," Washington captain Alex Ovechkin said. "We're going to play better in Game 6 and we have [to] bounce back and come here and play a Game 7 and that's it."
"We kind of had our backs against the wall a couple times this year in these playoffs. We can draw from those experiences," defenseman John Carlson said. "Just got to go out there and play hockey. That's what we do. Just all about upstairs and what you can control. I think if you stay in the moment like we have, we got a pretty good chance of winning.
"We're going to have to match their urgency," Lightning head coach Jon Cooper said. "The closeout games, potential closeout games, they just seem to bring out the best in everybody. For us, we've had some success when we've gotten the lead. When you do that, you put a little pressure on the other team. Something we'll try and focus on [Monday] night."


text:
American Cruise Lines Cruises
American Constellation Dining
OverviewReviewsDiningActivitiesPhotosCabins
Jayne Clark
The chefs pride themselves on creating menus from fresh, local ingredients. So on a Chesapeake Bay cruise, that meant lots of blue crab. In the Pacific Northwest, expect salmon. On the Lower Mississippi, it's creole and Cajun fare. And on our Grand New England itinerary? Lobster! It was served in potpie, in fondue, in soup, in omelets and, on one glorious day ashore, presented whole after being steamed in seaweed over an open fire with classic Maine accompaniments.
Meals are served in the ship's dining room. Room service is available for breakfast only (though accommodations were made for under-the-weather passengers.) In an unusual move unique to the line, passengers are asked to survey the day's lunch and dinner menus while they are at breakfast and check off their selections so the kitchen can get an idea of how much to cook. There's also an option for ordering a half portion, which is another simple, but effective way to cut waste.
The set menus don't have a lot of vegetarian options, but the aim-to-please staff will work to accommodate passengers with dietary restrictions.
Dining Room (Deck 1, aft): The ship's sole restaurant is airy and roomy enough to accommodate a sold-out ship without crowding. The room has tables set for two to up to six. It's open seating so there's opportunity to get acquainted with fellow cruisers while breaking bread. Waiters work the same sections throughout the cruise, so passengers who bond with their servers tend to gravitate to the same tables day after day. Walls of windows bring the outside in and a mirrored wall at the rear visually expands the space. High-backed chairs are upholstered in classy blue and white stripes. The royal blue carpet is emblazoned with bold, gold stars.
Breakfast is served from 7:30 to 9 a.m. Two central buffet tables are laden with yogurt, scones, pastries, fresh and dried fruit, juices and cold cereal. Made-to-order items from the menu include eggs Benedict with Canadian bacon, quiche, blueberry pancakes, French toast with espresso chocolate sauce and whipped cream, and eggs, with accompaniments like corned-beef hash, grits and potatoes.
A three-course lunch (with two appetizer choices, three entree selections and a dessert) is served in the dining room from 12:30 to 2 p.m. Menu items range from light bites, like an organic spinach salad with roasted grapes, candied pecans and feta, to heartier fare like Maine blueberry barbecued braised pork shoulder with sweet potatoes and local corn-avocado salad.
Dinner, from 6:30 to 8 p.m., offers a choice of two appetizers, three entrees and a couple of dessert options. Sample fare: sherry-laced Maine lobster bisque, braised osso bucco of lamb with whipped sweet potatoes and roasted root vegetables and Atlantic swordfish steak with lobster-leek fondue and brown butter mashed potatoes. The kitchen gets creative with desserts like blueberry-cornmeal cake with maple whipped cream and almond cake with balsamic strawberries and orange mascarpone. A bottle of red and white wine are on the tables, and the staff will keep replenishing them as they are consumed.
Early risers can grab a bite -- fruit, muffins, juice and coffee -- in the Chesapeake Lounge (forward, Deck 3) or the Sky Lounge (aft, Deck 4).
Snacks: Cocktails and hors d'oeuvres are served at 5:30 p.m. in the Chesapeake (forward, Deck 3) and Sky (aft, Deck 4) lounges. Servers circulate offering small bites and a table is laden with crudites, cheeses, dips and more.
Warm-from-the-oven cookies are delivered to the Chesapeake and Sky lounges at 10 a.m.
At 3:30 p.m., it's teatime in the Sky Lounge, with sweet and savory bites, like raspberry tarts and cucumber sandwiches.
After dinner, the nightly entertainment in the Chesapeake Lounge is accompanied by ice cream concoctions and fresh-popped popcorn.
Both the Chesapeake and Sky lounges have coffee/espresso makers available 24/7, along with teas, soft drinks and juices. Packaged snacks -- granola bars, trail mix, pretzels etc. -- are there for the taking.
Room Service: If you prefer in-room or balcony dining at breakfast, fill out a room-service request and turn it in the night before. Deliveries are from 7:30 to 9 a.m. Menu items include beverages, cold cereals, eggs cooked to order, omelets and sides including toast, bagels, English muffins and bacon, sausage and fresh fruit.


text:
The crest of the Clos de Fau opposite the village.
Location within Provence-A.-C.d'A. region
Coordinates: 44°20′23″N 6°09′51″E / 44.3397°N 6.1642°E / 44.3397; 6.1642Coordinates: 44°20′23″N 6°09′51″E / 44.3397°N 6.1642°E / 44.3397; 6.1642
Community of communes of la Motte-Turriers
• Mayor (2014–2020)
Patrick Auriault
125.75 km2 (48.55 sq mi)
Population (2012)2
(avg. 870 m or 2,850 ft)
1 French Land Register data, which excludes lakes, ponds, glaciers > 1 km² (0.386 sq mi or 247 acres) and river estuaries.
2 Population without double counting: residents of multiple communes (e.g., students and military personnel) only counted once.
Bayons (Baion in Occitan) is a French commune in the Alpes-de-Haute-Provence department in the Provence-Alpes-Côte d'Azur region of south-eastern France.[1]
The inhabitants of the commune are known as Bayonnais or Bayonnaises.[2]
Bayons is located in the Massif des Monges some 20 km south by south-east of Gap and 15 km north-east of Sisteron. Access to the commune is by the D1 road from Clamensane in the west which passes through the commune and the village before continuing north to Turriers.[3][4]
Bayons is situated in a vast Cirque surrounded by high mountains, through which the Sasse flows - exiting through a narrow clue. The commune was formed from the merger of four communes in 1973: Astoin, Bayons, Esparron-la-Bâtie and Reynier. Except for Astoin, the communes joined to Bayons in 1973 are located in parallel valleys perpendicular to the Sasse and downstream from Bayons.[5] The commune is located in a region of mountainous relief and has a Mediterranean climate with challenging features (drought, irregular and heavy rains) as well as a mountain climate (cold with snow in winter). It is traversed by some tumultuous rivers. Agriculture in the area has always been difficult. The population of the four communes peaked in 1836 with 1625 inhabitants but a century and a half later, 90% of this population had been lost due to the rural exodus that began early and had more breadth in these four communes than in the rest of the department. This persuaded the government to propose the merger of the communes which took place on 1 April 1973. Since then the population has almost doubled: farms have been retained sometimes using regional quality labels. The communal economy is based on tourism but the majority of people in the commune work outside.
Pictures of roads and bridges in the commune
The Reynier bridge.
The bends of the D1 crossing a Water gap at les Tourniquets.
A trap protecting from falling rocks.
The Bayons water gap.
A list of online mapping systems can be displayed by clicking on the coordinates (latitude and longitude) in the top right hand corner of this article.
Neighbouring communes and villages
Faucon-du-Caire Turriers Saint-Martin-lès-Seyne
Clamensane Auzet
Valavoire Authon Barles
Related article: Geology of the Alps.
The commune is located in the middle of three major geological Alpine formations:[6]
the Nappe of Digne to the east[7] at the tip of the Valavoire lobe:[8] there is a thrust sheet - i.e. a slab nearly 5000 m thick which was displaced towards the south-west during the Oligocene at the end of the formation of the Alps. The lobes (or scales) correspond to the ragged edge west of the nappe;
the Durance fault to the south-west in the valley;
the Plateau of Valensole to the south-east: a Molassic Basin from the Miocene and Pliocene composed of detritic sedimentary rocks (deposits related to the erosion of mountains which emerged in the Oligocene).
During the last two major glaciations: the Riss glaciation and the Würm glaciation, there were many small glaciers in the commune. A glacier occupied the northern slope of the Tête des Monges. During the Riss glaciation, a diffluence from the Durance glacier crossed the Col des Sagnes and went down to the Sasse valley. The Würm glaciation was less extensive and only reached Les Tourniquets. It was during this glacial period that the Triassic gypsum and moraines were created that make the terrain unstable in this part of the valley. Another Riss glaciation diffluence reached the top of the Trente Pas torrent but this did not recur during the Würm glaciation.[9]
Red-coloured mountain in the Reynier valley.
Reynier mountain (1387m).
Rochers de la Lause, closing the Esparron-la-Bâtie valley (Tithonian limestone).[9]
The relief of the commune is mountainous, low, but very compartmentalized making communication difficult. It has partly been shaped by glaciers. The main structural element is the Sasse valley, which drains several basins separated by Water gaps.[9]
The southernmost of these basins is the former commune of Reynier, semi-circular in shape with the diameter towards the north-east. This diameter is a ridge of mountains rising between 1200 m and 1700 m separating the Reynier basin from the Esparron-la-Bâtie valley. From north to south:[4]
the Pategue (1282 m);
the Charène Ridge;
Colle Ridge;
the Citadelle (1438m);
the Pinée ridge (>1600m);
the Maladrech Ridge (>1700m) to the south-east.
Several mountains then define a wide semicircle. On the north side (the side facing Reynier) they slope gently and form green mountain meadows. On the south and west side they form a line of steeper slopes. From east to west and from south to north they are:[4]
the Raus Ridge (1832 m);
the Serrière des Cabanes;
the Clot des Martres Ridge;
the Dormeilleuse Ridge which rises to the Croix Saint-Jean (1826m) when it connects to Jouère mountain;
the Jouère mountain whose peak extends towards the Reynier mountain. This mountain forms a basin to the north, along the Sasse. In the middle of this basin is Le Puy (1367m): another mountain with a ridge in the south and an inclined slope to the north.
North of Reynier basin, the Bayons gorge provides access to the upper valley of the Sasse and the Bayons basin. This basin is bounded on the north by a small massif dominated by Pointe d'Eyrolle (1754m) and Grande Gautière (1825m) which opens to several valleys in the east and south:[4]
to the north is the valley where Astoin is located and which communicates with the Turriers basin through a gorge - the Col des Sagnes (1182 m) - and Les Tourniquets;
Trente Pas and Sasse valleys are to the north-east limited by the summits of Terre Grosse (1598m), Tête de Charbonnier (1681m), Tête Grosse (2032m), and Chanau (1885m).
Facing Bayons, is l'Oratoire summit (2072 m).Tête Grosse
Finally, wedged between the Bayons basin and that of Reynier, is the long valley of Esparron-la-Bâtie Sasse closed off from the Sasse by the Rochers de la Lause. The ridges north of this valley are led to the top of l'Oratoire and are marked by the Rocher de l'Aigle (1499m) and the Rocher du Midi (1461m). This valley widens and is closed to the east by the Summit of Clot Ginoux (also called the Cimettes) (2112m), the summit of Laupie (or Tourtoureau) (2025m), and the summit of Les Monges (2115m).[4]
The Sasse at Basse-Combe in the upper part of its course.
The commune is traversed by the Sasse[10] (sometimes called La Sasse[11]), which is formed from many streams and has many tributaries draining the adjacent valleys. On the right bank the Sasse receives:[4]
the stream from the Trente Pas ravine;
the Eau Amère stream which becomes the Clastre when traversing Les Tourniquets;
the Mardaric, which passes at the foot of Bayons;
the Rouinon, whose confluence with the Sasse is between Forest-Lacour and Bédoin.[12]
The left bank tributaries of the Sasse are:[4]
the Chabert, a stream 5.5 km long flowing through the Bayons basin;[13]
the Riou de Pont, which drains the Esparron-la-Bâtie valley and, when crossing the Rochers de la Lause, forms a waterfall and becomes the Ruisseau des Tines, a stream 10 km long;[14]
the Reynier, a stream 9.1 km long.[15]
In the upper part of the Esparron-la-Bâtie valley is a small lake, Lake Esparron at 1544m, to the east of the Maladrech ridge.[4]
The town has 5500 hectares of woods and forests or 44% of its area.[16]
Chamois are endemic in the Massif of Monges but had nearly disappeared from the area in the 1970s as victims of intensive hunting. The National Forests Office (ONF) has created a game reserve in the Haute Combe which includes the reserves of Monges, Hautes-Graves-Ruinon, and Montsérieux. Since the 1980s the species is still hunted but with quotas.[17]
The Mouflon had been exterminated and its presence is due to its reintroduction in early 1990. Two population nuclei are in the commune: in the hunting reserve of the Hautes-Graves-Ruinon and in the Massif des Monges. Roe Deer had also disappeared since the beginning of the 19th century together with its natural environment the forest. It has returned to the commune from a core reintroduced into the Vançon valley in the 1970s. The presence of the Alpine marmot is also mainly due to reintroductions. The otter, which was once present, has disappeared but has not been reintroduced.[17]
Natural and technological risks
None of the 200 communes in the department is in a no seismic risk zone. The Canton of Turriers to which Bayons belongs is in area 1b (low risk) according to the deterministic classification of 1991 and based on its seismic history and in zone 4 (medium risk) according to the probabilistic classification EC8 of 2011. Bayons also faces four other natural hazards:[18]
Bayons is not exposed to any risk of technological origin identified by the prefecture.[18]
There is no plan for prevention of foreseeable natural risks (PPR) for the commune and there is no DICRIM.[18]
The commune has been the subject of orders for natural disasters in 1994 for floods, landslides and mudslides.[18] The worst flooding occurred in 1492 when rains caused the formation of debris flows that destroyed several hamlets and part of the village. This monstrous flood has remained in the annals of the commune.[19] See the History section for details.
Localities and hamlets
In addition to the village, the town includes several hamlets:<refv name=Geo/>
Astoin (chief village of a former commune);
Haute Combe;
Basse Combe;
La Rouchaye;
Esparron-la-Bâtie (chief village of a former commune);
Le Pont;
Baudinard;
Le Gayne;
Le Sapie;
Le Forest-Lacour;
Reynier (chief village of a former commune).
Prehistory and Ancient times
Although Homo heidelbergensis probably inhabited the Monges massif several hundreds of thousands of years ago there is no evidence that they specifically occupied the area of Bayons. The Vitrolles site, 30 km to the west, shows that 11,000 years ago the area was frequented by hunters and gatherers who came in summer then went away to the south.[20]
Most of the Durance valleys and the Massif des Monges experienced the Neolithic Revolution when Mesolithic societies disappeared and were replaced by Cardium pottery (6000 BC.) and then by the Chasséen culture (4700-3500 BC). The Lithic core found at Thèze was an example of the technical progress in the era: stone tools are no longer cut by impact but by pressure applied on the chosen part.[20]
A treasure of Massaliatic obols dating from the Gallic period (3rd and 2nd century BC.) was discovered in the commune in 1850. The romanization of Bayons in the following centuries is manifested by constructions at altitude.[21]
The Lavoir at Astoins
Astoin
The castrum of Astoin was near the mule track connecting Bayons to Turriers.[21]
The Counts of Provence were lords of Astoin during the 14th and 15th century through the Ayroles and Ancelle families (co-lord of Dromon in 1385).[21] During the crisis caused by the death of Queen Joanna I of Naples, Raoux Ancelle, Lord of Astoin, fought with Charles, Duke of Durazzo, against Louis I of Anjou. The rallying of Sisteron to the Angevin cause in November 1385 brought about his change of commitment and he paid homage to Louis from 30 November 1385.[22]
Astoin had 28 fires in 1315 but only 6 in 1471.[23] It was at that time that the old site, located on a hill 500 m from the current site and named Vière (Old Provençal meaning "village"), was abandoned in favour of the current site.[5] By 1765 there were 264 inhabitants.[23]
Bayons at the beginning of the 20th century
Bayons is cited around 1200 in the form Baions.[23] The community had a consulate in 1233 and was the largest community in the viguerie of Sisteron. The two churches and their income belonged to the Abbey of l'Ile-Barbe in Lyon. The oldest church was the Church of Our Lady of Nazareth which was located in the Clastre valley, probably on the medieval site of the village. The community owned the lands called gastes which also belonged to the lord. These lands were farmed by the community often as pasture. At Bayons, they were traditionally granted against a tasque equivalent to one eighth of the harvest. The income of the community allowed it to gradually redeem all manorial rights before 1789 including the privilege granted by the counts of Provence banning the grazing of foreign herds (from outside the commune) in Bayons lands. The Counts of Provence also levied a toll on cattle migrations passing through Bayons.[5][21][23]
In 1300 a small Jewish community was established in Bayons which is an indication of its position as a tiny relatively unknown rural hamlet. In 1348 Queen Joanna I of Naples, driven from her Kingdom of Naples, had to take refuge in Provence. To regain her Neapolitan States she sold Avignon to the Pope for 80,000 florins and at the same time obtained papal absolution to wash away suspicion in the murder of her first husband Andrew, Duke of Calabria. Grateful, she offered the fief of Valernes to William II Roger, brother of the pope. This was made a viscounty by letters patent in 1350. The new viscounty included the communities of Bayons, Vaumeilh, La Motte-du-Caire, Bellaffaire, Gigors, Lauzet, Les Mées, Mézel, Entrevennes, and Castellet, with their jurisdictions and dependencies.[24][25][26]
In 1359 the residents of Bayons sued those of Seyne, claiming the privilege of not paying the toll to come to the fair at Saint-Michel de Seyne. They obtained satisfaction but the people of Seyne won on appeal. Fortifications were built in the 14th century which were inspected in 1403 by the provost of the Viscount of Valernes. Another fortification was built above Bédoin on the mountain called the Chateau: it allowed the monitoring of the road from Sisteron to Seyne.[21]
On 26 July 1492 heavy rains cause a devastating flood of the Sasse. Le Mardaric, the torrent passing Bayons, had a debris flow that destroyed the village. The hamlets of la Montahne (identified with that of Combes) and Rouinon were also affected Rouinon. The Fontainier torrent also caused damage to cultivated land. Four people were killed. Livestock was also affected with hundreds of animals washed away. Finally loosened soils were washed away by rain together with ripe wheat and vines in the following days. According to residents rocks of 5 tons were displaced by the floods.[5][21]
Esparron-la-Bâtie
The Village of Esparron-la-Bâtie.
The village of Esparron was cited in 1200 under the name of castrum Sparronis et bastita. There were two village communities, and one fief held by a lord. Esparron-la-Bâtie was hardest hit by the crises of the 14th century (the Black Death and the Hundred Years War) than its neighbours, as it had 74 fires in 1315 but only 12 in 1471. By 1765 it had a population of 205. The Counts of Provence levied a toll on cattle migrations passing through Esparron-la-Bâtie and lords were the Morier or Mourier family from the 13th to the 17th Century. The parish church was heavily damaged by the end of the religious wars. In 1641 repairs had still not been done and the lord of Esparron was ordered to pay for two thirds of the work with the remaining third by the priory.[5][21][23][27]
Reynier
Reynier village.
Reynier is reported for the first time in charters of 1232 as castrum Rainieri. The community had 25 fires in 1471 and 218 inhabitants by 1765. This former fief of the Bishops of Gap was owned by the Abon family from the 15th to the 17th century then by the Boniface family until the French Revolution.[5][21][23]
From the 16th century the lordship of Astoin belonged successively to Turriers, Castellane, Boniface, then to Hugues. At Esparron the Pélissier family succeeded Mourier in the 17th century.[21]
In the 16th century Louis de Barras, Lord of Melan, allowed the grazing of sheep flocks in Bayons from Estiver (against payment of a fee), while herds from Reynier and Esparron-la-Bâtie wintered at La Roque and Corbières.[28]
Bayons appears as Bayons on the 1750 Cassini Map[29] and the same on the 1790 version.[30]
Astoin appears as Aftoin on the 1750 Cassini Map[29] and as Astoin on the 1790 version.[30]
Esparron-la-Bâtie appears as Efparron on the 1750 Cassini Map[29] and as Esparron on the 1790 version.[30]
Reynier appears as Reynier on the 1750 Cassini Map[29] and the same on the 1790 version.[30]
At the beginning of the French Revolution, the news of the storming of the Bastille was welcomed but caused a phenomenon of collective fear in the population of a possible aristocratic reaction. Locally, the Great Fear came from Tallard and belonging to the contemporary fear of the Mâconnais reached the area of La Motte-du-Caire on the evening of 31 July 1789. The consuls of the village community were warned that a troop of five or six thousand brigands were coming towards Haute-Provence after pillaging the Dauphiné. The communities of La Motte, Clamensane, Saint-Geniez, Authon, Curbans, Bayons, and Claret together created a troop of 700 armed men. They put the Marquis of Hugues de Beaujeu at its head. He decided to stand in front of the danger by going towards the danger and to monitor the boats on the Durance.[31]
After 2 August the panic subsided and the original rumours clarified. An important change took place: the communities were armed and organized to defend themselves and their neighbours. A sense of solidarity was born within the communities and between neighbouring communities and consuls decide to maintain the national guards. Immediately after the fear subsided, however, the authorities recommended disarming the workers and the landless and keep only landowners in the National Guard.[31]
Contemporary period
Monument commemorating the massacre of 26 July 1944
The French coup d'état of 1851 committed by Louis-Napoleon Bonaparte against the French Second Republic provoked an armed uprising in the Lower Alps in defense of the Constitution. After the failure of the uprising there was a severe crackdown on those who stood up to defend the Republic with one inhabitant of Bayons.[32]
Like many communes in the department, Bayons adopted schools well before the Jules Ferry laws: in 1863 there were already two schools providing primary education for boys located in the main village and at Combe. Although the Falloux Laws (1851) did not require the opening of a school for girls in communes with less than 800 inhabitants, Bayons, with less than 700 inhabitants in 1861, also had a school for girls. The second Duruy Act (1877) allowed it, thanks to government subsidies, to build new village school.[33]
Astoin, Esparron-la-Bâtie, and Reynier communes each had a boys' school in 1863 but no school for girls. In these communes it was not the Ferry laws that allowed girls into school.[33]
The very isolated hamlet of Rouinon had 46 inhabitants in 1886 as well as a school (until 1911) and a mailbox (until 1929). This small community also had its own Chapel of Saint Joseph. Near Rouinon, the chapel for the hamlet of Forest-Lacour was destroyed at the end of the 19th century to allow the passage of the road: the Church had noted its declining attendance for several years.[5][21]
The commune sheltered a maquis unit during World War II in the Tramalou district. It consisted of Francs-tireurs partisans (Maverick Partisans) or FTP. On 21 July 1944, taking advantage of a shift in the German garrison of Sisteron, the Bayons FTP raided the citadel of Sisteron to rescue fifty resistance fighter detainees. On 26 July 1944, the same FTP unit was surprised by the German reaction using mortars which resulted in 21 dead. Three teenagers in a farm were also killed. A monument was erected in their memory located on an abandoned road to Turriers.[34]
Since World War II
Vines were cultivated in the communes of Astoin, Bayons, Esparron-la-Bâtie and Reynier until the middle of the 20th century. The wine was mediocre and intended only for home consumption. This culture has since been abandoned.[35]
The commune of Bayons merged with the communes of Esparron-la-Bâtie, Astoin, and Reynier in 1973.[36]
Blazon:
Azure, a fess Argent charged with the word BAYONS in capitals of Sable, surmounted by another fess Argent, in base 2 mullets of Or.
Politics and administration
Bayons Town Hall
The Municipal Council is composed of 9 members including the Mayor.[37]
List of Successive Mayors[38]
1945 Arthur Daumas[39]
1948 1952 Louis Aimé Estellon
2001 2014 Bernard Daumas
2014 2020 Patrick Auriault
(Not all data is known)
Judicial and administrative proceedings
Bayons falls within the area of the Tribunal d'instance (District court) of Digne-les-Bains, the Tribunal de grande instance (High Court) of Digne-les-Bains, the Cour d'appel (Appeal court) of Aix-en-Provence, the Tribunal pour enfants (Juvenile court) of Digne-les-Bains, the Conseil de prud'hommes (Labour Court) of Digne-les-Bains, the Tribunal de commerce (Commercial Court) of Manosque, the Tribunal administratif (Administrative tribunal) of Marseille, and the Cour administrative d'appel (Administrative Court of Appeal) of Marseille[40]
The taxation of households and businesses in Bayons in 2010[41]
Communal portion
Inter-communal portion
Departmental portion
Regional portion
Housing Tax (TH) 3.80% 0.95% 5.53% 0.00%
Business Land Tax (CFE) 23.60% 3.55% 0.00% 0.00%
Land value Tax on buildings (TFPB) 10.35% 3.35% 14.49% 2.36%
Land value tax on undeveloped land (TFPNB) 64.00% 6.44% 47.16% 8.85%
Transfer taxes 1.20% 0.00% 3.60% 0.00%
In 2012 the commune had 232 inhabitants. The evolution of the number of inhabitants is known from the population censuses conducted in the commune since 1793. From the 21st century, a census of communes with fewer than 10,000 inhabitants is held every five years, unlike larger communes that have a sample survey every year.[Note 1]
Population Change (See database)
136 128 150 138 194 198 255 232 -
Sources : Ldh/EHESS/Cassini until 1962, INSEE database from 1968 (population without double counting and municipal population from 2006)
In 2012 the workforce was 83 people, including 11 unemployed. These people are mostly employees (88%) and many work outside the commune (33%).[42] On 1 January 2014 there were a total of 28 business enterprises in the commune: 7 in Agriculture, 4 in Industry, 1 in construction, 12 in Trade, transport, and services, and 4 in Administration, education, health, or social services. Only the tertiary sector employed staff with 6 employees.[43]
Logging in Bayons.
According to the Agreste survey by the Ministry of Agriculture the number of farms dropped sharply in the 2000s from 17 to 10. Sheep farms represented half of these farms. From 1988 to 2000 the agricultural land area (SAU) increased from 1100 hectares to 1216 while the number of farms fell from 20 to 17. The SAU has continued to increase during the last decade reaching 1352 hectares including 720 dedicated to sheep farming.[44]
Farms practicing polyculture disappeared in the 2000s.[44]
An irrigated meadow in Bayons.
Bayons commune has an Appellation d'origine contrôlée (AOC) for Lavender oil of Haute-Provence and 30 Geographical Protected Indications (IGP) including: Apples of Alpes de Haute-Durance, Honey of Provence, Lamb of Sisteron,[45] and many Méditérranée wine labels.[46]
Labels of Bayons
Lamb of Sisteron.
Lavender honey.
Golden and gala apples.
A Small hydro electric power station using the waters of the Ruisseau des Tines in the former commune of Esparron-la-Bâtie.
A Small hydro electric power station was installed in the late 1980s on Ruisseau des Tines (old town of Esparron-la-Bâtie).[47]
Service activities
According to the Departmental Observatory of Tourism, tourism is important for the commune with between 1 and 5 tourists accommodated per capita but most of the accommodation capacity is non-market. Several tourist accommodation facilities exist in the commune:
1 furnished accommodation with 4 beds
1 Bed and Breakfast with 4 beds
2 Hostels with 16 beds
It is nevertheless second homes that have the greatest capacity with 160 second homes and a total of 798 beds.[48]
On the first Rogation day there is a procession from Bayons to Forest and return.
Civil heritage
A House with arched windows, possibly a lordly mansion, on the village square.[49]
A Chateau from the 18th century at Esparron[23]
A ruined Rectangular Tower above the village from the 13th or 14th century.[50]
The Church of Saint Anne at Astoin[23] was the former castrum church dedicated to Saint-Michel. The Parish of Astoin was merged with Bayons in 1711.[21]
The Church of Saint-Christophe and Saint Sebastian at Esparron.[21][23] The former Church of Saint Vincent de Reynier on the hill is in ruins:[5] it was an old chapel chosen to replace the parish church at the end of the Wars of religion in 1599.[21] It was replaced by another Church of Saint Vincent in 1833.[5]
The Chapel of Basse Combe was restored in the 2000s.
The Saint Mary Magdalene Chapel in Haute Combe is in ruins.[5]
The Chapel Notre-Dame-Secours-des-Pécheurs at Baudinard was built by the inhabitants in 1867-1868 for the new cemetery which replaced the old cemetery which was far away.[5]
Church of Notre-Dame-de-Bethléem.
The Church of Notre-Dame-de-Bethléem (11th century) is registered as an historical monument.[51] The church is large for the size of the village (35m long and 9m wide with a height of 15m at the Nave). It once housed a priory from the Abbey of l'Ile-Barbe.[23][52] It is of Roman architecture with Gothic influences. According to Mark de Leeuw it is a building where Alpine art of the 13th century is demonstrated with the most finesse.[21] Its facade is divided by buttresses, the choir is flanked by side chapels, and the Apse is flat.[53] The bays of the apse are large and the Oeil-de-boeuf (or Ox-eye window) on the western facade gives a beautiful light inside the church and on the baptismal font installed in the centre of the nave.[54] The capitals are decorated with foliage, jewels, and trilobes.[55]
The vaults were rebuilt several times: the choir in the 14th century and the nave in 1664.[52] Other comprehensive repairs took place from 1664 to 1689 and the tower is repaired in 1724. A clock was added to it in 1742. Many other repairs took place throughout the 20th century and roofs were restored to their original angles in 1995.[21]
The Church contains many items that are registered as historical objects:
A Cross (Crucifix) (18th century) [56]
A Chalice (19th century) [57]
A Painting: Joseph of Léonissa (17th century) [59]
The main Altar (18th century) [60]
A Painting: Assumption (17th century) [61]
A Painting: Death of Saint Joseph (17th century) [59]
A Painting: Saints Jacques and Peter at the foot of the virgin (17th century) [62]
The enclosures in the 2 lateral chapels (17th century) [63]
A Pulpit (17th century) [64]
2 Pews (19th century) [65]
A Statue: Virgin and child (18th century) [66]
A Painting with frame: Virgin of pity (18th century) [67]
A Painting: Saint Blaise (1750) [68]
A Painting: Adoration of the Magi (17th century) [69]
A Retable: Adoration of the magi (18th century) [70]
A Bronze bell (1510) [71]
A Baptismal font (16th century) [72]
Churches Picture gallery
Church of Saint Anne at Astoin
Church of Saint-Christophe at Esparron-la-Bâtie.
Church of Saint-Vincent at Reynier.
Chapel Saint-Jacques and Saint-Philippe at Basse-Combe.
Chapel Notre-Dame-Secours-des-Pécheurs at Baudinard.
Communes of the Alpes-de-Haute-Provence department
Bibliography used in this Article
Raymond Collier, Haute-Provence Monumental and artistic, Digne, Louis Jean Printing, 1986, 559 pages (French)
Under the direction of Edward Baratier, Georges Duby, and Ernest Hildesheimer, Historical Atlas. Provence, Venaissin County, Principality of Orange, County of Nice, Principality of Monaco, Paris, Librairie Armand Colin, 1969 BNF FRBNF35450017h (French)
Guy Barruol, Nerte Dautier, Bernard Mondon (coord.), Mount Ventoux. Encyclopedia of a Provencal mountain
Bibliography not used in this Article
Hélène Vésian Claude Gouron, The Way of Liberty - on the passive resistance of Haute-Provence (ISBN 2-906924-32-6)
Notes and references
↑ At the beginning of the 21st century, the methods of identification have been modified by Law No. 2002-276 of 27 February 2002, the so-called "law of local democracy" and in particular Title V "census operations" allows, after a transitional period running from 2004 to 2008, the annual publication of the legal population of the different French administrative districts. For communes with a population greater than 10,000 inhabitants, a sample survey is conducted annually and the entire territory of these communes is taken into account at the end of the period of five years. The first "legal population" after 1999 under this new law came into force on 1 January 2009 and was based on the census of 2006.
↑ Bayons on Lion1906
↑ Inhabitants of Alpes-de-Haute-Provence (French)
1 2 Bayons on Google Maps
1 2 3 4 5 6 7 8 Bayons on the Géoportail from National Geographic Institute (IGN) website (French)
1 2 3 4 5 6 7 8 9 10 11 Daniel Thiery, On the origins of churches and rural chapels in Alpes-de-Haute-Provence - Bayons, published 13 December 2010, online 15 December 2010, consulted on 2 July 2012. (French)
↑ Maurice Gidon, The ranges of Digne], schematic map showing the relationship between the ranges of the eastern Baronnies (northern part) and those of Digne (southern part), with the precursor country of the nappe of Digne (western part). (French)
↑ Geological Map of France at 1:1,000,000 (French)
↑ Maurice Gidon, The Nappe of Digne and the connecting structures. (French)
1 2 3 Maurice Jorda, Cécile Miramont, "The Highlands: a geomorphological reading of the landscape and its evolution", in Nicole Michel d'Annoville, Marc de Leeuw (directors) (photogr Gerald Lucas, drawing Michel Crespin.), Roaming the High Lands of Medieval Provence, Le Caire: The Association highlands of Provence; Saint-Michel-l'Observatoire, 2008, 223 p., ISBN 978-2-952756-43-3, p. 33-34. (French)
↑ Page on the Sasse, SANDRE, consulted on 15 June 2011 (French).
↑ The feminine name was mentioned in the master development and water management diagram of the Rhone-Mediterranean basin during its Drainage basin Committee meeting on 16 October 2009.
↑ Page on the Torrent de Rouinon, SANDRE (French).
↑ Page on the Torrent de Chabert, SANDRE (French)
↑ Page on the Ruisseau des Tines, SANDRE (French).
↑ Page on the Torrent de Reynier, SANDRE (French).
↑ Roger Brunet, Canton of Bayons, Le Trésor des régions, consulted on 11 June 2013. (French)
1 2 Jean-Claude Bouffier, "Wild fauna of Monges in the Durance", in Nicole Michel d'Annoville, Marc de Leeuw (directors) (photogr Gerald Lucas, drawing Michel Crespin.), Roaming the High Lands of Medieval Provence, Le Caire: The Association highlands of Provence; Saint-Michel-l'Observatoire, 2008, 223 p., ISBN 978-2-952756-43-3, p. 19-20. (French)
1 2 3 4 Ministry of Ecology, sustainable development, transport, and lodgings, Communal Notice Bayons on the Gaspar database (French)
↑ Jean-Pierre Leguay, The Catastrophes of the Middle Ages, Paris, Éditions Jean-Paul Gisserot, 2005, "Les classiques Gisserot de l'histoire" collection. ISBN 2-87747-792-4, (reprinted in 2014). p. 201. (French)
1 2 Jean Gagnepain, "The Prehistory of the high lands of Provence", in D'Annoville, de Leeuw, opcit, p. 44-45. (French)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Marc de Leeuw, "Bayons", in Nicole Michel d'Annoville, Marc de Leeuw (directors) (photogr Gerald Lucas, drawing Michel Crespin.), Roaming the High Lands of Medieval Provence, Le Caire: The Association highlands of Provence; Saint-Michel-l'Observatoire, 2008, 223 p., ISBN 978-2-952756-43-3, p. 106-119. (French)
↑ Geneviève Xhayet, Partisans and adversaries of Louis of Anjou during the war of the Union of Aix Archived July 23, 2015, at the Wayback Machine., Provence historique, Fédération historique de Provence, volume 40, No. 162, "Author of the War of the Union of Aix", 1990, p. 422. (French)
1 2 3 4 5 6 7 8 9 10 Under the direction of Edward Baratier, Georges Duby, and Ernest Hildesheimer, Historical Atlas. Provence, Venaissin County, Principality of Orange, County of Nice, Principality of Monaco, Paris, Librairie Armand Colin, 1969, p. 161 (Astoin), p. 164, p. 174 (Esparron), p. 192 (Reynier) BNF FRBNF35450017h (French)
↑ Édouard Baratier, Provençal Demography from the 13th to the 16th centuries, with key comparisons with the 18th century, Paris, SEVPEN/EHESS, 1961, Démography and society collection, p. 70. (French)
↑ Jean-Marie Schio, Guillaume II Roger de Beaufort (French)
↑ Édouard de Laplane, History of Sisteron, taken from the archives, Digne, 1845, T. I, p. 126. (French)
↑ Ernest Nègre, General Toponymy of France, Librairie Droz, 1990, Vol II, 676 pages, p. 1189, ISBN 2-600-00133-6 (French).
↑ Marc de Leeuw, "The ways of communication", in Nicole Michel d'Annoville, Marc de Leeuw (directors) (photogr Gerald Lucas, drawing Michel Crespin.), Roaming the High Lands of Medieval Provence, Le Caire: The Association highlands of Provence; Saint-Michel-l'Observatoire, 2008, 223 p., ISBN 978-2-952756-43-3, p. 58. (French)
1 2 3 4 Bayons, Aftoin, Efparron. and Reynier on the 1750 Cassini Map
1 2 3 4 Bayons, Astoin', Esparron, and Reynier on the 1790 Cassini Map
1 2 G. Gauvin, "The Great Fear in the Lower Alps", Annals of Basses-Alpes, Vol. XII, 1905-1906. (French)
↑ Henri Joannet, Jean-Pierre Pinatel, "Arrests-condemnations", 1851-For Memory, Les Mées: Les Amis des Mées, 2001, p. 72. (French)
1 2 Jean-Christophe Labadie (director), The Scvhoolhouses, Digne-les-Bains, Departmental Archives of Alpes-de-Haute-Provence, 2013, ISBN 978-2-86-004-015-0, p. 9, 11, 16, 18. (French)
↑ Hélène Vésian-Claude Gouron, The ways of Liberty from the passive resistance of Haute-Provence, p. 76, 77, and 79. (French)
↑ André de Réparaz, Lands lost, Lands constant, Lands conquered: vines and olives in Haute-Provence 19th-21st centuries, Méditerranée, 109, 2007, p. 56 and 59. (French)
↑ EHESS, Communal notice for Bayons on the Cssdsini database, consulted on 23 July 2009. (French)
↑ art L. 2121-2 of the General Code of Collective Territories (French).
↑ List of Mayors of France (French)
↑ Sébastien Thébault and Thérèse Dumont, The Liberation, Basses-Alpes 39-45, published 31 March 2014, consulted on 3 April 2014 (French)
↑ List of competent jurisdictions for Bayons, Ministry of Justice website (French).
↑ Local Taxes in Bayons, taxes.com (French).
↑ INSEE Employment 2012, (French),
↑ INSEE Characteristics of Enterprises 2014 (French)
1 2 Ministry of Agriculture, lien "Technico-economic orientation of Farming", Agricultural censuses of 2010 and 2000 (French)
↑ Lamb of Sistern, INAO
↑ List of AOCs and IGPs for Bayons, INAO website (French).
↑ Patrick Cros, Canal de Provence: hydroelectricity in synergy, News of local public enterprises, published 3 May 2011, consulted on 2 July 2012. (French)
↑ Departmental Observatory of Tourism, Atlas of Tourist Accommodation, 2015 p. 40 (French)
↑ Raymond Collier, Haute-Provence monumental and artistic, Digne, Imprimerie Louis Jean,? 1986, 559 p., p. 270. (French)
↑ Ministry of Culture, Mérimée PA00080356 Church of Notre-Dame-de-Bethléem (French)
1 2 Raymond Collier, Haute-Provence monumental and artistic, Digne, Imprimerie Louis Jean,? 1986, 559 p., p. 88. (French)
↑ Raymond Collier, Haute-Provence monumental and artistic, Digne, Imprimerie Louis Jean,? 1986, 559 p., p. 75. (French)
↑ Jacques Morel, Guide to Abbeys and Priories: monasteries, priories, convents. Central east and South-east of France, Éditions aux Arts, Paris, 1999. ISBN 2-84010-034-7, p. 59.
↑ Ministry of Culture, Palissy PM04002324 Cross (Crucifix) (French)
↑ Ministry of Culture, Palissy PM04002323 Chalice (French)
1 2 Ministry of Culture, Palissy PM04002321 Painting: Joseph of Léonissa) (French)
↑ Ministry of Culture, Palissy PM04002320 Main Altar) (French)
↑ Ministry of Culture, Palissy PM04002319 Painting: Assumption) (French)
↑ Ministry of Culture, Palissy PM04002317 Painting: Saints Jacques and Peter at the foot of the virgin) (French)
↑ Ministry of Culture, Palissy PM04002316 Enclosures in the 2 lateral chapels) (French)
↑ Ministry of Culture, Palissy PM04002315 Pulpit lateral chapels) (French)
↑ Ministry of Culture, Palissy PM04002314 2 Pews) (French)
↑ Ministry of Culture, Palissy PM04002313 Statue: Virgin and child) (French)
↑ Ministry of Culture, Palissy PM04002312 Painting: Virgin of pity) (French)
↑ Ministry of Culture, Palissy PM04002311 Painting: Saint Blaise) (French)
↑ Ministry of Culture, Palissy PM04000353 Painting: Adoration of the magi) (French)
↑ Ministry of Culture, Palissy PM04000352 Retable: Adoration of the magi) (French)
↑ Ministry of Culture, Palissy PM04000036 Bronze bell) (French)
↑ Ministry of Culture, Palissy PM04000035 Baptismal font) (French)
Wikimedia Commons has media related to Bayons.
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text:
Top 10 Amazing Facts About Conor McGregor That Makes You Love Him
Eryka Sillano
Bizarre, People & Lifestyle, Sports & Entertainment
Thanks to his recent controversial match with Mayweather, Conor McGregor has totally became a 'household' name. But who is he really, aside from that confident hunk who dared to go against Mayweather as his first professional boxing rival? Let's take a look at these amazing facts about Conor McGregor that you might not know yet.
McGregor was only 18 years old when he won his first MMA (amateur division) fight and knocked out his opponent.
He started at really young age. Conor McGregor first trained to be a boxer when he was only 12 years old. This goes to show what a big appetite he has for dangerous sports.
He is a supporter of same-sex marriage and gay rights.
He is also known as Mystic Mac due to his ability to forecast an outcome of his fights.
He holds the record for one of the fastest MMA knockout. He knocked out Paddy Doherty in 5.6 seconds at Immortal Fighting Championship 4.
Photo credit: NVNY
He was on welfare check before his first big fight payout of $60,000.
He loves dressing up and always jumps at the opportunity to do so.
Photo credit: http://cdn.images.express.co.uk
He makes his living as a plumber before he became an MMA hotshot.
At the age of 29, he now has a net worth of $34 million all earned from professional fighting.
Credit: Noah K. Murray-USA TODAY Sports
He likes a lot of sex before a fight.
Darren Smerald says:
He is a washed up ginger twat and I would slap him down like the fraud he is. Mayweather felt sorry for him and didn't even train.


At Warm Springs Optometric Group, we value your time. In an effort to save you time in our office, you can download and complete our patient form(s) prior to your appointment.
Download the required form and complete the required information.
In order to provide you the best possible care, please complete this form and bring it to your first appointment. All information is strictly CONFIDENTIAL.


text:
Use default options to improve conversions
Step-by-step playbooks CRO
marketing, cro, 4-design, usability, hub, saas, playbook
alex_birkett (Alex Birkett) March 22, 2021, 10:08am 1
Nudge users towards the specific outcome that will increase your conversions.
Accentuate a specific plan on your pricing page that you want people to choose.
For example, emphasize the plan with a darker/highlighted shade, and a Most Popular tag.
Default to a subscription purchase choice, such as a monthly refill or annual membership, as opposed to just a one-time purchase.
For example, when adding a product to your cart, Amazon will often default to the Subscribe & Save versus the One-time purchase choice.
Pre-select the default and out of the box features for customizable products you offer.
For example, when shopping for a MacBook, Apple pre-selects the basic features.
Engineer your SaaS product to give the best user experience right away and eliminate manual set up by defaulting to basic software features.
You can include options for users to customize the features after onboarding.
Default the renewal of paid services, or free trial to paid subscription.
For example, starting with a free, three-month subscription that requires a phone call to cancel will often result in a yeah, whatever heuristic… and a long-term customer.
Set the default for marketing communications to opt-in when a customer orders a product online.
For example, including the message, If you do not wish to receive such information in this way, please tick the box means a customer will have to opt out to stop receiving your messages.
Avoid dark patterns - lead with customer centricity and principles, and ensure the user has full clarity on the options available and doesn't feel forced or coerced into a suboptimal action.
With the power of default, options comes the increased responsibility to ensure that you're not tricking the user into an action they don't actually want to make.
Alex Birkett - Growth and content playbooks
Design Usability
CRO Phase 4 - Design


Justin Bieber has taken to social media where he's explained why he is "taking time" from his career.
Just two weeks after cancelling the remaining 14 days of his Purpose tour, the singer has yet again shocked his fans with a very surprising announcement.
"I'm grateful for the tours but most of all I am grateful I get to go through this life WITH YOU! Learning and growing hasn't always been easy but knowing I'm not alone has kept me going.
"I have let my insecurities get the best of me at times, I let my broken relationships dictate the way I acted towards people and the way I treated them! I let bitterness, jealousy and fear run my life!!!" it says.
In the note, the 23-year old also gives thanks to people who "in the past few years help me build my character back up reminding me of who I am and who I want to be".
"My past decisions and past relationships won't dictate my future decisions and my future relationships," he wrote.
"I'm VERY aware I'm never gonna be perfect, and I'm gonna keep making mistakes.
"I wanna be a man that learns from them and grows from them!! I want you all to know this tour has been unbelievable and has taught me so much about myself.
Following a cancelation of his shows in Asia and the US, there were speculations flying around online about Bieber's reasoning. The website TMZ sparked rumours that the singer had "rededicated his life to Christ", due to him showing a new cross tattoo on his face.
This speculation came by the singer's recent post with a pastor Carl Lentz.
Since then, Bieber has said that the reason he dropped out of the tour was because his life had grown unsustainable.
"Me taking this time right now is me saying I want to be SUSTAINABLE," he wrote.
"I want my career to be sustainable, but I also want my mind heart and soul to be sustainable so that I can be the man I want to be, the husband I eventually want to be and the father I want to be.
"This message is just an opportunity for you to know my heart.


Sliced lamb fillet in garlic-pepper sauce.
Sliced lamb fillet in garlic-curry sauce.
Sliced lamb fillet with leeks.
Sliced lamb fillet in garlic-chili sauce.
Sliced lamb fillet with mixed vegetables in chinese barbecue sauce.
NB: Kinesiske hovedretter inkluderer kun kokt ris. Chinese main dishes include boiled rice only.


Conflict Management in Law Enforcement, by James Pardy, deals with the identification of stress responses and effective management regarding the parties in conflict, the public at large, and the intervening police officers. The text examines the factors that precipitate conflict or crisis and the problem-solving and intervention techniques available to police officers. The second edition of Conflict Management uses text-based scenarios to introduce students to situations they will encounter in law enforcement. Student involvement through such learning is a safe and effective method of fostering the development of intervention skills essential to law enforcement. The text allows students to apply their knowledge gained throughout their studies to the situation-based learning style of the text.
Head to the worksite outside the city limits with the LEGO® City 60183 Heavy Cargo Transport, featuring a heavy truck with opening cab, toolbox and bull bars, a detachable extended flatbed trailer truck toy, plus a helicopter with spinning rotors, opening cockpit and a chain. This great toy helicopter transport model building toy includes 2 minifigures.
Carry precious items with the LEGO City 60193 Arctic Air Transport vehicle, featuring a heavy-duty quadrocopter with 4 spinning rotors, ski landing gear, opening minifigure cockpit and a functioning winch with rope and hook. This fun Arctic Expedition set also includes an all-terrain vehicle (ATV) with 2 pick axes, saw, translucent-blue ice cube with hook latch, opening side and 'frozen' saber-tooth tiger toy plus 2 LEGO explorer minifigures: a mountain climber figure and an arctic pilot.
Be part of the action with the LEGO® City police as they stop the crook's escape from the jail cell in the Mobile Command Center, featuring a detachable truck cab, room for 2 minifigures, monitoring room with screens, satellite dish, opening roof, side doors and rear ramp, storage area for the motorbike and tools and a jail cell breakout feature, plus the crooks' ATV. Includes 4 minifigures and a police dog figure.
Grow your LEGO City population with this fun 60202 People Pack – Outdoor Adventures set. This adventure playset features a wide range of minifigures, including a photographer figure, and endless possibilities for activities, including a dinghy, tent, mountain climbing wall and a log pile with ramp. This LEGO City set includes 14 minifigures, plus baby and eagle figures.
Be part of the action with the LEGO® City police as they try to keep the crooks in jail, featuring a 3-level Police Station loaded with accessory elements, a jail cell with exploding wall function, watchtower, garage and offices, helicopter, police pursuit car and police motorbike, plus the crooks' truck with rotating, extendable cherry picker. Includes 7 minifigures plus a police dog figure.


Yes, I'm excited to share the GOOD NEWS! After starting my first blog, Erika's Pantry, more than 2 years ago, I've now grown into the launch of this site. In it, you'll find even more exciting educational and inspirational posts, pages and ideas to keep you striving in our motto to, "Live Fit!" Sit back, relax and take a look around.
Welcome to the experience of living your BEST life! Join us as our professional team of health educators and fitness professionals share everything from the latest health tips to how to stay motivated and reach your goals. Wherever you are in your exercise journey, believe that CORE Fitness can work for YOU! Get ready, be inspired and live your BEST quality of life.


Winter dull drums are here! It's time for shower steamers! What could be better than a hot shower full of Lavender Menthol, Eucalyptus Peppermint Menthol! Either way you can't go wrong!
Place a tab in a shelf in your shower just so water touches it and let the effervescent magic happen.
Each bag contains 8 steamers.


US intelligence agencies are grappling with the "most complex and diverse threats ever seen" from a host of adversaries, Director of National Intelligence Dan Coats said Tuesday while unveiling his office's new National Intelligence Strategy.
(CNN) - US intelligence agencies are grappling with the "most complex and diverse threats ever seen" from a host of adversaries, Director of National Intelligence Dan Coats said Tuesday while unveiling his office's new National Intelligence Strategy.
Among those named in the strategy were the expected -- Russia, China, North Korea and Iran -- as well as a raft of non-state actors and terrorist threats that "pose challenges within traditional, non-traditional, hybrid, and asymmetric military, economic, and political spheres."
The new strategy, which sets the agenda for the country's 17 intelligence agencies and has been released every four years, also placed on emphasis on the need for the intelligence community to be more transparent and to ensure its voice is heard in the national security conversation.
"One of the things that's awesome about America is that people hate being duped," a senior official in Coats' office told a gathering of journalists after Coats addressed around 180 members of the office's staff.
While many of the stated strategic goals in the 36-page report remains similar to years past, the document released Tuesday outlines how the US intelligence community must address evolving threats "particularly in the realm of space, cyberspace, computing, and other emerging, disruptive technologies."
"We face significant changes in the domestic and global environment; we must be ready to meet 21st century challenges," Coats wrote in a letter that accompanied the document. "To navigate today's turbulent and complex strategic environment, we must do things differently."
Senior officials told reporters that Russia and China are collaborating on artificial intelligence and also highlighted the growing influence of Beijing as it forms strategic partnerships with Latin American and African nations.
The US intelligence community must become more "agile" and use the most "advanced technology" available in order to implement three guiding parts to its mission, according to Coats: Value-based integration, innovation, transparency.
As for the four countries named at the top of the report, the strategy asserts those nations "will continue attempts to gain and assert influence, taking advantage of changing conditions in the international environment --- including the weakening of the post-WWII international order and dominance of Western democratic ideals, increasingly isolationist tendencies in the West, and shifts in the global economy."
That warning comes amid new reports that President Donald Trump raised the idea of withdrawing from North Atlantic Treaty Organization alliance.
Trump has been clear in his criticism of NATO and has knocked allies for failing to pay enough for their defense. Meanwhile, Russia has long attempted to divide the alliance, and a US exit would be seen as a major victory for Russian President Vladimir Putin.
The Democratic-controlled House passed 357-22 a bill Tuesday showing strong congressional support for the NATO alliance amid recent reports that Trump raised the idea of withdrawing from NATO several times last year.
The bill states that it's US policy to remain a member of NATO and prohibits funds from being used to withdraw from the alliance.
Last year, the Republican-led Senate approved a motion of support for NATO the same day that Trump arrived in Brussels, Belgium, for a NATO summit. And a bipartisan group of senators introduced a bill that would require Senate approval for the US to withdraw from NATO.
However, asked specifically about whether Trump's comments made it life more difficult for the intelligence community, senior ODNI officials emphasized that their job is not more or less complicated based on who is in the White House and that the strategic environment remains the same regardless of who is President.


text:
Q: Converting CGAffineTransform to NSString i want to save transform applied to uiview offline so i could retain the changes for later usage.
Thanks in advance.

A: NSString to CGAffineTransform
CGAffineTransformFromString(NSString *string);

CGAffineTransform to NSString
NSStringFromCGAffineTransform(CGAffineTransform transform)

Example:
CGAffineTransform transform=CGAffineTransformFromString(likeBelowNSString);

NSString *transformAsNSString=NSStringFromCGAffineTransform(transform);

Unfortunately, these are not available on OS X.

redpajama_set_name: RedPajamaStackExchange


2019 Toyota Prius Changes, Release, Price. Toyota Prius is the public expo back ends of medium-measured occasions more effective around the globe. Since its top in 1997 and from that point forward has accomplished many triumphs. The unified states the cleanest engine vehicle was declared. In any case, their appreciation and get presented a capable intrigue this individual, Toyota chose to consolidate one more Prius. Professedly, this new hatchback will be named as 2019 Toyota Prius.
On the off chance that we are searching for another discharge auto that will be discharged toward the finish of this current year. Furthermore, it have many intriguing highlights then 2019 Toyota Prius is one of them. The new Toyota Prius will offer many fascinating and furthermore slick highlights that will influence the auto to feel more great and furthermore one of a kind. The upgrades itself will be partitioned in a portion of the vital piece of the auto.
The essential piece of the auto that we will discuss is the outside and furthermore inside plan. These two piece of the auto will make them intrigue changes that will improve the auto. Not just the inside and furthermore outside, it is realized that the new auto will likewise have enhancements on the motor and its framework. Which implies this new Toyota Prius will have better general particulars.
With this new form age bunch line, Prius gets into its fourth time of recovery. A model was dissected for leftovers found to look at the whole plan. Despite the fact that secured abruptly put in your body, some of your progressions had been conveyed by photograph organizations. Since this has been an energizing exchange, powerful urges are widening.
there is positively for all intents and purposes no formal information open inside and past the Toyota Prius. Whatever the case, hypotheses, and segments of news are floating from the wind current. It is generally expected for the new skeleton with light material, which is utilized is a perspective, would make the external best of the body. The reports guarantee that he would quit being dependent on your backside auto. It may underline a lower secure and also significantly more erect windshield. The outside body could be efficiently brilliant and let the vehicle to achieve the most astounding rates. A stature tilt guarantees expanded adjust, and they figure out how to make this new Prius the essential of your gravitational powers.
Lamentably, there might be no data within the 2019 Toyota Prius. In any case, the photos of spies find this condition and have a decent inside. Intense concentration with killed wires mountain, the forecast would be of relief. By and by, an administration work was seen in three spokes. The inside gets more space for its explorers and also their stuff inside this new item.
One thing that make the new 2019 Toyota Prius looks one of a kind and fascinating is the new plan outside. The new plan outside now looks substantially more minimal, with many fascinating body lines. The body lines itself are made to explicitly planned with streamlined features comes about. The wheel then again looks significantly littler to give the body a superior and chic outline.
2019 Toyota Prius Changes, Release, Price. This is really the primary talk. Most reports say that Toyota would predict the present motor of the present item inside the 2019 Toyota Prius motor, while others would call attention to that an extra motor can be propelled in the engine. It may be clear how the chief firm of this new roadster. All things considered, the present outline works with various liter 1.8-liter fuel motor with an engine unit. In this manner, in accordance with the speculation of the new Prius adaptation utilizing a littler, a comparative main thrust, in any case, would have the nickel mixing drum gadget and equipped metal. Higher execution particulars may be standard from this blend of motors. With such little access to the information, it is in some cases muddled to make sense of a substance name for 2019 Toyota Prius. It truly is relied upon to be revealed at the finish of 2019.
Motor is a standout amongst the most essential part from any new auto discharge. Because of this reason the same can likewise be said for the new Toyota Prius. This auto will have a superior new motor which are the new cross breed motor. The half and half motor is known as the cross breed collaboration drive framework with electric engine and furthermore petroleum motor. This motor will likewise being bolstered with CVT framework.
A standout amongst the most critical piece of the new discharge auto is that the data with respect to the auto cost and furthermore its discharge date. The discharge date data of this new Toyota Prius itself is relied upon to associate with this 2016 fall which implies not very a long way from this month. Then again the value itself is very evident. This new 2019 Toyota Prius will be discharged with a fundamental cost of $30.000 because of its details.
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