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Purpose, Vision & Values
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Solving today's prenatal vitamin problem
To address healthcare barriers in underserved communities, Walgreens and Vitamin Angels have launched an initiative that offers free prenatal vitamins through select Chicago Walgreens.
Vitamin Angels, a nonprofit dedicated to providing life-changing and life-saving nutritional support to women and children, is determined to defeat a staggering statistic: 7,000 babies die every day. More than 80% of these deaths, or about 5,600, are preventable.
In 2013, Walgreens and Vitamin Angels set out to address the health disparities leading to preventable deaths by distributing vitamins and minerals to women in low-income countries through local partners. After eight years of success, the partnership's impact has grown exponentially, with more than 300 million women and children helped. Most recently, Walgreens Boots Alliance and Vitamin Angels announced a new goal: Reach 500 million women and children by 2025.
Although the milestone is one to be celebrated, the onset of the COVID-19 pandemic has made it apparent that health disparities are worsening for women everywhere. The UN reported that women have been disproportionately impacted in the past year and a half. They are earning and saving less, have less access to health services and more childcare needs, resulting in less time and fewer resources to dedicate to healthy pregnancies.
With success in delivering vitamins through on-the-ground partner organizations, Walgreens and Vitamin Angels have teamed up for another endeavor: delivering the same life-changing prenatal vitamins and minerals they distribute globally, directly to pregnant women in the U.S., starting at select Walgreens pharmacies on Chicago's South and West sides.
COVID-19 and deepening disparities at home
In our own neighborhoods, there are women who do not have the information, access or ability to get prenatal vitamins that can set them and their future children on a healthy path. COVID-19 has only exacerbated these issues.
"COVID is a magnifying glass that does two things," says John Gremer, senior director of community affairs at Walgreens. "It really shows us where there are inequities, but it also helps us focus on what's important. One of those is a negative, and the other is a positive. When you see it, you can't help but want to help."
During a donation event during the first wave of COVID-19 in the spring of 2020, Gremer was assisting in the drive-thru lane, filling car trunks with items donated from Walgreens. He was happy to be participating at the event on Chicago's South Side, when one attendee in particular caught his attention.
"One of the people who drove up to receive donations was pregnant and had a child in the back," he recalls. "We put some food in her trunk, and some cleaning supplies and hygiene items, but it got me thinking. We had just finished an event with Vitamin Angels, and I wondered if this person had access to prenatal vitamins."
Approximately 1 million women in the U.S. have limited access to prenatal vitamins and minerals due to gaps in insurance coverage during pregnancy. It's not limited to one factor; a lack of transportation, insurance or finances can contribute, or even basic language barriers. Because of this, mothers may lack sufficient intake of nutrients to maintain their health and the health of their babies. Gremer was onto something, and started the process of engaging Vitamin Angels in discussions about assisting underserved communities at home.
Pilot project takes shape
Working in partnership with Robert Tompkins, group vice president of health and wellness at Walgreens; and Martha O'Bryan, manager of community affairs; Gremer and the Vitamin Angels team realized Walgreens' footprint in medically underserved communities could serve as a starting point for a novel idea: offering prenatal vitamins to pregnant women, for free, through the pharmacy.
Bonnie Gordon, cause marketing advisor, and Katelyn Harbison, associate director of WBA's partnership with Vitamin Angels, were immediately ready to act.
"Because of the availability of pharmacies, we could accelerate our domestic impact in order to help as many mothers and children as we could in communities Walgreens serves," says Gordon. "Together, we created a plan that included expanded distribution of prenatal vitamins and minerals to marginalized communities domestically in order to reach pregnant women who were experiencing barriers to access. It's a great way to expand the good work that's already being done."
By researching infant mortality and birth complication rates, the partners were able to affirm that 16 stores on Chicago's South and West sides were located in neighborhoods where women stood to benefit from increased access to nutrition education and prenatal vitamins and minerals. Together, they agreed on a timeline and measurement of success: In six months, they wanted to reach 300 women.
"The hope is that we can reach many, many more," adds Gordon. "We are working together to evaluate the project's success as we go. It's not just about the distribution of prenatal vitamins, but about education. The goal is to educate about the need to take the prenatal vitamins every day and follow a nutritious diet, which plays a huge role in fetal health."
Putting a plan of action, into action
Amy Peters, Walgreens healthcare supervisor for the Illinois North region, took point on coordinating the pilot with the 16 stores involved, ensuring educational brochures on nutrition and prenatal vitamins would serve as an adequate learning resource and make it clear where women could access the vitamins. Meanwhile, Gremer coordinated with Walgreens program partners like the First Ladies Health Initiative, primarily made up of local pastors' wives, to distribute physical vouchers among women in the community. Through coordination with Vitamin Angels, numerous additional community organizations have signed up to distribute vouchers and provide education on the importance of prenatal nutrition.
Liz Reid-Tate, pharmacy manager at one of the Chicago Walgreens stores, understands the value of the pilot project and promotes the program during her shifts.
"When I speak with clinical managers and nurses from doctors' offices, I let them know we have the program and it's a great option if their patients don't have insurance or have not yet been approved to receive governmental support," says Reid-Tate. "They're located in our neighborhoods, and they can get the word out, too."
Although just under two months into the program's launch, the enthusiasm and mutual respect between Walgreens and Vitamin Angels is profound. The potential for the program to influence the lives of women and their babies is vast and is something everyone involved has rallied behind.
"We knew that in Vitamin Angels, we had a partner who could make an impact and help out expectant mothers and babies get off to a good start and address health inequity," says Gremer. "We are uniquely positioned to address this."
As Gordon begins to measure how the program is performing to determine its future, she also knows that at the end of the day, changing the life of even one child is worth the effort.
"Your Walgreens store is already nearby. You're used to going there, it's along a bus route," notes Gordon. "By increasing availability to women in their own neighborhoods, we're increasing access, and giving women the best chance at a healthy pregnancy that we possibly can."
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Walgreens and Vitamin Angels celebrate milestone, set new goal
News Briefs October 23, 2020
Charitable partnership with Vitamin Angels surpasses 250 million lives impacted, aims for 400 million combined over three years.
Walgreens Boots Alliance Marks Milestone, Reaches 300 Million Women and Children Through Collaboration with Vitamin Angels
DEERFIELD, Ill., October 7, 2021 -- Walgreens Boots Alliance, Inc. (Nasdaq: WBA), in collaboration with Vitamin Angels, today announced that more than 300 million women and children around the world...
Walgreens Boots Alliance Launches 2020 Corporate Social Responsibility Report
WBA accelerates its role as a responsible corporate citizen, from COVID-19 response to accountability models for diverse hiring and efforts to reduce its carbon footprint.
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CRNSA Regional office in Pretoria is looking for a "Regional Programs and Admin Assistant" to provide programmatic and administrative support services for CRNSA regional office and general administrative support.
Assist with the creation and management of a CRNSA membership data base and facilitate capture and maintenance of data base of the situation of children in CRNSA member countries.
Arrange functions and programmes for CRNSA including the development of annual work plans, meetings, and preparations of relevant reports.
Assist with ensuring the effective and efficient use of CRNSA resources.
Support coordination of the promotion and protection of child rights in the CRNSA member countries.
Assist in coordinating research and monitoring of implementation of child rights instruments in the CRNSA member countries.
Facilitate information flow and effective communication within CRNSA and to CRNSA stakeholders.
Carry out any other duties either in addition to or instead of those outlined above which may reasonably be required.
The ideal candidate will be a recent graduate with a degree preferably in Social Science or a related subject. Experience working in an NGO environment will be an advantage.


Do you think you need a formal business plan to start or grow your business? The answer is that it depends. The usefulness and necessity of writing a complex and formal business plan is a hotly debated topic among entrepreneurs.
However, every business does need a plan of some sort. Even if that plan is two sentences on the back of a cocktail napkin or totally within your own mind. You need something if you want to achieve and maintain success in business.
The purpose behind a plan in business is to outline how you will achieve a goal. Your goal may be as simple as starting a clothing boutique that becomes profitable within five years. Or it can be complex and include key performance indicators (KPIs) for revenue, growth rates, and profit margin. You really can't formulate a plan of any sort until you figure out the goals of your small business.
Keep in mind that a plan gets you to a goal in the same way that a path gets you to a destination. The more precise and accurate description you have for your destination, the easier it is to find the best path to reach the desired destination. This is as true in business as it is in everyday life.
Imagine trying to pick the best path to find food. There are paths that lead to your kitchen, to grocery stores, to restaurants, or even to a garden or hunting grounds. Those are all very different, yet valid paths to acquire food. If you're on the verge of starvation, you'd want the path that leads to the strawberry plant a few feet away from you. In that case, it's important to define your goal as finding food as quickly as possible. Conversely, if you're taking a sushi-lover who is allergic to strawberries on a first date, you'd be in for a bad night if you take the same path to that strawberry plant. Here you'd want to define your goal as finding a local sushi restaurant that is great for a first date.
Once you have a clear well-defined business goal in mind, creating a viable plan becomes a much simpler task. Like with our food example, if you have no goal, or a vague goal, you will struggle to create a useful plan.
If two lawyers just have a goal to simply create a successful law firm, how do they even get started on a plan? They may get lucky and stumble upon a specialty and land enough clients by accident to stay in business. A better goal would be to create a personal injury law firm that within three years can support two attorneys each making $100,000 per year. As part of their goal, they should research the average settlement size in their target area. If they focus on car accidents, according to Nolo a successful claim may yield around a $15,000 settlement. Multiply that by the contingency fee of 33⅓%, and an average client will generate $5,000 in revenue. The profit margin of a law firm might be in the neighborhood of 40%, which nets the attorneys $2,000 per client. This means our hypothetical duo of attorneys should ideally set their goal at finding 100 clients per year by the end of their third year in business.
With such a specific goal, the lawyers can really create a powerful and actionable plan. And it doesn't even have to be a 40-page business plan. If both attorneys work 260 days a year, they'd each need to find roughly one new client each week. If you're an outgoing person and want a simple plan, you could just plan on having 10 meaningful conversations via networking events or just reminding your network of family, friends, and colleagues that you can handle injury claims for anyone they know. If you're more digitally inclined, maybe your plan involves writing two relevant blog posts per week for your website and engaging with people on social media in your area.
Keep in mind that the goal and the plan can and should evolve as your business grows. It's always important to remember that the plan is just the path to keep you on track to achieve your business goals. If the plan isn't working to achieve your goals, you need to change your plan or reconsider if your goals are feasible. Likewise, if your goals change for whatever reason, you'll also need to evaluate your plan to make sure it's still compatible with your new goals.
In a utopian world of business academia, all small businesses would have a formal business plan. There are plenty of reasons a good solid business plan can help a entrepreneur succeed and be more profitable. On the flip side, many businesses, even big businesses, don't have lengthy plans. Yet they are still very successful. The reality is different for every business and every business owner.
The number one reason you should write a formal plan is to help raise capital. If you're self-financing or raising money from family and friends, no one is going to force you to write a business plan. In that case, the depth and breath of any business plan you write is going to be entirely determined by you and any business partners you may have. If you don't have a lot of knowledge about the industry or market you're going into, writing a formal business plan could be a great way to do research and learn valuable information you may not have otherwise realized. If you have many business partners, it can also ensure everyone is in sync with the direction of the business.
If you're hoping to secure a loan from a bank or raise capital from an investor, they will likely require a very solid business plan. Many new entrepreneurs rely on loans backed by the U.S. Small Business Administration (SBA), which is a government agency that helps support entrepreneurs and small businesses. The SBA recommends a 38 to 100 page business plan, but it can depend on a number of factors. Other investors, especially venture capitalists, will likely require a similarly detailed plan as well.
A business plan is hardly a panacea; starting or running a successful business is way more dependent on a great idea, talent, and hard work. According to an article in the Harvard Business Review, a survey of successful entrepreneurs found that only 30% started with a business plan. The article doesn't say that planning is bad, the reverse actually. It's just that they found that other things like an "authentic vision" were far more important.
If you can't think of a good reason to write a formal business plan, you may want to skip it. Time spent writing a lengthy business plan could instead be spent actually creating the business. You should still do your research, but you can control how far you take it. Keep in mind there is an opportunity cost to writing a lengthy business plan, and it can even impede your progress. If you spend all your time planning and not acting, you may never even start your business.
Another thing to consider is that one of the main advantages of being a small business is agility. This means your business's goals or objectives may shift, and they may shift very quickly especially in a new business. If something isn't working early on, you have to be able to shift gears. This may mean large portions of your planning could become obsolete. If you continue following the plan just for the sake of doing it, your business may suffer or even fail. As an entrepreneur, running a successful business should always take precedence over following a plan.
You may not need a business plan that would get you an A+ in a class at Harvard Business School, but you do need a plan that defines roughly how you'll reach the goals of your small business. If you need a lot of financing, you may have to write a lengthy and formal business plan. If not, it can and probably should be as simple as possible, but it does need to be something. You need a goal so you know what you are trying to achieve. You need a plan so you know how you're currently working to achieve that goal.
Have a story about a business plan? Let us know in the comments. Need help defining a plan for a small business goal or with any other aspect of business strategy or marketing? Give us a call at (800) 640-8082 or email us at info@kapokmarketing.com. We'd be happy to consult with you and your business.


S33E12 KLAXON KLAXON KLAXON – Outwit. Outplay. Outcast.
Just as we were finally together again last week, fate has wrought us asunder once again as a crying poopy baby kept Andy from joining. However, the two remaining hosts go over another double-episode in which we say goodbye to two also-rans! Nick proclaims Adam to be his Survivor Baby and celebrates the job well-done by his new child. Also…. Nick might have spent too much time talking about Ponderosa, so stay tuned for a special mea culpa in the middle of the episode.
Next Next post: S33E13 Finale!


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Home Forums > PSLS Gaming Lounge > PlayStation Central >
No Platinum on Metal Gear Solid V: Ground Zeroes
Discussion in 'PlayStation Central' started by Lifewish, Mar 17, 2014.
According to the great PlayStation LifeStyle, MGS V: Ground Zeroes will not have a Platinum trophy because it is priced lower than a retail game should be. What does everyone think about this?
Personally I think Sony will reverse this decision but I am not too upset with it myself. The game is a 2 hour game with 8 hours or so of extra content.
I feel like it isn't a full game and does not deserve a platinum trophy.
Arthur Sataine PSLS Level: Bronze PSLS Ambassador
ArthurSataine
I don't particularly care about trophies. They are completely arbitrary. But, I don't see the big hubbub about this. You're getting a piece of a game, not the whole product. At least, that's how I view Ground Zeroes. A "long-term demo" if you will, of Phantom Pain.
Not necessarily a horrible thing, but yes it is frustrating. There are some games that have Platinum trophies that have less content than this game has. Hopefully it gets fixed. Does the Xbox version have 1000 Gamerscore?
yes it does have 1000
See I didn't know that. Things like that honestly would make me try it out on the Xbox One first.
Dullshimmer PSLS Level: Bronze
Dullshimmer
Honestly it's a bit strange, but to be honest I've never really figured out how they decided what games get platinum and what games don't. It used to be pretty much divided between digital and retail, but now that those two categories are merging more and more that isn't a good measurement. For example Plants vs. Zombies for the PS3 doesn't have a platinum, but somehow the Vita version does.
I guess it's by content, but I still see games that could totally have platinum, but don't. So if that's the case and this game isn't that long then it would make sense if it didn't get 1000 points from Microsoft. I guess it just feels like there isn't much of a hard standard in the whole process.
wolfehound22 PSLS Level: Newbie
I find this strange, I knOw at one point price mattered, but I just bought Strider, a $15 game, and it has one, so this decision is strange.
To this point, there are many games that DO have plats that probably shouldn't then. Tons of tiny, short, budget PSN games have been given platinums, but what is the final criteria?? I really want to find a contact at Sony that will dish the details to me about the trophy system. Everything. The ins and outs of it all. Perhaps I'll make that a point of attack next month...
dragon82 likes this.
could care less, there's a lot of games out there with no platinum. kojima did describe this as more of a pre-quel so a platinum isn't even needed.
Except that it got 1000 GS, which is kinda unfair. And smaller, shorter titles on PSN have had platinums, where this one doesn't. It's not a huge deal, but it's a huge mystery as to exactly why.
1000 GS is not the same as a platinum trophy though. If you look at every other game the achievements are exactly the same as the trophies. The only difference being that there is an "extra" trophy added for the platinum. You are still getting the exact same amount of achievements. I think the problem is with how different the systems are. On Xbox you could complete 5 different 200 GS games to get 1000 GS. Completing 5 different games on PS would not add up to a platinum trophy. This is partly why I prefer trophies over achievements. I can look at a 80000 GS and not have any clue how they got there. If I look at look at 80 platinum trophies and instantly know they completed 80 different games to get there.
That's stretching it. Getting 1000/1000 on a singular game is the exact equivalent of earning a platinum on the PSN.

redpajama_set_name: RedPajamaCommonCrawl


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HPE boosts storage, hyperconvergence products with AI
Hewlett Packard Enterprise bundles hardware/software to create an all-in-one...
Meg Whitman: Here's everything you need to know about HP Enterprise
Cloud Chronicles
By Brandon Butler, Senior Editor, Network World |
Cloud Chronicles is written by Network World Senior Writer Brandon Butler, who tracks the ins and outs of the cloud computing industry.
Hewlett Packard Enterprise's first big moves as an independent company
Composable infrastructure, partnerships with Microsoft and cloud brokering top the list
This week Hewlett Packard Enterprise (remember: don't call it HP Enterprise) is unveiling its first major infrastructure product announcements as an independent company since it's break-off from HP Inc., the printer and PC division.
If the announcements HPE is making at its Discover event in London this week are any indication of future intentions on the infrastructure side, then the company is focusing on helping customers maximize their internal data center operations.
+MORE AT NETWORK WORLD: AWS's cloud is hiring in these four key areas | Vote: Which is the better strategy: HP splitting up, or Dell and EMC merging? +
Perhaps the biggest headline emerging from Discover is the introduction of HPE Synergy – which company officials say is a new class of what it calls composable infrastructure.
The idea behind Synergy is there are pools of compute, network and storage capacity in a single system and a central composer hardware/software tool built into the system automatically configures the resources any application needs. Apps are meant to use the resource, then return it back to the pool for the next workload to use.
Meg Whitman and HPE are making moves this week at Discover in London.
This model is in contrast to users buying siloed racks of compute, network and storage separately and attempting to configure them. HPE says it's the next-generation advancement beyond hyperconverged infrastructure, which has compute, network and storage components packaged together in a single appliance, but those resources are not as flexibly composable as HPE says Synergy is.
HPE isn't the first company to approach this idea of composable infrastructure, says IDC analyst Jed Scaramella. Cisco has its own M series of blades that it says are composable as well. HPE says its big differentiator is that Synergy uses a single API (application programming interface) that developers can write their apps to and Synergy will take care of assembling the necessary infrastructure for the applications.
HPE had other big news this week too, including a partnership with Microsoft on public cloud and hybrid cloud computing. Microsoft Azure will be HPE's preferred public cloud option, while HPE infrastructure will be the preferred hardware for Microsoft private and hybrid clouds. It's a symbiotic. The move is extra important after HPE announced that it would no longer continue its own public cloud efforts.
HPE is also looking to get into the cloud brokerage management area with the launch of Helion Cloud Service Broker. It's a market that other companies, like Dell, have attempted to play in with not huge amounts of success. HPE is hoping that the combination of a composable infrastructure, combined with a public cloud platform from Microsoft, and a cloud brokering software will provide an end-to-end infrastructure lineup for customers.
Stay tuned to see if it works.
Senior Editor Brandon Butler covers the cloud computing industry for Network World by focusing on the advancements of major players in the industry, tracking end user deployments and keeping tabs on the hottest new startups.


If you, like Bennett Kireker, have an interest in organic farming, you might be curious about what it is that distinguishes organic methods from conventional farming. Popular understandings of organic farming highlight the fact that organic methods don't use pesticides to control pests or chemical fertilizers. This means that the organic food you purchase has not been contaminated with chemicals with known or suspected to cause health problems. While the minimization of chemical inputs is a hallmark of organic farming practices, there are other features that are less well-known.
An important principle of organic farming is to maintain the nutrient basis and biodiversity of soil through natural methods – crop diversity is one of the most important ways that this can be accomplished. Conventional farming methods involve planting the same crop on the same plot of land year after year, a practice known as monoculture. Organic farming adopts the practice of polyculture, which involves planting a number of different crops on a seasonal rotation. Polyculture contributes to crop and soil health by creating environments supportive of different "friendly" insects, microorganisms, and varied nutritional and bioorganic components.
Whereas traditional agriculture relies heavily on the use of chemical pesticides to control weeds, organic farming practices adopt a different and more integrative approach to suppressing weeds. One of the benefits of crop rotation practices is that in between the primary crops, farmers plant "weed suppressing" cover crops that work to discourage the weeds that are associated with particular commercial crops. Organic farmers can also deploy other planting strategies to discourage weeds, including planting seedlings close together. They also use mechanical methods to control weeds such as physically removing weeds, using heat to kill weeds, and placing plastic films or landscape fabrics over the soil to prevent weeds from growing.
There is no question that crops need to be protected from damage caused by pests, which can be devastating. Rather than using chemical methods, organic farmers use natural strategies including the propagation of competitive but non-damaging insects to help control destructive pests, rotating crops to interrupt insect life-cycles, using insect traps and physical barriers, and using natural insecticides approved for use in organic farming.
One of the important features of organic farming is the rejection of genetically modified crops. There is an emphasis in organic farming in the preservation of seed and grain lineages as a part of the common human food heritage, in opposition to the idea that any large agricultural business should have a patent on food.
Understanding the difference between conventional and organic farming practices can help the consumer to understand why organic produce tends to cost more – clearly, organic farming is more labor-intensive and does not benefit from the large economies of scale that is available to conventional farmers. It is up to the consumer to make the decision about whether these practices make the final price paid at the register worth it.


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Jo Hill Member since: Friday, January 20, 2012 Full Member Reviewer
BSc First Class (hons) Animal Behaviour with Ecology and Conservation, Mres Biosystematics
I am a first year PhD student at the Jill Dando Institute for Security and Crime Science at University College London
wildlife crime conservation evolutionary biology social networks phylogenetics agent-based modeling
Chloe Atwater Member since: Monday, August 25, 2014
B.S. in Evolutionary Anthropology, UC Davis, PhD Student in Archaeology, ASU
Applying agent-based models to archaeological data, using modern ethnoarchaeological data as an analog for behavior.
human ecology human-environment interactions paleoecology paleoanthropology landscape and agent-based modeling complex adaptive systems science stem outreach and education
Shelby Manney Member since: Friday, September 26, 2014
BA - English, BS - Anthropology (Archaeoinformatics - GIS, Applied Stats, Data Mang.,CRM CERT), BFA - Music, BA - Writing & Rhetoric, MA - Technical, Professional, & Science Writing (TPSW - Cert), MS - Cultural Studies in Applied Sciences (Philosophy of Science - Archaeology/Semiotics Focus), MA - Anthropology
General Question:
Without Central Control is self organization possible?
Specific Case:
Considering the seemingly preplanned, densely aggregated communities of the prehistoric Puebloan Southwest, is it possible that without centralized authority (control), that patches of low-density communities dispersed in a bounded landscape could quickly self-organize and construct preplanned, highly organized, prehistoric villages/towns?
demography network theory agent-based complex systems archaeology collective action agent-based modeling social-ecological networks complex adaptive systems science dynamical systems human-environment systems archaeological computing settlement pattern archaeoinformatics settlement dynamics demographic processes urban planning community dynamics mid-range theory systems theory demographics computational social science high-performance computing
Gene Callahan Member since: Monday, March 09, 2015
PhD, Cardiff University, MS, London School of Economics
Social science modeling, especially capital theory.
Khoa Dang Nguyen Member since: Friday, August 30, 2019 Full Member
Agent-based modelling
Modal choice simulation
Multi-agent system
Behavioural theory
Flaminio Squazzoni Member since: Sunday, November 07, 2010 Full Member
PhD. Assistant Professor of Economic Sociology
Flaminio Squazzoni is Full Professor of Sociology at the Department of Social and Political Sciences of the University of Milan and director of BEHAVE. He teaches "Sociology" to undergraduate students, "Behavioural Sociology" to master students and "Behavioural Game Theory" to PhD students. Untill November 2018, he has been Associate Professor of Economic Sociology at the Department of Economics and Management of the University of Brescia, where he led the GECS-Research Group on Experimental and Computational Sociology.
He is editor of JASSS-Journal of Artificial Societies and Social Simulation, co-editor of Sociologica -International Journal for Sociological Debate and member of the editorial boards of Research Integrity and Peer Review and Sistemi Intelligenti. He is advisory editor of the Wiley Series in Computational and Quantitative Social Science and the Springer Series in Computational Social Science and member of the advisory board of ING's ThinkForward Initiative. He is former President of the European Social Simulation Association (Sept 2012/Sept 2016, since 2010 member of the Management Committee) and former Director of the NASP ESLS PhD Programme in Economic Sociology and Labour Studies (2015-2016).
His fields of research are behavioural sociology, economic sociology and sociology of science, with a particular interest on the effect of social norms and institutions on cooperation in decentralised, large-scale social systems. His research has a methodological focus, which lies in the intersection of experimental (lab) and computational (agent-based modelling) research.
behavioural sociology economic sociology
A Stefanelli Member since: Monday, March 28, 2016
Psychology, Opinion Dynamics, Contested Infrastructures, Social Judgment Theory
socialpsychology opinion dynamics agent-based social simulation psychology
Bruno Bonté Member since: Monday, February 13, 2017 Full Member
PhD in Computer Science applied to Modelling and Simulation, University of Montpellier 2, Master degree in Computer Science applied to Artificial Intelligence and Decision in Paris 6 University of Pierre and Marie Curry
I discovered at the same time Agent-Based Modeling method and Companion Modelling approach during my master degrees (engeenering and artificial intelligence and decision) internship at CIRAD in 2005 and 2006 where I had the opportunity to participate as a modeller to a ComMod process (Farolfi et al., 2010).
Then, during my PhD in computer Science applied to Modeling and Simulation, I learned the Theory of Modeling and Simulation and the Discrete EVent System specification formalism and proposed a conceptual, formal and operational framework to evaluate simulation models based on the way models are used instead of their ability to reproduce the target system behavior (Bonté et al., 2012). Applied to the surveillance of Epidemics, this work was rather theoritical but very educative and structuring to formulate my further models and research questions about modeling and simulation.
From 2011 to 2013, I worked on viability theory applied to forest management at the Compex System Lab of Irstea (now Inrae) and learned about the interest of agregated models for analytical results (Bonté et al, 2012; Mathias et al, 2015).
G-EAU
Since 2013, I'm working for Inrae at the joint The Joint Research Unit "Water Management, Actors, Territories" (UMR G-EAU) where I'm involved in highly engaging interdisciplinary researches such as:
- The Multi-plateforme International Summer School about Agent Based Modelling and Simulation (MISSABMS)
- The development of the CORMAS (COmmon Pool Resources Multi-Agents Systems) agent-based modeling and simulation Platform (Bommel et al., 2019)
- Impacts of the adaptation to global changes using computerised serious games (Bonté et al., 2019; Bonté et al. , 2021)
- The use of experimentation to study social behaviors (Bonté et al. 2019b)
- The impact of information systems in SES trajectories (Paget et al., 2019a)
- Adaptation and transformations of traditional water management and infrastructures systems (Idda et al., 2017)
- Situational multi-agent approaches for collective irrigation (Richard et al., 2019)
- Combining psyhcological and economical experiments to study relations bewteen common pool resources situations, economical behaviours and psychological attitudes.
My research is about modelling and simulation of complex systems. My work is to use, and participate to the development of, integrative tools at the formal level (based on the Discrete EVent System Specification (DEVS) formalism), at the conceptual level (based on integrative paradigms of different forms such as Multi-Agents Systems paradigm (MAS), SES framework or viability theory), and at the level of the use of modelling and simulation for collective decision making (based on the Companion Modelling approach (ComMod)). Since 2013 and my integration in the G-EAU mixt research units, my object of studies were focused on multi-scale social and ecological systems, applied to water resource management and adaptation of territories to global change and I added experimentation to my research interest, developping methods combining agent-based model and human subjects actions.
agent-based modelling integrated water resource management discrete event system coupled socio-ecological system
Simone Righi Member since: Friday, June 08, 2018
I received a Ph.D. in Economics at the University of Namur (Belgium) in June 2012 with a thesis titled "Essays in Information Aggregation and Political Economics".
After two years at the Research Center for Educational and Network Studies (Recens) of the Hungarian Academy of Sciences, I joined the Department of Economics "Marco Biagi" of the University of Modena and Reggio Emilia in January 2015 and then the Department of Agricultural and Food Sciences of the University of Bologna.
I am currently a Lecturer in Financial Computing at the Department Computer Science (Financial Computing and Analytics group) - University College London. Moreover I am an affiliated researcher of the DYNAMETS - Dynamic Systems Analysis for Economic Theory and Society research group and an affiliate member of the Namur Center for Complex Systems (Naxys).
My research interests concern the computational study of financial markets (microstructure, systemic properties and behavioral bias), of social Interactions on complex networks (theory and experiments), the evolution of cooperation in networks (theory and experiments) and the study of companies strategies in the digital economy.
Roman Seidl Member since: Friday, September 10, 2010
Dr., Dipl.Psych.
Natural and Social Science Interface (NSSI)
http://www.nssi.ethz.ch/seidlr
theory human-environment systems agent-based modeling psychology


text:
Company Shares Sale Agreement - With Real Property No Subsidiaries Template
Share & Asset Sales
Share Sale Agreements
Share Sale and Purchase Agreement (Sale by a Company) - With Real Property No Subsidiaries
CO.SHARE.03
This Share Sale and Purchase Agreement (Sale by a Company) - with Real Property, No Subsidiaries is one of a number of share sale agreements in this subfolder which deal with the sale of a company through the sale of shares. The first four agreements in the subfolder deal with a sale by a corporate entity; i.e where the seller is a company. The second four agreements relate to a sale by specific individual sellers.
If you are not sure which share sale agreement is right for you, please consult the Share Sale Agreement Comparison Matrix.
This company shares sale agreement can be used where a Company is selling one of its subsidiaries. It is suitable for a Management Buy-In. The sale is by way of a sale of shares. The company being sold is the owner of real property (whether freehold or leasehold). At its most basic level, it is possible to transfer the ownership of shares by the seller executing a stock transfer form and delivery to the buyer together with the share certificate (or an indemnity if the certificate has been lost). The buyer will usually need to have the stock transfer form stamped and pay the stamp duty on it. The buyer will then lodge the stock transfer form with the company and will become a member of the company once the board has approved the transfer and the name of the buyer has been entered in the register of members. The buyer will be entitled to a share certificate within two months. Although this process is sufficient to transfer ownership of the shares to the buyer, because the buyer will be acquiring all the assets and liabilities of the company when acquiring the shares, the buyer will usually require a formal share sale agreement. The seller may also wish to have a formal agreement in order to clarify its liability or ensure clear payment terms.
Optional phrases / clauses are enclosed in square brackets. These should be read carefully and selected so as to be compatible with one another. Unused options should be removed from the document.
This company shares sale agreement is in open format. The form fields should be completed and the wording should be adjusted to suit your purposes.
In this agreement, the Parties are the Seller and the Buyer, which are both companies. However, the Buyer may want a parent company guarantee, and so the parent company will need to be added as a party.
In clause 1 (Interpretation), if Management Accounts are being provided by the Company (for example, if a long period of time has passed since the Accounts Date) then the definition of Management Accounts should be retained.
Clause 3 (Consideration) refers to Schedule 7 where there is an option to choose between payment for the transaction being made by banker's draft in favour of the Seller or the Seller's Solicitors, or by telegraphic transfer to a designated account. Since many completions tend to take place at uncivilised hours (and thus outside normal banking hours!) an undertaking should be signed. Please see the related documents for two examples of undertakings that may be used.
Clause 6.2.1 specifies that the maximum liability of the seller under this agreement for all claims aggregated together is the purchase price. However, there is an exception for breaches of the warranties in paragraph 1 of schedule 4 (which relates to ownership of the shares and authority to sell).
However, in clause 6.2.2 the seller is given some protection from claims being brought for trivial breaches and so it is possible to specify a minimum value of each claim (at clause 6.2.2.1). If the value falls below this amount, then the claim is ignored (this is the 'X' amount in the form field). A figure should be inserted in the form field such as £1,000 (the amount will vary depending on the total value of the transaction). Furthermore, at clause 6.2.2.2, it states that no claims may be brought unless all the claims of the 'X' amount equal or exceed a threshold (the 'Y' amount) such as £10,000. So, in our example, if the buyer has 9 individual claims of £1,000, he will not be able to make a claim because the threshold of £10,000 has not been reached. However, if he has 10 claims of £1,000 then he will be able to make a claim. Moreover, the buyer will be able to claim for the whole amount, not just the excess over the £10,000 threshold.
Clause 7 and clause 8 protect the buyer by placing restrictions on the use of confidential information and preventing the seller from setting up a competing business or soliciting the Company's customers.
Clause 9 is an optional clause where the buyer gives an undertaking to attempt to obtain the release of the seller from a specified guarantee and agrees to indemnify the seller against any liability arising after completion. This will often be useful to the transaction is completed in a short space of time and the seller has given guarantees to, for example, its bankers or its landlord.
Clause 10 provides a list of indemnities given by the seller to the buyer. The wording in square brackets can be used so as to give the Company the benefit of the indemnities if required. These cover specific risks and further matters that arise or due diligence may be included at clause 10.5.
Clause 11 deals with publicity of the sale and purchase. If the parties wish to make a press announcement, then the wording in square brackets in clause 11.1 should be retained.
Clause 13 makes it clear that no third party can enforce any of the provisions of the agreement. If required clause 13.1 can be amended to include any other clauses which give rights to third parties which are intended to be enforceable should be included in this clause.
Clauses 14-23 are "boiler plate" clauses that do not have much impact on the transaction but which lawyers include for good measure. These should not be amended unless there are very good reasons for doing so.
Schedule 1 must be completed with details of the Company.
Schedule 2 must include details of all properties held by the Company.
Schedule 3 includes space for the Tax Warranties and the Tax Covenant. Having tax warranties is useful for extracting as much information from the seller so that any tax issues can be exposed in good time and may be subject to specific indemnities. Tax is an area of frequent change and its interpretation can have a significant effect on any transaction. This schedule has been left deliberately blank for customers' tax advisors to include the necessary tax warranties and tax covenants relevant to the transaction in question. We would strongly recommend seeking independent tax advice in relation to this.
A detailed set of warranties are included at Schedule 4. These may appear daunting at first but they are a fairly standard set of warranties designed both for the protection of the seller and the buyer. The seller can easily make disclosures against the warranties and the buyer can learn as much as possible about the company being bought. Paragraphs 10.4 and 10.5 are optional. 10.4 should be included in the agreement if the accounts date is not the same as the completion date. 10.5 should be used if Management Accounts are being produced. Naturally, every transaction differs from another and discretion should be used by the advisors to the seller and buyer as to which warranties are most appropriate.
Schedule 5 can be used to insert any provisions regarding pension arrangements.
Schedule 6 contains arrangements for completion and should be tailored to the transaction. It should be used in conjunction with the "Completion Checklist" which can be found in the related documents below.
Share Sale Agreements are complicated documents. If in doubt you should seek professional advice prior to entering into one.
Once you have purchased access to the appropriate document folder click on the "Download Document" button below. You will be asked what you want to do with the file. It is recommended that you save the document to a location of your choice prior to viewing.
Corporate Buy e.g. Shareholder & Partnership Agreements, Board Minutes and more.
More Share Sale Agreements
Matrix - Which Agreement?
Grp Co - Subs & Property
Grp Co - Subs & No Property
Grp - No Subs & Property
Grp - No Subs No Property
Ind. - Subsidiary & Property
Ind. - Subs & No Property
Ind. - No Subs & Property
Ind. - No Subs & No Property
SPA exchange & completion
Share Sale - Sale of Part
SPA – sale by 1 shareholder
SPA COVID Warranties
More Share & Asset Sales
Share Sale Documents
Business/Asset Sales
More Corporate Folders
Loan & Finance Documents
Charities & Non-Profit
Company Secretary & Admin
Dealing with Directors
Making Changes to Share Capital
PSC Registers
Memorandums and Articles


Sometimes less really is more, and that's definitely true when it comes to cover design. Time magazine has certainly embraced that mantra over the years, and this week's cover is a great example.
There isn't much left to say about Donald Trump and his candidacy that hasn't already been said. So creative director, D.W. Pine, decided to keep it simple yet provocative to tease out the magazine's feature piece on Trump's volatile post-convention run. The result is a buzz-worthy cover that visually captures the sentiment of many political pundits. We caught up with Pine to hear how this cover came to be and learn more about his design philosophy.
min: Take us through the genesis of this concept.
D.W. Pine: Trump made a series of misfires in the two weeks since the Republican convention, which led us to start thinking about a cover story on his slumping campaign, as evidenced by his falling poll numbers. One word that describes the moment is "meltdown," which of course gave me a strong visual concept. On Friday, five days before our close, I reached out to Cuban-American artist Edel Rodriguez. Edel and I worked together at Time in the early 2000s, and I knew his strong graphic and simplistic style would fit perfectly with the concept. He came back with five or six sketches—different colors and profiles. But everyone felt the straight-on portrait was the most impactful.
min: How did you land on the simple, one-word coverline?
Pine: The cover of Time is obviously a team effort. It comes down to four or five of us in my office coming up with coverlines and concepts. In the end, it's the decision of editor-in-chief Nancy Gibbs—she has the final word. Ultimately, the one-word approach added to the impact of the image.
min: What were some of the more notable challenges putting this cover together?
Pine: The main challenge of the illustration was to make sure it was crystal clear that it was Donald Trump. Edel managed to perfectly capture his likeness with just a few simple lines. This was also the fifth time we were putting Trump on the cover in the past year (including "Deal With it" in August; "How Trump Won" in January; "Gut Check" in late July) so we needed to make sure this captured a distinct moment, which it did.
min: Do you still design covers with the newsstand in mind? And what else do you consider when you design a cover?
Pine: The design mission of a Time cover is to make a clear and graphic impact as simple as possible, so in that sense, we have the newsstand buyer in mind. But the majority of our growing audience experiences the Time cover in a digital form—whether it's shared on social, debated on TV or sparks a conversation online. It's always amazing to me how the cover—with its iconic red border—is able to penetrate the cluttered media landscape, grab people's attention and make them think. It's the power of Time.
min: What's your favorite thing about this cover?
Pine: Probably the mouth—it's simple and still "working" despite the problems literally melting around it.
min: Would you tweak anything if you had the chance now?
Pine: The wonderful thing about Time is you just keep looking forward. There's not really time to look back, because another cover is coming right after.


Community Hall - Callan is located at Green Street in Callan, Co. Kilkenny.
Map, location, contact details, directions to Community Hall - Callan, Callan, Co. Kilkenny. Add to your smart phone, Garmin or TomTom sat-nav. Find other nearby Community Centres and Halls.


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redpajama_set_name: RedPajamaGithub


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Diag Davenport
Email | Personal Website
MS, Mathematics & Statistics, Georgetown University
BS, Economics, Penn State University
Diag is a Behavioral Science PhD student at the University of Chicago Booth School of Business. Much of his research has been informed by his industry experience as an economic consultant for corporate litigation and as a data analyst at a variety of organizations, ranging from a small DC startup to the Board of Governors of the Federal Reserve. Before matriculating to UChicago, he earned a master's degree in Mathematics & Statistics at Georgetown University while conducting research under the supervision of Dr. Kimberly Sellers in the Mathematics department. Prior to that, he earned bachelor's degrees in Economics and Management at Penn State under the keen tutelage of Jamie Campbell.
Diag studies various topics at the intersection of big data and behavioral economics. His research blends a mix of theoretical, experimental, and field methods to describe and predict how people act on information. Topics of interest include crime, housing policy, legal decision making, and the interpretability of ML algorithms.
Selected Publications & Presentations
Zhu L, Sellers K, Morris D, Shmueli G, Davenport D (2017) cmpprocess: Flexible Modeling of Count Process, https://cran.r-project.org/web/packages/cmpprocess/index.html
Sellers KF, Morris D, Balakrishnan N, Davenport D (2017) multicmp: Flexible Modeling of Multivariate Count Data via the Multivariate Conway-Maxwell-Poisson Distribution, https://cran.r-project.org/web/packages/multicmp/index.html
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