text:
Adam Livingstone (born 22 February 1998) is a Scottish footballer who plays as a left wing-back for AFC Telford United. He has previously played for Motherwell, East Fife, Greenock Morton, Cove Rangers, Clyde Stafford Rangers and Hednesford Town.

Career
On 16 May 2017, Livingstone made his debut for Motherwell as a substitute in a 3–1 victory against Kilmarnock. On 31 January 2018, Livingstone signed for East Fife on loan until the end of the 2017–18 season.

On 29 March 2019, Livingstone extended his contract with Motherwell until the summer of 2020. Livingstone moved on a season-long loan to Greenock Morton on 2 September 2019. He returned to Motherwell on 31 January 2020, his loan having been terminated early at Motherwell's request. On 4 February 2020, he was sent on loan again, to Clyde for the remainder of the season. On 31 May, Motherwell confirmed that Livingstone would be leaving the club after his contract expired.

Livingstone signed a two-year contract with Cove Rangers in August 2020.

He returned to Clyde in June 2021 for the season, where he won Player of the Year.

In the summer of 2022, Adam went down south to the English leagues to play for Stafford Rangers, Hednesford Town and AFC Telford United.

Career statistics

References

External links

1998 births
Living people
Scottish footballers
Association football defenders
Motherwell F.C. players
East Fife F.C. players
Greenock Morton F.C. players
Clyde F.C. players
Scottish Professional Football League players
Sportspeople from Wishaw
Cove Rangers F.C. players
Footballers from North Lanarkshire


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June's top stories: $5.3bn Oyu Tolgoi project, Mount Polley operations restart
5 July 2016	(Last Updated July 5th, 2016 18:30)
Jacobs to develop $5.3bn Oyu Tolgoi mine in Mongolia, Brazil judge dismissed one $5.7bn lawsuit against Samarco, University of South Australia and Centrex Metals collaborate to cut mining industry costs. Mining-technology.com wraps-up the key headlines from June 2016.
Brazil judge dismisses $5.7bn lawsuit against Samarco over mine disaster
Brazil-based iron ore mining company Vale had a R$20bn ($5.7bn) civil lawsuit dismissed that was filed against it, BHP Billiton and Samarco, seeking damages for the Samarco mine disaster caused by a burst dam.
Samarco operates the mine and is a joint venture between Vale and BHP.
The public civil action was filed at Vara Federal of Rio de Janeiro by Sohumana Sociedade Humanitária Nacional (Sohumana) against the three companies in December last year following the bursting of a tailings dam at Samarco's Germano mine the previous month. At least 17 people are believed to have been killed and 50 people injured as a result of the incident.
Jacobs to develop $5.3bn Oyu Tolgoi copper and gold mine in Mongolia
Jacobs Engineering has secured a contract to develop the $5.3bn Oyu Tolgoi underground copper and gold mine in Mongolia.
Oyu Tolgoi is jointly owned by the Government of Mongolia (34%) and Turquoise Hill Resources (66%). Out of this 66% share, Rio Tinto owns 51%.
Under the contract, the company will provide engineering, procurement and construction management (EPCM) services for the next stage in the mine development.
University of South Australia and Centrex Metals research into cutting mining costs
The University of South Australia formed a collaborative research funding partnership with Centrex Metals to use molten salt technology that is expected to reduce energy and water usage, as well as cut mining industry costs.
The technology is predicted to slash expenditure of mineral processing through using molten salts.
Undertaken by UniSA's School of Engineering and Future Industries Institute, the research is based around the Oxley Potassium project.
Barrick Gold reaches $140m settlement in US investor lawsuit over Pascua-Lama project
Barrick Gold reached a $140m settlement to resolve a pending class action lawsuit before the US District Court that accused the company of allegedly falsifying facts of its Pascua-Lama project along the border of Chile and Argentina.
Court papers also accused that the company of falsely inflating its market value.
The settlement will resolve the class action that accused Barrick of misleading investors about environmental problems afflicting its project.
Imperial Metals to resume operations at Mount Polley mine in British Columbia
Imperial Metals received authorisation from British Columbia's Ministry of Energy and Mines and Ministry of Environment to return Mount Polley mine to normal operations.
The company temporarily suspended the mine operations on 4 August 2014 due to a breach of the tailings storage facility (TSF), which has since been repaired.
Imperial can now use the TSF to resume operations at Mount Polley.
Queensland to commit $42m to boost abandoned mine sites safety
The Queensland Government announced it would commit $42m in the 2016-17 state budget to manage public safety risks that are related to abandoned mine sites across the region.
With the increased investment, the programme will be able to make improvements to public safety, including for treating water impounded in mine sites, and filling abandoned shafts.
Some 3,500 of around 15,000 identified abandoned mine sites across Queensland are on state-owned land and most are very small.
US researchers create longwall shearers to combat coal dust in mines
Researchers from the University of Kentucky in the US developed full-scale models of longwall shearers featuring scrubber systems that can help reduce operators' exposure to coal.
The longwall shearer helps combat dust emissions, and was created by the University of Kentucky Department of Mining Engineering Alliance Coal chair Thomas Novak and assistant professor Chad Wedding.
Novak said that around 50% of all coal produced underground comes from longwall mines.
South Australia to support new owner of troubled Whyalla steelworks with $37m funding
The South Australian Government provided A$50m ($37m) funding to support the new owner of the troubled Whyalla steelworks, which has been put up for sale after Arrium entered into voluntary administration in April this year.
Arrium, the iron ore mining and steel manufacturing company entered administration following continuous weak commodity prices and the dumping of low-quality foreign steel in the Australian market.
The government proposes to place the funding in a facility that can only be accessed by the new owner if it is used to support Whyalla operations.
Atlas Copco to deliver autonomous drill rigs for BHP Billiton's iron ore mines
BHP Billiton ordered autonomous upgrade packages for 18 drill rigs for its iron ore mines in Western Australia from Sweden-based Atlas Copco.
The mining company has been trialling Atlas Copco's autonomous technology on Pit Viper 271 rigs at the Yandi mine for the past two years.
The machines have operated for more than 15,000 hours autonomously, having drilled around one million metres.
BHP Billiton to sell 75% interest in Indonesian coal producer to Adaro
BHP Billiton reached an agreement to sell its 75% interest in Indonesian coal producer IndoMet Coal to its equity partner Alam Tri Abadi (Adaro).
IndoMet Coal consists of seven coal contracts of work in in Central and Eastern Kalimantan. This includes the Haju mine, which has the capacity to produce one million tonnes of coal per annum and has been in production since last year.
Completion of the sale is subject to customary regulatory approvals.
Applied Measurement Australia
Testing and Measurement Solutions for Mining Applications
NYROSTEN
Anti-Corrosion Protection Solutions for Steel Wire Ropes

redpajama_set_name: RedPajamaCommonCrawl


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Fantasy World Resort in Kissimmee, FL
5005 Kyng's Heath Rd • Kissimmee, FL 34746
Our Rate Match Guarantee means that you can stop shopping around and buy directly from us with confidence, knowing that you won't find a better price anywhere else - Guaranteed
Buy directly from us with confidence, knowing that you won't find a better price anywhere else.
Featuring Mediterranean-inspired accommodations near Walt Disney World® Resort, Fantasy World Resort offers two-bedroom, two-story townhomes with full kitchens, washer/dryer units, separate living and dining areas, flat-screen TVs and complimentary Wi-Fi. The resort also features an expansive outdoor pool area with a lazy river, two waterslides, two hot tubs and a children's splash area.
Located 7.4 miles from Epcot and 8.7 miles from the Magic Kingdom.
Enjoy complimentary scheduled transportation to Walt Disney World®, Universal Studios Orlando & Sea World.
Take the free shuttle to Lake Buena Vista Factory Stores.
Participate in scheduled daily activities for guests of all ages.
Each unit are 2-stories and include full kitchens and free Wi-Fi.
Check-in time ends at midnight.
Minimum check-in age is 21.
Featuring a newly renovated pool area with lazy river, water slides and zero-entry pool.
Sports activities area with batting cages, tennis and basketball courts.
Snack bar/deli on-site.
Keyless Room Locks
Outside Corridors
DVD Players Available
Internet Access in Public Areas (free)
Tennis Court on Property
ATM/Banking
Pool Table/Billards
Waterslide
Shuttle Services - Limited (free)
from FantasyWorld Resort
Check-In: 4:00pm Check-Out: 10:00am
Fantasy World Resort offers two-bedroom/two-bath townhomes that sleep up to six guests. Townhomes feature a full size, fully equipped kitchen, and living and dining room highlighted by a screened porch. Resort amenities include 2 swimming pools, 1 lighted tennis courts, lighted basketball court, playground, shuffleboard, game room, activities center, business center, exercise room, and lobby lounge/pool bar.
Complimentary scheduled transportation to Disney, Universal, and Sea World is provided. Complimentary wireless is available in all the townhomes. Daily scheduled activities are available for all ages.
Note: A daily resort fee of $20 (tax included) is collected by the hotel upon arrival. A security deposit of $100 as a credit card authorization is required at registration.
FantasyWorld Resort is located at 5005 Kyng's Heath Rd • Kissimmee, FL 34746
Frequently Asked Questions about FantasyWorld Resort
How many units are available at FantasyWorld Resort?
There are 302 units total.
How many floors constitute your property?
All units have two floors and have a townhouse layout.
Does FantasyWorld Resort charge a resort fee?
Yes, there is a $20 (tax inclusive) nightly resort fee due upon arrival per unit.
Does FantasyWorld Resort provide shuttles to the theme parks?
FantasyWorld Resort offers complimentary scheduled shuttle service to Disney, Universal, Sea World, and the Shops at Lake Buena Vista. The Disney shuttle has 2 departures in the morning and 2 returns in the evening. The Universal and Sea World Shuttle has 1 departure in the morning and 1 return in the evening. The shopping shuttle has one pick up at the resort, but several returns in the afternoon and evening.
What is the minimum age required for check-in at the resort?
The minimum age for check-in is 21.
Do you have a restaurant, lounge or gift shop on-site?
There is a lobby lounge and pool bar that serves light fare. They are open from noon-midnight.
How many buildings comprise your units?
FantasyWorld Resort consists of 62 buildings.
What is the charge for cribs and rollaways?
Cribs are free of charge, but subject to availability. Rollaways are not available.
What are the pool hours at FantasyWorld Resort?
The main pool is open from 8:00am-midnight. The other two pools are open from 9:00am-11:00pm.
Is late check-in available?
Yes. The front desk is open until midnight. If you are arriving after midnight, please call prior to set-up late check-in instructions.
Copyright © 2001-2021 Tripster. All Rights Reserved. Use of this website constitutes acceptance of Tripster's Terms of Use and Privacy Policy. Tripster.com is registered with the State of Florida as a Seller of Travel. Registration No. ST37385.


Rarer Than A Moon Rock.... Deadlier Than Plutonium... It's The NIMO Digital Display Tube! As far as I know this is the first and only time that an operational NIMO has ever been presented on YouTube. A FranLab Vintage Technology First!
Very interesting video! Thanks for sharing it.


2. System Availability. e-Learning system is generally available 24X7, but may be down during times of maintenance required for optimum system performance. PM4DEV will make every effort to inform you of system downtime in advance, but, this is not always possible. PM4DEV cannot provide support for computers that do not meet our system requirements.
3. Refund Policy. Your satisfaction is extremely important to us. If, for any reason, you are not satisfied with the program you ordered from us, you can contact us for a refund. You will receive 100 percent of your registration fee if you cancel your enrollment 5 days after you access a course. You will receive a 75 percent refund if you cancel 10 calendar days after you access a course. No refunds will be given after 10 days from the moment you access a course. To make a request for a refund, submit a written request to elearn@pm4dev,com. We'll notify you via e-mail of the status your refund once we've received and processed your request. You can expect a refund in the same form of payment originally used for purchase within 7 to 14 business days.
4. Course Cancellation. PM4DEV reserves the right to cancel a course due to insufficient enrollment. Such decisions will be made at least one week before the scheduled course date. Registrants will be notified via email; PM4DEV will make every effort will be made to avoid cancellations. In case of a cancellation you will have the choice of registering for the next course date or receiving a refund for the full course fee.
5. Course Transfer. In case you need to transfer you registration to another date, you can send your request to the course manager. The option to transfer is valid up to 5 days after you have access to the course. There is no extra cost to tranfer your registration to another date, but you must complete a course whitin 6 months from the moment you registered for the course. If after six months you have not completed the course, your registration will be considered closed.
6. Copyright and Proprietary Property. We will provide to you manuals and other material, which are copyrighted proprietary property of PM4DEV. You will also receive additional materials that are the copyrighted proprietary property of third parties. All copyrights relating to any course materials provided or made available by us or any other party remain the sole property of the holder of the copyright. Therefore, no part of any course materials may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, or translated into any language, without our prior written consent.
7. Warranty. THERE ARE NO WARRANTIES, EXPRESS OR IMPLIED, BY OPERATION OF LAW OR OTHERWISE FOR THE USE OR RESULTS OF THE COURSE AND MATERIALS, THAT YOU WILL SUCCESSFULLY COMPLETE THE COURSE, OR THAT ANY PARTICULAR LEVEL OF KNOWLEDGE WILL BE ATTAINED BY YOU. PM4DEV DISCLAIMS ANY IMPLIED WARRANTIES INCLUDING THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE.
8. Limitation of Liability. PM4DEV has no liability to you whatsoever. This "Limitation of Liability" section applies regardless of the basis on which you are entitled to claim damages from us, including but not limited to, breach of contract (even in the case of a fundamental breach) and tort (including, but not limited to, misrepresentation). This limitation of liability also applies to our subcontractors.
For more information about our courses and payment options. Click the icon below to go to our contact page form.


Russia's rulers have always lived in style. Tsarist palaces reached the peak of their luxury in the late 18th century, but it set a lavish precedent that even Soviet leaders found hard to resist.
Before all else in St. Petersburg, there was a log cabin along the Neva River. Peter I was no stranger to modest accommodation, and when he moved out of the cabin in 1712, this new summer "palace" boasted just two floors.
The current standing palace in Pushkin (formerly Tsarskoye Selo, 30km south of St. Petersburg), was built under the rule of Empress Elizabeth, Peter's daughter to his second wife Catherine. This 325-m long behemoth is home to some of the most extravagant examples of luxury ever showcased: a gold-lined ballroom, a 100m2 portrait hall, a Chinese silk-covered drawing room, an immense chapel, and gold-covered statues were just some of the palace's features.
Catherine II (the Great) replaced Empress Elizabeth's penchant for Rococo flamboyance with a neoclassicist and Greek Revival style.
Home to: Officially, all subsequent Russian tsars.
The current palace stems from a design by Francesco Bartolomeo Rastrelli, who began rebuilding it with approval from then-Empress Elizabeth. The green and white Rococo flair, the ionic columns, and the parapets were so adored that when much of the palace was destroyed in an 1837 fire, Nicholas II ordered an exact reconstruction of its exterior.
The first palace on the estate, completed for Catherine after nine years of construction, was torn down in 1785 because she deemed the rooms too dark. The new manor was abandoned by Paul I and only completed in 2007.
Catherine the Great's Moscow residence is now an idyllic park in the city's southern suburbs.
Located in Tsarskoye Selo alongside Catherine Palace, the mansion served as a summer house for the Romanovs throughout the 19th century (and indeed, as a permanent residence for Nicholas II and his family).
St. Michael's Castle is Russia's most ill-fated leaders' residence. Catherine II's son spent 15 years before his accession to the throne planning this spectacular estate. When the castle was finally completed in 1801, Tsar Paul lived there for just 40 days before being assassinated in a palace coup.
Nicholas II's absurdly expensive Crimean dacha, which replaced his original palace, was a short-lived testament to the Romanov lavishness that didn't help the family's fate. Interestingly enough, it was also the meeting point for the Yalta Conference in February 1945.
Lenin's infamous study and apartment was on the Senate Palace's third floor, where he lived and worked throughout the Civil War. The Bolshevik leader's quarters were preserved in the Kremlin as a personal memorial until 1994.
This 19th century noble manor played host to the Bolshevik leader when he fell ill for the final time in May 1923. Having grown accustomed to the mansion's lavish neoclassical interior, Lenin allegedly instructed his aides not to change any of the building's previous furniture.
Opting to move away from noisy Moscow, the Soviet General Secretary commissioned the construction of an impressive seven-room personal residence to the city's west in 1933. It was there that Stalin spent the last two decades of his life, famously hosting Mao Zedong and Winston Churchill in his study. In fact, Stalin is alleged to have rarely left this study, despite the residence being decked out with various gardens, orchards, and sporting facilities.
Before becoming General Secretary, Khrushchev wasted little time following Stalin's death in securing himself improved accommodation. The new mansion on Kosygina St. overlooked Lenin Hills (now Sparrow Hills), was decked out with marble and expensive wood, and was fenced off with steel gates.
For efficiency's sake, Brezhnev's 54m2 flat was just a floor below the apartment of KGB chief and future General Secretary Andropov. The apartment caused a lot of noise in the Russian press in 2003, when it went on sale for a whopping $620,000 (twice its estimated market value).
Brezhnev's favorite and most frequently visited dacha was located in the Zavidovo National Park, some 130 km northwest of Moscow. Built primarily for hunting, Brezhnev's two-story cottage was rigged out with marble flooring, a private cinema, a billiards room, and 12 luxury bedrooms for friends and senior politicians.
This spacious apartment block in Moscow's fashionable Patriarch Ponds neighborhood served first as a downtown pad for Leonid Brezhnev, and then briefly for Gorbachev in 1984-5. If you look closely, the sixth floor is distinguishable by the fact that its windows are slightly longer than the others, meaning some extra headroom for the General Secretaries.
Not far from Khrushchev's old stomping ground lies the four-story, fourteen-room former mansion of Mikhail Gorbachev. The building was later purchased by composer Igor Krutoy for an alleged $15 million.
Despite his avid campaigning against Party privileges, the last Soviet leader had no hesitations installing a $20m, three-story holiday home for himself on the Black Sea coast. A 1992 inspection by Pravda newspaper revealed that the dacha contained a private beach, rooftop solarium, marble floors, cinema, dance floor, tennis courts, and a self-watering peach grove.
Most notably, Gorbachev's dacha was the location of his three-day house arrest during the failed coup d'état by KGB and hardline Communist Party members in August 1991.
Did Soviet government officials live in luxury?


As light, quick and cool as your moves, this Schuhe keeps sweat out of your footwork with a triaxial synthetic upper.
These boxing Schuhe are constructed with a triaxial mesh upper for maximum breathability. Microfibre synthetic leather overlays will encase your foot for combined durability and lightweight support. The 2mm neoprene foam collar provides comfort and moisture resistance, while an ankle strap allows for a secure fit. The one-piece forefoot pattern and quarter panels unite to provide a glove-like fit and increased breathability; the open mesh, bonded to perforated, micro-fibre synthetic leather, increases ventilation and reduces the amount of irritating seams.
An ADIWEAR outsole completes the Schuhe; offering the ultimate in high-wear durability, traction and flexibility. The one-piece rubber outsole is non-marking and allows for light footwork and multi- directional grip; so your feet don't slide when transferring power. The slightly raised heel means comfort during the natural stance.
- Added comfort and reduced rubbing.
- Increases durability and support.
- Durable and grippy in all directions.


February/March 2012: BCP get thrown out and TTC begins. As the months go on, efforts get more serious, adding in symptom tracking and eventually moving to OPKs. My cycle appears normal, but still we are having no luck.
Summer 2013: After over a year with no success, Goose asks for an SA at his annual check-up, with poor results. MFI, with my side still unknown. Referred to an RE.
September 2013: First appointment with RE. Options are discussed. Due to very poor SA, IVF is recommended.
October 2013: Goose has a bunch of tests to verify there is not an underlying cause for the poor SA. Everything normal. Upon additional SAs, Goose's numbers are better.
November 2013: Discuss IUI options, because of higher numbers. Decide to try. I have some tests, and everything appears normal for me.
February 2014: IUI #2. SA significantly better than last time, but still BFN.
– 8/21/14: Full flow bleeding finally starts, but now it's less than 3 weeks to transfer. Cycle cancelled. Again.
– 9/8/14: What would have been transfer day is now a scheduled follow up appointment to discuss a new plan for the next cycle.
– 7/30/15: Baby Wolfgang arrives!


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Paulo Vicente Pereira d'Eça e Albuquerque Leal (ur. 15 lipca 1901 w Lizbonie, zm. 18 września 1977) – portugalski szermierz, szpadzista, brązowy medalista olimpijski z Amsterdamu.

Brał udział w trzech igrzyskach (IO 24, IO 28, IO 36). W drugim starcie zdobył brązowy medal w rywalizacji drużynowej. W skład portugalskiej drużyny wchodzili również Frederico Paredes, Mário de Noronha, Jorge de Paiva, João Sasseti i Henrique da Silveira.

Przypisy

Portugalscy szermierze
Portugalscy medaliści olimpijscy
Medaliści Letnich Igrzysk Olimpijskich 1928
Urodzeni w 1901
Zmarli w 1977
Ludzie urodzeni w Lizbonie

redpajama_set_name: RedPajamaWikipedia


CASH BUYER Etobicoke/Vaughan 150,000-200,000 Sq.Ft Industrial Building with 4-10 Acre Lot With Outside Storage Zoning High Ceiling Cranes Cash Qualified Buyer.
CASH BUYER Etobicoke / Vaughan 150,000-200,000 Sq.Ft Industrial Building with 4-10 Acre Lot With Outside Storage Zoning High Ceiling Cranes Cash Qualified Buyer. Can Close in 60-120 Days.


I recently received a response to a FOIA request to the Secretary of the Navy for all records pertaining to a client's SSB. The client had petitioned the BCNR, which approved the client's application to void a FITREP and other records and receive a SSB. The released documents contain various communications between staff of the BCNR and Navy Personnel Command. Among those communications were three requests for advisory opinions.
In at least one instance the BCNR submitted various questions seeking clarification of factual matters that already were part of the official record. The BCNR also specifically asked whether Naval Personnel Command "recommended correcting the record" and supported the client's request to "be reinstated to active status in the Navy" retroactive to a specific date. Various other "non-administrative" matters were discussed.
(a) In General.— The Secretary of each military department shall ensure that an applicant seeking corrective action by the Army Review Boards Agency, the Air Force Review Boards Agency, or the Board for Correction of Naval Records, as the case may be, is provided a copy of all correspondence and communications (including summaries of verbal communications) to or from the agency or board, or a member of the staff of the agency or board, with an entity or person outside the agency or board that pertain directly to the applicant's case or have a material effect on the applicant's case.
(2) Information the release of which is otherwise prohibited by law or regulation.
(3) Any record previously provided to the applicant or known to be possessed by the applicant.
(4) Any correspondence that is purely administrative in nature.
(5) Any military record that is (or may be) provided to the applicant by the Secretary of the military department or other source.
It is understandable that BCNR staff need to communicate with Navy organizations in processing applications. Yet unless the communications meet the criteria of 10 U.S.C. § 1556, they are to be disclosed to the applicant. In addition to the apparent violations of 10 U.S.C. § 1556, the documents also indicate fairly close collaboration between the BCNR and Navy Personnel Command. Again, in one communication, the BCNR is asking whether it should grant specific relief. This is further evidence, if any more were needed, of the board's integration into the Navy and its lack of independence.
It would behoove practitioners and applicants to submit FOIA requests to the BCNR and the other relevant Navy organizations for all records generated and considered, and certainly in cases in which applications are denied.


text:
Home Page › Top List of Banks in Chile
Banco BICE (Banco Industrial y de Comercio Exterior) is a Chilean bank. It was founded in 1979, is based in Santiago, and is controlled by the Matte family.Bernardo Matte is the president. The CEO is Alberto Schilling Redlich. In 2013, Banco BICE received a US$75 million loan from the International Finance Corporation (IFC) to fund long-term renewable energy projects.
https://banco.bice.cl/personas
Banco de Crédito e Inversiones
The Bank was founded in 1937 by Juan Yarur Lolas in order to support small and medium enterprises in Chile. His son, Jorge Yarur Banna, served as the second president until his death in 1991. Meanwhile, in 1970, a branch was bombed in Santiago.[1] The current president, Luis Enrique Yarur Rey, is a third-generation member of the Yarur family.
http://www.bci.cl/
Banco de Chile (Bank of Chile), is a Chilean bank and financial services company with headquarters in Santiago. It is a commercial bank that provides a complete range of financial services to a client base, which includes large corporations, SMEs and private clients. As of December 31, 2012, Banco de Chile has a national network of 434 branches, 1,915 ATMs and other electronic channels of distribution.
https://portales.bancochile.cl/personas
Banco del Estado de Chile
Banco del Estado de Chile (In English: Bank of the State of Chile), commercially operating under the brand BancoEstado, is the only Public Bank in Chile and was created by government decree in 1953. It provides financial services to consumers and companies, with a focus on national coverage in terms of geography and social sectors and a particular emphasis on the unbanked and small and medium enterprises, although it serves all types of businesses. It is the country's largest mortgage lender and largest issuer of debit cards. In addition, BancoEstado performs part of the Chilean government's financial activities through the accounts managed by the General Treasury of the Republic of Chile.
https://www.bancoestado.cl/imagenes/_personas/home/default.asp
Banco Santander Chile
Banco Santander-Chile is the largest bank in Chile by loans and deposits.The bank has 504 branches network. It is a subsidiary of the Santander Group. Its main competitors are Banco de Chile, Itaú Corpbanca and BCI. It provides commercial and retail banking services to its customers, including Chilean peso and foreign currency denominated loans to finance commercial transactions, trade, foreign currency forward contracts and credit lines, and retail banking services, including mortgage financing.
http://banco.santander.cl/
Banco Itaú Chile
Banco Itaú Chile was one of the largest Chilean banks and a subsidiary of Brazilian bank Itaú Unibanco, was founded in 2006, as Bank Boston in Chile. Itaú Unibanco boughtin 2006 the Bank Boston's operation and changed its brand to Itaú. In September 2011 Banco Itaú Chile announced the purchase of operations of British bank HSBC in Chile.[1] It has 92 bank branches, 70 ATM's and more than 2.400 employees and about 150.000 customers. In 2014 the bank merged with Corpbanca, forming Itaú Corpbanca.
http://www.itau.cl/
The bank was founded in 1998. It is headquartered in Las Condes, Chile. It is a subsidiary of S.A.C.I. Falabella and has branches in Chile, Peru, and Colombia.
http://www.bancofalabella.cl/
Central Bank of Chile
Starting in the mid-19th century, private banks started to thrive in Chile, spurring growing concerns over the control of payment methods and persistent inflation. To this end, the government hired a mission led by economics professor Edwin Kemmerer of Princeton University and based the nascent central bank's structure in one of the mission proposals. In August 1925, the Central Bank of Chile (CBoC) was created through Decree Law 486, which also established the bank's monopoly for issuing bank notes under a gold standard regime.
https://www.bcentral.cl/inicio
Banco Consorcio
In 2008, Consorcio Financiero acquired Banco Monex to establish Banco Consorcio. The Chilean lender offers a range of products and services, including deposits, loans, factoring, credit cards, guarantees, and commercial operations. In 2015, Banco Consorcio joined the global trade finance program of the IFC, the World Bank's private sector arm. The move enabled the bank to provide trade finance solutions to local exporters and importers across Chilean industries.
http://www.bancoconsorcio.cl/
HSBC Bank (Chile)
The HSBC Group has had a presence in Chile since 1981. By 1985 it had three branches, two in Santiago and one in Valparaíso. In 1993 HSBC sold its operations to Banco O'Higgins, which was owned by the Luksic Group. In 1997 a merger between Banco O'Higgins and Banco de Santiago created Banco Santiago, one of the largest local banks in Chile and one in which HSBC continues to have a 7% shareholding.
https://www.about.hsbc.cl/es-cl


The Classic Hex Rod will instantly enhance any tool collection with its style, function and quality. It features a high strength, extremely hard chrome-vanadium steel and is treated with a super durable chrome finish. The long leverage design is optimized with an ergonomic wood handle, which provides extra leverage and a comfortable grip. A spherical tip on the long end adds versatility, and the oversized design with tapered ends provides superior strength and reliability.


I know, it's almost Valentine's Day and I am just now getting around to posting what I made for the boys' teachers for Christmas. Better late than never!
The rings and bookmarks/paper clips were so easy to make! Just use some E-6000 to glue the resin flowers (also called cabochons) to the glue pad on the ring blank or clip blank.
The tags are more involved but so fun to play with! I painted the wood tags with distress paints and let them dry. Then I cut the shapes out with vinyl (using my silhouette) and adhered them. I stamped on the back of the tags. The red and green twine were all I had at the time so they don't match (cringe) but I have a ton of twine now so next time they will.
The matchbooks were cut using my silhouette.
Thanks for looking! I hope I inspired you to make something today!
Very creative!! Great job girl!! 🙂 thanks for linking up with us again!! hugs!


The wind chimes are quite large, so they really make a statement, whether you are adding to the exterior decor of your home or kept as the focal point. These large wind chimes are very impressive, made of black-colored aluminum that go well with any existing decor.... WeatherShack is the wind chime Superstore for large wind chimes. Below you can browse our huge selection of large and extra large wind chimes. These big boys add an interesting appeal. Top brands such as Corinthian Bells, Music of the Sphere & more featuring specific musical tunings such as our large Amazing Grace wind chimes by Woodstock.
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In the modern world, software development has become a crucial part of business operations, even for companies in non-tech industries. You need software, mobile and web apps to automate routine business tasks, reduce costs, and create a better experience for your customers.
Creating new software is a complicated process with multiple obstacles that might harm overall productivity. Today we will talk about how to make your software development process super-efficient, without the need to hire more developers.
Everyone knows a cliche programmer: one who only wants to code, but not to think about business goals, end users, the needs of colleagues etc. The truth is, such programmers were probably not always like this. The chances are that in his first days in the company, such a person tried to offer some ideas on how to make the product better, but was not heard.
This is a matter of corporate culture. How managers and co-workers react to new ideas says a lot about innovation and the overall effectiveness of development. If the developer offers something but his ideas never implemented, then he will just stop saying anything, concentrating only on something more comfortable: writing code.
As time goes by, such an employee's thoughts will shift from "We aren't building the right thing" to "We aren't building the thing right", as it perfectly outlined by Marcus Blankenship in his article. When people focus on highly local things like technical debt, using something which is not the latest tech stack, or an approach to forming comments in the code rather than discussing how to make the product serve users better, it is absolutely inefficient.
If your development process involves the use of programming languages rather than frameworks and technological platforms, you may end up in a complete technological mess.
You will have to incorporate multiple tools and languages, take into account the peculiarities of the certain operating system, manage containers with your applications, fight with cloud services, and spend lots of time on visual things rather than developing the core of your product.
All of these activities require lots of resources. Developers might like to learn new technologies or try innovative tools, but this has nothing to do with solving the main goal of reaching maximum development efficiency. Thus, you should try to limit your technology stack as much as is possible.
Once you've fixed your corporate culture and tried to minimize the number of tools used in the development process, you might find that making developers think about not only the coding level but also the business level, is still very hard.
This problem can be solved by starting to use frameworks and platforms that combine a predefined set of tools for developers. For example, the 1C:Enterprise platform doesn't allow developers to waste time selecting certain tools, as they can go and build new things right away.
As a result, the technological complexity of the development process is drastically reduced, the development process itself is made standardized and more predictable, and employees cannot only just generate ideas, but test them very quickly as well.
How to Organize Software Development In a Super-Efficient Way: Three Practical Tips was originally published in Hacker Noon on Medium, where people are continuing the conversation by highlighting and responding to this story.


One of the joys of being retired and living alone is that you can schedule your life the way you prefer it. There is little pressure to keep working hard to keep the house immaculate or have a weedless garden unless you, yourself, put those burdens on you. You can look around at a little dust and evaluate whether or not it is worth the effort today to make it spotless, or if it can wait one more day. Today I am choosing to wait one more day because it is chilly, dreary and rainy. It is a grilled cheese and tomato soup kind of day, and I just don't feel inclined to dust.
It is wonderful to be able to take an occasional day like this; to be able to sit and think about things without the pressure of self-imposed duties, or the natural demands of lives involved with children, husbands, jobs or all of the above. Unfortunately, most women just don't have the time.
I understand family pressure. My four children were born very close together and I was always exhausted. I remember when they were all very young and my husband was working sixteen hour weekdays, half days on Saturday and even a few hours on Sunday. The children's needs were inexhaustible, and their constant happy chatter, minor squabbles, and endless questions wore me out. There was no respite from the constant planning, organizing, and just plain hard work it took to keep the house reasonably tidy and running smoothly and the whole family clean, fed, and clothed. I prayed for just an hour to myself ~ just a few minutes when I could relax and let my mind take a brief holiday from the stress. We only had one car, and my husband needed it at all times. I was often isolated indoors with only the children for several weeks at a time during long Canadian winters. When they were all down with colds or chicken pox or tummy bugs, it got really interesting. (That is how you learn to lean on the Lord!) Things eased later, but then there were other demands.
Much later I was divorced, and then there were the working years, with long commutes through terrifying traffic, monotonous and boring assignments, occasionally difficult co-workers, soggy sandwiches, and little intellectual satisfaction. Now, I have nothing but alone time and I love these quiet days because I am able to reflect on the nature of God, and appreciate the wonder of His loving me. It is definitely better than having to focus only on how I can get through the next 24 hours! I am blessed.
I watch the morning news, and am troubled to see the increasing self-destruction of mankind; the greed and the loss of principles and values and the overt hostility to God, and I wonder at His patience with man. I read the last few verses of Romans 1, and see God's assessment of the mind of man, and wonder how long a holy God will wait before He brings it all to an end in judgment.
Then I remember the depth of His grace; His love for His creation and for His chosen people (including those of us engrafted into the family) which is so strong that He was prepared to come to earth Himself, to accept the burden and punishment of my sin. How can I fully comprehend the depth of that love, or understand why He should care so much for such ungrateful creatures?
I look around at His Creation; the brilliance of His creativity expressed in limitless ways. I think of this beautiful planet, somewhat modest in size as planets go, yet hung in space like a cherished jewel. Here we are, perfectly situated to be able to support life, with God holding it all together by the Word of His Power. We live surrounded by inexpressible beauty, most of which we take for granted in our ant-like scurrying to and fro.
Think of the ocean with its constantly changing color and perpetual dance of the tides; the shining sands or rocky cliffs at water's edge; the atonal music in the roar of the waves. Think of the incredible variety of species sheltered under the waves; a whole different world.
Think of the desert, with its spare understated beauty: the soft, muted colors, the subtle splendor of tiny desert flowers, or the robust and spiny authority of cactus, the majesty of wind-sculpted cliffs rising in elegant formations.
Think of the mountains with their imposing mass of height and power, but yet their peaks wreathed in diaphanous, lacy clouds: God's little smile, a paradox.
I look heavenward, and think about all the unseen activity which is birthing new stars; or the imploding of old stars into black holes; the brilliance of gases and literal star dust forming an ethereal mist around it all.
I think of the world of microorganisms: the incredibly sophisticated structure of cells and atoms, the wonder of things like DNA, and the miracle of a complex human being springing from the union of two tiny living cells; complete with eye color, gender, and intellectual potential. I wonder how anyone can say this is all accidental; that there is no Designer, no intelligence behind it all.
I consider the mystery of the Trinity. God is God and transcends His creation. He may express Himself in any way He chooses, without regard to the laws of physics or chemistry He created for earth. Still I try to explain Him in terms I can understand. I may not be able to understand fully how it all works, but like H2O, which may be liquid, solid, or vapor yet still maintain its essential chemical integrity, I know that the personalities of the Father, Son, and Holy Spirit are somehow all manifestations of the only One True God. I dimly understand that these personalities express attributes, facets of the integrity of His holy Being, and that together they are Love.
I am grateful that through Christ's blood I now have access into the Holy of Holies; praying to the Father alone, in the name of the Son, and through the translation of the Holy Spirit. The blood of bulls and goats and lambs are no longer needed; the final sacrifice has been made and Christ's blood has finally brought us the potential for reconciliation with God. As His child, I am to reflect His love to those in my world, to let them know the love of God through my still imperfect life ~ by my inadequate words. God, Who knows my every thought, my every weakness, my inadequacies of all kinds ~ that God trusts me to be His hands and feet on earth, to reflect His love to those around me.
Most of all I think about how I can ever love Him enough. I have to admit that I am not always as faithful as I would like to be. There are times when He is working in the background and I am caught up in my now, and He gets taken for granted. I am ashamed of those times. Yet, He is always with me and I count on His presence. I feel Him there, like someone else always in the room. I speak constantly to Him during the day as I am reminded of some person who needs prayer, or ask His pardon for some unworthy thought, or recognize some blessing I have received from Him and murmur a brief "Thank You". I wonder at His patience with me. I am so thankful for His faithful leading through all kinds of trials and tests and temptations, and even when I fail, there is forgiveness in repentance and confession. His love is without limit and all grace.
Oh, what a wonderful God! Oh, what a debt we owe Him! Oh, how undeserving we are of all His blessings ~ but oh, how grateful I am that He has called me and made me His child! I look around at those who deny His very existence, and my heart is broken for them. I am terrified for them in eternity ~ but I also hurt for Him, that His creatures reject Him: He, Who loves them so much. I have experienced rejection from those whom I loved; there is not much emotional pain deeper than that, other than the death of a loved one… and He also has experienced this for our sake. Yet He continues to wait, to give man time to repent, to accept His Son and be reconciled to Him.
Thank you for your encouraging words, I can understand all you have written and I am glad to know that Jesus is here for us no matter what.
alzheimer's). I know of people who can't stand being quiet by themselves, say it's too lonely. There's a vast difference between loneliness & "aloneness". With Jesus by my side, I never feel lonely.
Yes, Marilyn, there is a huge difference between loneliness and being alone. I tell the single moms I work with this all the time. There is God's real grace in aloneness.
I had small children and homeschooled. Then I went to work full time and had older children. After that, I was able to be an at home mom, and for the first time, I really thought about my life and where I was going and what I was doing. I agree with you that most people don't have the luxury of doing that. It is so nice to just be able to think.
I just read this. I enjoyed it so much. Thank you for taking the time to write it down and share it.


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Eagle's Lair & Web Services, Inc. is an experienced web hosting and design company that's geared towards providing you with a simplified online presence to meet your complex business and personal information technology needs. We've taken the first step for you of investing in expensive hardware/software as well as developing an excellent technical staff so that your web experiences can be easily manageable, inexpensive and enjoyable. We currently offer hosting on a vast scale from personal, home business and even large corporate e-commerce sites. No job is ever too big or too small and we always guarantee excellent support from our Information Technology Professionals.
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text:
Q: How to measure RTK accuracy of a moving vehicle? I am currently working with tractors using a RTK enhanced automated steering system. One of the biggest problems is that even RTK can have a inaccuracy of 2cm. This can be too much for some possible field applications like sowing. Therefore I am trying to determine the inaccuracy of such a steering system in dependence to the distance of the RTK-station. My problem right now is, that I don't have a way to measure the inaccuracy of the tractor driving the track.
In my current setup I want the tractor to drive 100m straight between two given points. Thereby I want to measure the inaccuracy. This I want to repeat with several distances to the RTK-station (1km, 2km, 3km, 4km, 5km, 10km, 15km, 20km, 30km, 40km). I hope that I can get a function which tells the inaccuracy in dependence to the distance of the RTK-station.
Quenstions:

*

*Is there a way to process the points given by the GPS device to
determine the inaccuracy?

*Do you know any visual validation method? (with stereo cameras or something)

*Do you have any other idea of how to measure the inaccuracy ?

A: Assuming you have line-of-sight to the whole of the route you want to drive from a single observation point, an optical TotalStation mounted at that observation point would allow you to track a prism mounted on your tractor with millimeter accuracy.  You'd need two surveyed locations to set up the measurements (usually the observation point and another location which is visible from the observation point).
Once you have the actual track of the tractor from the TotalStation, you can compare this with the location given by the GPS.  Since you want to compare prism location with GPS location (probably on a second-by-second basis), you'd probably mount the GPS antenna directly on top of the prism (prisms often have a 5/8" thread top and bottom, so they screw onto standard antenna mounts).
Disclaimer: I'm not a surveyor so I can't give details, but I've seen this done.

redpajama_set_name: RedPajamaStackExchange


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Legal Reference Links
27 North Eighth Street
Richmond, Indiana 47374
Robert L. Bever
Richard E. Boston
Walter S. Chidester
Ronald L. Cross
Adam G. Forrest
Douglas B. Oler
Andrew J. Sickmann
BBFCS > Publications-Posts > News > City of Richmond to Start 2017 with new attorney
City of Richmond to Start 2017 with new attorney
Posted by bbkccwordpress on December 14, 2016
City of Richmond to start 2017 with new attorney, Andrew J. Sickmann.
Rachel E. Sheeley , rsheeley@richmond.gannett.com 5:08 a.m. EST December 11, 2016
Walt Chidester – After 13 years as the City of Richmond's attorney, Walter "Walt" Chidester is stepping down from the role.
His successor, hired at the Dec. 8 at the Board of Works and Public Safety meeting, will be Andrew J. "A.J." Sickmann. Sickmann will begin his term as city attorney on Jan. 1.
Chidester and Sickmann are both members of the Richmond law firm, Boston Bever Klinge Cross & Chidester.
"Walt is sort of an icon figure of city government," said Mayor Dave Snow. "We have been preparing for this for a while."
Chidester will remain associated with the city, working with the Sanitary District. He also will continue his private practice. However, Chidester and his wife are planning to spend more time with their grandchildren and to do more traveling.
Chidester became city attorney under Democrat Mayor Sally Hutton and served with her during her three terms. When Hutton died in April, Chidester was one of those who eulogized her.
Snow, a Democrat who succeeded Hutton, asked Chidester to remain with the city one more year to ease the transition.
"My job has been made easier over the years by being surrounded by good people," Chidester told the board of works.
Chidester expects the city to be well served by Sickmann.
"I'm exited, humbled, to serve the city I care so much about," Sickmann said. "I will do my absolute level best."
"I think A.J. is going to do a fantastic job," Snow said.
Sickman is being hired by the city for a salary not to exceed $43,636, to be paid in monthly installments of $3,636.
A 2004 Richmond High School graduate, Sickmann graduated in 2008 from Ball State University and in 2011 from Valparaiso University School of Law. While attending law school, Sickmann worked as a summer associate for Boston Bever Klinge Cross & Chidester, which he joined after passing the bar exam.
Sickmann's practice primarily includes family, municipal, commercial and criminal law. He has served as attorney for the towns of Milton and Spring Grove, and also as assistant attorney for Wayne County government.
He is licensed to practice law in Indiana, and in the U.S. District Court in both the Southern and Northern Districts of Indiana.
Sickmann is the president of the Wayne County Historical Museum board and vice president of the Whitewater Valley Pro Bono Commission. In 2014, Sickmann was honored with the annual Pro Bono Award for handling dozens of pro bono cases throughout the year. He also serves on the board of Communities in Schools for Wayne County.
Chidester is a graduate of Heidelberg College in Tiffin, Ohio, and received his law degree from Drake University in Des Moines, Iowa. He began his law practice with Legal Services Organization of Indiana Inc. and was the managing attorney of the Whitewater Valley Office of Legal Services. He joined the law firm of Reller, Mendenhall, Kleinknecht & Milligan in 1981 and remained there until the formation of the law firm of Boston Bever Klinge Cross & Chidester in 1998.
In addition to serving as the city attorney since 2004, Chidester was attorney for the Wayne County Welfare Department for 10 years and served as a deputy prosecuting attorney in the Wayne County Prosecutor's Office.
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Capgemini SE : Building on excellent 2018 results, Capgemini starts 2019 with confidence
Source : GlobeNewswire
Valeur : Capgemini (CAP)
Cours : 113.9 0.05 (0.04%) @ 14h10
Capgemini Cours Graphique
Florence Lièvre
florence.lievre@capgemini.com
Vincent Biraud
vincent.biraud@capgemini.com
Building on excellent 2018 results, Capgemini starts 2019 with confidence
· Revenues of €13,197 million
· FY revenue growth of 8.1% at constant exchange rates and 7.8% in Q4
· Operating margin rate* of 12.1%, up 20 basis points
· Net profit Group share of €730 million
· Organic free cash flow* of €1,160 million
· Proposed dividend of €1.70 per share
Paris, February 14, 2019 - The Board of Directors of Capgemini SE, chaired by Paul Hermelin, convened in Paris on February 13, 2019 to review and authorize the issue of the accounts[1] of Capgemini Group for the year ended December 31, 2018.
Paul Hermelin, Chairman and Chief Executive Officer of Capgemini Group, states: "In 2018, we demonstrated once again our capacity to improve our profitability while delivering sustained growth. All regions contributed to our solid top-line momentum, which we maintained in the fourth quarter on top of a particularly demanding comparison basis last year. We reached all the targets we had set for ourselves, including the sales outlook which was raised during the year.
Today, the Group is well positioned to continue outperforming the market, in pursuit of our two strategic priorities.
First, a more dynamic management of our portfolio of services, which enabled Capgemini to be recognized as a world leader in digital and cloud. These high-growth areas will soon account for half of our revenues.
And second, aligning our whole organization around the client, providing each of them with the full spectrum of the Group's services and working hand in hand to develop and implement their business and technology agendas.
We are confident that our key strengths and solid financial performances will support our success in 2019."
2018 KEY FIGURES
(In millions of euros) 2017
(restated for IFRS15) 2018
Revenues 12,525 13,197 +5.4%
+8.1% at constant exchange rates*
Operating margin* 1,493 1,597 +7%
as a % of revenues 11.9% 12.1% +20 basis points
Operating profit 1,183 1,251
as a % of revenues 9.4% 9.5%
Net profit (Group share) 820 730
Basic earnings per share (€) 4.88 4.37 -10%
Normalized earnings per share (€)* 6.22 6.06[2] -3%
Organic Free Cash Flow* 1,080 1,160 +80M€
Net cash / (Net debt) (1,209) (1,184) +25M€
In 2018, Capgemini met or exceeded all financial targets set at the beginning of the year. The Group strengthened its growth profile, while continuing to improve profitability and organic free cash flow* generation.
In 2018, the Group generated revenues of €13,197 million, up 5.4% compared with 2017. Growth is 8.1% at constant exchange rates*, significantly above the 6% to 7% target communicated at the beginning of the year. Organic growth* (i.e. excluding the impact of currency fluctuations and changes in Group scope) was 6.2%. Q4 growth is 7.8% at constant exchange rates and 5.7% organic.
This momentum continues to be supported by Digital & Cloud activities, which grew over 20% at constant exchange rates and now account for around 45% of the Group.
Bookings totaled €13,393 million in 2018, a 9% increase at constant exchange rates year-on-year.
For 2018, operating margin* was €1,597 million, or 12.1% of revenues, an increase of 7% or 20 basis points year-on-year, in line with annual objectives. This further improvement in margin illustrates the Group's ability to combine investments in its talent and its portfolio of sector offerings with profitable growth. It also reflects a stronger gross margin, particularly in the second-half of the year. Geographically, continental Europe and the Asia-Pacific and Latin America region are the main contributors to this performance.
Other operating income and expenses rose as expected, to represent a net expense of €346 million compared with €310 million in 2017. This comes notably from higher intangible asset amortization charges and the mechanical increase in the share grant expense linked to Capgemini share price evolution over the past few years. In contrast, restructuring costs are down in 2018 (from €131 million in 2017 to €122 million) and this should continue in 2019, settling at around €80 million.
Operating profit totaled €1,251 million, or 9.5% of revenues, compared with €1,183 million, or 9.4% of revenues, in 2017.
The net financial expense is €80 million, slightly up on €72 million last year. The income tax expense is up from €303 million in 2017 to €447 million this year. The effective tax rate (ETR) increased primarily because, as anticipated, since 2018 the Group does not recognize any new deferred tax assets in the U.S.[3]. In addition, the Group recorded a €53 million expense related to the transitional impact of the U.S. tax reform. Adjusted for this expense, the ETR increased from 27.3% in 2017 to 33.7%.
Net profit (Group share) amounted to €730 million for 2018, down on €820 million for 2017, due to the higher tax expense. Basic EPS (earnings per share) is €4.37. Normalized EPS* is €5.74, or €6.06 adjusted for the transitional tax expense, a level close to that reported in 2017 (-3%).
Organic free cash flow* reached €1,160 million, exceeding the €1,000 million objective set at the beginning of the year. In 2018, the Group benefited from a €65 million improvement in its working capital requirement thanks to a 2-day decrease in DSO (Days Sales Outstanding).
In 2018, Capgemini spent a net amount of €461 million on acquisitions and paid €284 million in dividends. Finally, the Group allocated €464 million to share buybacks, under the multi-year program and to neutralize the dilution resulting from the 5th employee share ownership plan (which led to a net capital increase of €230 million).
The Board of Directors has decided to recommend at the next Shareholders' Meeting on May 23, 2019, the payment of a dividend of €1.70 per share, the same amount as the previous year. The corresponding payout ratio is 36% of net profit2 (Group share), in line with the Group's distribution policy.
The following outlook takes into account the impact of the application of IFRS 16 from January 1, 2019 on the operating margin (around +5 basis points) and on the organic free cash flow definition (around -€50 million), as detailed in the appendix to this press release.
For 2019, the Group targets revenue growth at constant exchange rates of 5.5% to 8.0%, improved profitability with an operating margin of 12.3% to 12.6% and stronger organic free cash flow - on a comparable basis - of over €1.1 billion.
OPERATIONS BY MAJOR REGION
North America (32% of Group revenues) was the most dynamic region of the Group in 2018 with a 14.4% increase in revenue at constant exchange rates. This growth was spurred by investments and acquisitions in Digital. It was mainly driven by the Consumer Goods & Retail, Financial Services and Manufacturing sectors while only the Energy & Utilities sector remained lackluster. The operating margin is largely stable year-on-year (-0.05 point), at 13.6%.
Revenues were stable in the United Kingdom and Ireland (12% of Group revenues), increasing +0.1% at constant exchange rates. The Group nonetheless enjoyed a return to growth in the second-half, in line with the plan set at the beginning of the year. Fueled by demand in the Financial Services and Energy & Utilities sectors, the private sector reported positive growth while the public sector declined, despite a clear rebound at the end of the year. As expected with the change in business mix and the impact from currencies, the operating margin contracted, from 16.1% a year earlier to 12.6%.
France (22% of Group revenues) grew 6.4%, with Digital and Cloud driving strong momentum in Application Services. All major sectors contributed to this growth, which even reached double-digits in the Consumer Goods & Retail and Energy & Utilities sectors. The operating margin improved 110 basis points year-on-year to 11.1% of revenues.
The Rest of Europe region (27% of Group revenues) reported revenue growth across all major countries, increasing 6.9% overall at constant exchange rates. Germany and Scandinavia were the main drivers, with growth rates nearing double-digits. Momentum was strong in all sectors - except Telecoms, which declined across Europe - growing between 5% and 10%. Operating margin rose 80 basis points to 13.0% for the year.
The Asia-Pacific and Latin American region (7% of Group revenues) reported growth of 6.0% at constant exchange rates. Asia-Pacific benefited this year from an acceleration in the Manufacturing sector, while Latin America delivered both a return to growth and profitability in 2018. Overall, the region's operating margin therefore improved significantly, from 10.1% in 2017 to 12.8% this year.
OPERATIONS BY BUSINESS
Consulting Services (6% of Group revenues) reported growth of 37.4% at constant exchange rates. This reflects not only the key contribution of acquisitions in the reference period, but also strong activity in the main regions. Digital transformation demand was particularly buoyant in the Financial Services, Manufacturing and Retail sectors. The Group now benefits from the launch of "Capgemini Invent", which combines its recognized expertise in the fields of strategy, technology, data science and creative design to support decision-makers in their transformation and digital innovation projects. The operating margin stands at 12.9% of revenues, up 160 basis points year-on-year.
Technology & Engineering Services (15% of Group revenues) grew 5.0% at constant exchange rates. Momentum was strong across all Group regions and particularly North America and the United Kingdom. The operating margin is 13.2%, slightly down from 13.8% in 2017.
Application Services (64% of Group revenues) posted revenue growth of 10.1% at constant exchange rates, fueled by customer demand for Digital and Cloud. This reflects the strong alignment between the Group's offerings and the new needs of clients. France, North America and the Rest of Europe reported the strongest momentum in 2018. The operating margin rate is 13.6%, up 50 basis points.
Other Managed Services (15% of Group revenues) declined 4.2% at constant exchange rates, mainly impacted by a slowdown in Business Process Outsourcing. In Infrastructure Services, the first-half of the year was marked by a contraction in the UK public sector. In the second half of the year, strong growth in cloud integration and orchestration services contained to a large extent the decline in Infrastructure services. Operating margin for Other Managed Services is 8.7% compared with 9.7% in 2017.
Q4 TRENDS
Group momentum remained strong in Q4. Revenues grew 7.8% year-on-year at constant exchanges rates and 5.7% at constant scope and exchange rates, to €3,502 million for the period.
All Group regions contributed to this growth, which neared or exceeded 10% in North America (+11.2% at constant exchange rates), Asia-Pacific and Latin America (+9.6%) and the United Kingdom & Ireland (+9.0%). The Rest of Europe region slowed slightly (+4.2%) due to a more demanding comparison basis, while France maintained a steady pace, reporting revenue growth of 6.5%.
The businesses' Q3 momentum generally continued in the final quarter, with Application Services growing 9.3% at constant exchange rates and Consulting Services growing 35.2%. Finally, Other Managed Services continued to contract (-2.1%), while Technology & Engineering Services were up 3.8%.
Q4 bookings totaled €3,929 million, bringing the book-to-bill ratio to 112% for the quarter.
At December 31, 2018, the Group's total headcount stood at 211,300, up 5.8% year-on-year, with 122,000 employees in offshore centers (58% of the total headcount). Attrition was up to 22% in 2018.
Overall, the balance sheet structure remained broadly unchanged in 2018. At December 31, 2018, the Group had €2,004 million in cash and cash equivalents, compared with €1,988 million a year earlier. After accounting for borrowings of €3,357 million, cash management assets and derivative instruments, Group net debt* is €1,184 million at the end of 2018, comparable to the previous year end (€1,209 million).
Moreover, in April 2018, the Group performed a partial repurchase of the bond issue maturing in 2020 and issued new bonds maturing in 2024 and 2028, extending the average maturity of its bond debt with no significant impact on its future cash coupon. In July, the Group also repaid at maturity a €500 million bond issued in 2015.
Paul Hermelin, Chairman and Chief Executive Officer, and Thierry Delaporte and Aiman Ezzat, Chief Operating Officers, Carole Ferrand, Chief Financial Officer, and Rosemary Stark, Chief Sales Officer, will present this press release during a conference call in English to be held today at 8.00 a.m. Paris time (CET). You can follow this conference call live via webcast at the following link. A replay will also be available for a period of one year.
All documents relating to this publication will be placed online on the Capgemini investor website at https://investors.capgemini.com/results.
April 25, 2019 Publication of Q1 2019 revenues
May 23, 2019 Shareholders' Meeting
July 30, 2019 Publication of H1 2019 results
The following dividend payment schedule will be presented to the Shareholders' Meeting for approval:
June 5, 2019 Ex-dividend date on Euronext Paris
June 7, 2019 Payment of the dividend
This press release may contain forward-looking statements. Such statements may include projections, estimates, assumptions, statements regarding plans, objectives, intentions and/or expectations with respect to future financial results, events, operations and services and product development, as well as statements, regarding future performance or events. Forward-looking statements are generally identified by the words "expects", "anticipates", "believes", "intends", "estimates", "plans", "projects", "may", "would" "should" or the negatives of these terms and similar expressions. Although Capgemini's management currently believes that the expectations reflected in such forward-looking statements are reasonable, investors are cautioned that forward-looking statements are subject to various risks and uncertainties (including, without limitation, risks identified in Capgemini's Registration Document available on Capgemini's website), because they relate to future events and depend on future circumstances that may or may not occur and may be different from those anticipated, many of which are difficult to predict and generally beyond the control of Capgemini. Actual results and developments may differ materially from those expressed in, implied by or projected by forward-looking statements. Forward-looking statements are not intended to and do not give any assurances or comfort as to future events or results. Other than as required by applicable law, Capgemini does not undertake any obligation to update or revise any forward-looking statement.
This press release does not contain or constitute an offer of securities for sale or an invitation or inducement to invest in securities in France, the United States or any other jurisdiction.
About Capgemini
A global leader in consulting, technology services and digital transformation, Capgemini is at the forefront of innovation to address the entire breadth of clients' opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. Capgemini is driven by the conviction that the business value of technology comes from and through people. It is a multicultural company of over 200,000 team members in more than 40 countries. The Group reported 2018 global revenues of EUR 13.2 billion.
Visit us atwww.capgemini.com. People matter, results count.
APPENDIX[4]
Organic growth, or like-for-like growth, in revenues is the growth rate calculated at constant Group scope and exchange rates. The Group scope and exchange rates used are those for the reported period. Exchange rates for the reported period are also used to calculate growth at constant exchange rates.
Reconciliation of growth rates Q4
Organic growth +5.7% +6.2%
Changes in Group scope +2.1pt +1.9pt
Growth at constant exchange rates +7.8% +8.1%
Exchange rate fluctuations -0.0pt -2.7pt
Reported growth +7.8% +5.4%
Currency impacts on FY revenue are linked to the appreciation of the euro against most other Group invoicing currencies and primarily the U.S. dollar. This impact is nonetheless negligible at the year end, due to the reversal of U.S. dollar trends in Q4 (5% appreciation against the euro).
Operating margin is one of the Group's key performance measures. It is defined as the difference between revenues and operating costs. It is calculated before "Other operating income and expenses" which include amortization of intangible assets recognized in business combinations, the charge resulting from the deferred recognition of the fair value of shares granted to employees (including social security contributions and employer contributions), and non-recurring revenues and expenses, notably impairment of goodwill, negative goodwill, capital gains or losses on disposals of consolidated companies or businesses, restructuring costs incurred under a detailed formal plan approved by the Group's management, the cost of acquiring and integrating companies acquired by the Group, including earn-outs comprising conditions of presence, and the effects of curtailments, settlements and transfers of defined benefit pension plans.
Normalized net profit is equal to profit for the year (Group share) adjusted for the impact of items recognized in "Other operating income and expense", net of tax calculated using the effective tax rate. Normalized earnings per share is computed like basic earnings per share, i.e. excluding dilution.
Organic free cash flow is equal to cash flow from operations less acquisitions of property, plant, equipment and intangible assets (net of disposals) and adjusted for cash out relating to the net interest cost.
APPLICATION OF IFRS 16 AND ADAPTATION OF PERFORMANCE MEASURES
With the entry into effect of the new lease standard, IFRS 16, on January 1, 2019, the Group must apply a new accounting treatment to all its leases (primarily real estate leases), similar in substance to that currently applied to finance leases. Essentially, the Group will have to:
in its balance sheet: recognize, at January 1, 2019, all lease obligations as a debt in liabilities and the corresponding right-of-use in assets. This will represent between €750 and €850 million (including the €80 million already recognized in respect of finance leases);
in its income statement: recognize, instead of a lease expense, the depreciation of the right-of-use asset over the lease term in operating expenses and the corresponding interest in finance costs;
in cash flows: recognize the cash outflows as repayments of the lease debt rather than a rental payment.
The Group does not believe this new accounting treatment modifies the operating nature of the majority of its leases. Accordingly, to ensure the Group's performance measures continue to best reflect its operating performance, as the distinction between different lease types disappears with the introduction of IFRS 16, the Group will consider all repayments of lease debt as operating items going forward. Accordingly:
organic free cash flow will include repayments of the lease debt (including for finance leases, previously excluded as recognized in repayments of borrowings, of approximately €50 million in 2018);
Group net debt will exclude all lease debt (including that relating to finance leases of approximately €80 million at the end of 2018).
Elsewhere, the impact of application of IFRS 16 on the 2019 income statement should be generally neutral for the main performance measures, whose definitions remain unchanged (estimates based on the 2018 accounts):
operating margin: slightly positive impact, in the range of 5 basis points;
net profit (Group share): slightly negative impact, in the range of €5 million; and
normalized earnings per share: slightly negative impact, in the range of €0.03 per share.
APPLICATION OF IFRS 15
In this press release, the 2017 accounts have been restated for the impact of IFRS 15, applicable from January 1, 2018, to ensure comparability.
The retrospective application of IFRS 15 in 2017 results in a decrease in revenues recognized of €267 million (2.1% of revenues), with no change in euros to the operating margin, net profit, earnings per share or organic free cash flow.
As announced on the publication of the 2017 annual accounts (on February 15, 2018), the Group expected a substantial increase in its effective tax rate from 2018, with no significant cash impact. Until the end of 2017, the Group was led to recognize non-cash tax income corresponding to the recognition of deferred tax assets in the United States. Tax loss carry-forwards in the United States were, however, fully recognized in the Group consolidated financial statements at December 31, 2017. As a result, the Group now no longer recognizes such tax income as a deduction from its income tax expenses, generating an increase in the Group's reported effective tax rate.
RESULTS BY REGION
Revenues Year-on-year growth Operating margin rate
(In millions of euros)
Reported At constant exchange rates 2017 2018
North America 4,230 +9.2% +14.4% 13.7% 13.6%
United Kingdom and Ireland 1,565 -0.9% +0.1% 16.1% 12.6%
France 2,848 +6.4% +6.4% 10.0% 11.1%
Rest of Europe 3,605 +5.6% +6.9% 12.2% 13.0%
Asia Pacific and Latin America 949 -3.3% +6.0% 10.1% 12.8%
TOTAL 13,197 +5.4% +8.1% 11.9% 12.1%
RESULTS BY BUSINESS
Consulting Services 785 +34.6% +37.4% 11.3% 12.9%
Technology & Engineering Services 1,974 +3.6% +5.0% 13.8% 13.2%
Application Services 8,393 +7.2% +10.1% 13.1% 13.6%
Other Managed Services 2,045 -7.4% -4.2% 9.7% 8.7%
SUMMARY INCOME STATEMENT AND OPERATING MARGIN
(In millions of euros) 2017 2018 Change
Operating expenses (11,032) (11,600)
Operating margin 1,493 1,597 +7%
as a % of revenues 11.9% 12.1% +20bp
Other operating income and expense (310) (346)
Operating profit 1,183 1,251 +6%
as a % of revenues 9.4% 9.5% +10bp
Net financial expense (72) (80)
Income tax income/(expense) (303) (447)
(-) Non-controlling interests 12 6
Profit for the year, Group share 820 730 -11%
NORMALIZED AND DILUTED EARNINGS PER SHARE
Average number of shares outstanding 168,057,561 167,088,363
Basic earnings per share (in euros) 4.88 4.37 -10%
Diluted average number of shares outstanding 172,082,122 171,697,335
Diluted earnings per share (in euros) 4.76 4.25 -11%
Profit for the year, Group share 820 730
Effective tax rate, excluding the transitional tax expense 27.3% 33.7%
(-) Other operating income and expenses, net of tax 226 229
Normalized profit for the year 1,046 959
Normalized earnings per share (in euros) 6.22 5.74 -8%
The Group recognized an income tax expense of €53 million in 2018 in respect of the transitional impact of the tax reform in the U.S. This reduced basic EPS and normalized EPS by €0.32 and diluted EPS by €0.31.
Adjusted for this tax expense, normalized EPS for 2018 is €6.06:
Normalized earnings per share (in euros) 6.22 5.74
Transitional tax expense - 53
Impact of the transitional tax expense (in euros) - 0.32
Normalized earnings per share - excluding the transitional tax expense (in euros) 6.22 6.06 -3%
CHANGE IN CASH AND CASH EQUIVALENTS AND ORGANIC FREE CASH FLOW
(In millions of euros) 2017 2018
Cash flow from operations 1,330 1,396
Acquisitions of property, plant and equipment and intangible assets, net of disposals (226) (229)
Net interest cost (24) (7)
Organic Free Cash Flow 1,080 1,160
Other cash flows from (used in) investing and financing activities (871) (1,103)
Increase (decrease) in cash and cash equivalents 209 57
Effect of exchange rate fluctuations (91) (41)
Opening cash and cash equivalents, net of bank overdraft 1,870 1,988
Closing cash and cash equivalents, net of bank overdraft 1,988 2,004
(In millions of euros) 12/31/17 12/31/18
Cash and cash equivalents 1,988 2,006
Bank overdrafts - (2)
Cash and cash equivalents, net of bank overdraft 1,988 2,004
Cash management assets 168 183
Long-term borrowings (2,783) (3,274)
Short-term borrowings and bank overdrafts (589) (83)
(-) Bank overdrafts - 2
Borrowings, excluding bank overdrafts (3,372) (3,355)
Derivative instruments 7 (16)
Net cash and cash equivalents / (Net debt) (1,209) (1,184)
* The terms and Alternative Performance Measures marked with an (*) are defined and/or reconciled in the appendix to this press release.
[1] Audit procedures on the consolidated financial statements have been completed. The auditors are in the process of issuing their report.
[2] Excluding a €53 million expense recognized in 2018 due to the transitional impact of the tax reform in the U.S.
[3] See details in appendix.
[4] Note that in the appendix, certain totals may not equal the sum of amounts due to rounding adjustments.
Building on excellent 2018 results, Capgemini starts 2019
This announcement is distributed by West Corporation on behalf of West Corporation clients.
The issuer of this announcement warrants that they are solely responsible for the content, accuracy and originality of the information contained therein.
Source: Capgemini SE via Globenewswire
Capgemini (EU:CAP)


Father Gonzales will continue the eight-part catechetical series on the Revised English Missal at Masses this weekend. The focus will be "The Introductory Rites." He will present a brief teaching on the Entrance Chant, the Signing of the Cross and Greeting, the Penitential Act, and the Opening Prayer.
Responsorial Psalm Ps 25:4-5, 8-9, 10, 14.
Father Gonzales will begin the eight-part catechetical series on the Revised English Missal at Masses this weekend. The focus will be, "Why and How Have the Mass Texts Been Revised?". He will briefly present the biblical roots, faithfulness to the Latin, poetic texts, and who prepared the translation.
2011-2012 Faith & Life Is Underway!


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/ Synapses
New insights into how brain synapses transmit information
Cathryn Delude | Picower Institute for Learning and Memory
Throughout the animal kingdom, cells encapsulate molecules and proteins — that they move within or between — in tiny vesicles, which release their contents when they fuse with another membrane.
Picower study finds connection between rare muscle disease and autoimmune disorders
Deborah Halber | Picower Institute for Learning and Memory
Patients with a rare neuromuscular disorder and those with nerve damage tied to autoimmune disorders may share the same faulty synapses, neuroscientists at MIT's Picower Institute for Learning and
Picower and MIT scientists awarded BRAIN Initiative grants
Today, the National Institutes of Health (NIH) announced the first round of Brain Research through Advancing Innovative Neurotechnologies (BRAIN) Initiative award recipients, including several MIT
Fifteen MIT scientists receive NIH BRAIN Initiative grants
Department of Brain and Cognitive Sciences | Picower Institute for Learning and Memory | McGovern Institute for Brain Research
Today, the National Institutes of Health (NIH) announced their first round of BRAIN Initiative award recipients.
A day in the life of a synapse reveals new facets of the adult brain
A new study from the Picower Institute for Learning and Memory in the Feb.
MIT scientists discover fundamental rule of brain plasticity
David Orenstein | Picower Institute for Learning and Memory
Our brains are famously flexible, or "plastic," because neurons can do new things by forging new or stronger connections with other neurons.
What separates the strong from weak among connections in the brain
To work at all, the nervous system needs its cells, or neurons, to connect and converse in a language of electrical impulses and chemical neurotransmitters.
Study finds "volume dial" for turning neural communication up or down
David Orenstein | Picower Institute
Neuroscientists at MIT's Picower Institute for Learning and Memory have found that a protein acts like a volume dial for the release of neurotransmitters, the chemicals that neurons release across
Findings weaken notion that size equals strength for neural connections
Learning, memory, and behavioral disorders can arise when the connections between neurons, called synapses, do not change properly in response to experience.


Janine M. Frisco has practiced California family law for more than 12 years with a focus on California complex family law matters, including child custody, asset and property division, child and spousal support, as well as domestic violence including criminal matters. Ms. Frisco regularly handles trials and acts as a mediator on behalf of her clients. Prior to joining Gilligan, Frisco & Trutanich, LLP, she served with the Los Angeles District Attorney's Office.
Western State Law School, J.D.
Los Angeles, Long Beach, Italian and Southeast Bar Associations; State Bar of California.


text:
Beartooth weekly "Re-Live" at Home Series Starts Tomorrow
April 29, 2020 - by Morg
Beartooth to screen live shows from London and Oberhausen from The Disease Tour
Beartooth are launching Beartooth: Re-Live at Home, a weekly web series.
New episodes will launch every Thursday at 6pm GMT (1pm. ET), with the first dropping on April 30th. It will be hosted on the band's YouTube channel and will showcase the explosive filmed sets from Oberhausen and London during the recent The Disease Tour.
The schedule of episodes is as follows. Be sure to tune in and welcome Beartooth into your living room during the quarantine.
BEARTOOTH: RE-LIVE AT HOME EPISODES:
4/30: "Sick of Me" — Live in Oberhausen
5/7: "Manipulation" — Live in Oberhausen
5/14: "The Lines" — Live In London
5/21: "Disease" — Live In London
TaggedBeartooth
Stacia of Hawkwind returns to the stage after 43 years


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Burch Smith Net Worth 2018: What is this baseball player worth?
Burch Smith is a pro baseball player who plays Pitcher for the Kansas City Royals as # 64. Smith was born on April 12, 1990, in Tyler, Texas. This page will take a closer look at Burch Smith's net worth.
Burch Smith Career, Earnings
Smith bats Right and throws Right. Smith debuted in the MLB on May 11, 2013 for the San Diego Padres. In all, Smith played for the San Diego Padres, and Kansas City Royals.
Some of Smith's most prominent statistics in the MLB included a Win-loss record (pitching) stat of 1-3, a Earned run average stat of 5.87, and a Strikeouts stat of 65.
Burch Smith Net Worth 2018
According to USA Today, Burch Smith is under a 1 (2018) year contract worth a total of $600,000. Smith is currently earning approximately $600,000 per year.Over the years, Smith earned $600,000 in 2018.
Baseball player pay can range widely. In professional baseball, the median pay is approximately $3 million per year. Top MLB players can receive $25 million or more per year, and less successful players make $1 million or less.
Burch Smith net worth: soccer/football salary distribution
In the minor leagues, most contracts pay less than $10,000 a year.
So what is baseball player Burch Smith's net worth in 2018? Our estimate for Burch Smith's net worth as of 2018 is: $600,000
Want to see some related net worth articles? Check out these: Sam LaRocque, Rube Vickers, Melissa Mayeux, Fred Pfeffer, Steve Dunning, Alexei Ramírez, Jerry Casale, Guy Cantrell, Scott Winchester, Chief Hogsett, and Tom Harrison.