text:
Made IN THE USA>>>>
riverslide
I would like a opion on parts manufacturing in the USA... If a company says made in USA and you get that part in your hot hands,
and the first thing you see on a sealed bearing is Made in China... How would you feel? This happend to me by a well known company
The part is a starter sprag
I have emailed their teck line, and no response.....
NiceGuyEddie
Unless they are marketing themselves to only sell products made in the USA, who cares. Several USA workers made money from that foreign part.
redneckcharlie
NiceGuyEddie said:
I take it business ethics aren't high up on your list. I would never misrepresent a product I sold to a customer its bad business plain and simple. The FTC actually goes after those that pull that. Under federal law something like 75% of the product has to be domestically produced to claim made in the USA. I might be off on the percentage.
gn7
Yeah, a couple warehouse guys, a distributor, and dealer. No skill machinists, no heat treaters, no steel mill workers, no real wage earners. Just low wage stock boys and the importer.
Not too hard to spot the Obama sack fondlers on these forums.
Riverslide, there is a small chance that the gear was hobbed here, and only the bearing came from China. But I doubt it. More likely, the MADE part was the instruction sheet if there was one.
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gn7 said:
That is exactly what I feel !!! As a machinst among otheir things... I think it is close to fraud.....
Rexone
You'll find most bearings are imported from somewhere. Electronic components as well. I just happen to have a bearing on my desk here out of Magnaflow water pump (OE bearing). Its a Japanese bearing. Jet pump bearings and most wheel bearings - few are U.S. made. As manufacturing favorabilities change over time around the world, so does manufacturing location. Do I necessarily like it? No. Can I change it? No. Governments steer these things by implementing domestic and international policies and tariffs. My feelings on this Made is USA subject are well documented on this forum in probably a dozen other threads on the same topic. If you think I'm not pro Made in USA, think again. I just know what is reality. The cattle are a long time out of the barn.
A made in USA website my gf built and administers promoting Made in USA companies.
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redneckcharlie said:
Please re-read my post. I said, if they claim it's made in the USA, ask for a refund, stop shopping there or do whatever you want.
If they didn't "lie" to you, well same thing. Return it, stop shopping there and carry on with your life. I think you are making a big deal or something small.
I like Obama? Wow, you really are a fucking retard dude.
So warehouse workers, forklift drivers, ups drivers, inventory workers, accounting people, shipping and receiving people, customer service people and etc don't matter? Interesting, I know people in these fields who are highly trained in what they do and some make some pretty damn good money too. More than a machinist.
Tell ya what, how about you guys go open a business and do what they do better, then open your big time wasting mouths. Until then shut the fuck up.
It's so pathetic how big of a deal you guys make over nothing. Log off the computer and go enjoy life once in awhile you negative cry babies!
boatsntoys
Even if it says made in the USA. It probably was not made by a USA citizen, at least if there was any labor involved, it was made by one of the 20 million undocumented aliens. I have a shop in a very heavy industrail area in Van Nuys. Thousands of workers come out at lunch. NOBODY speaks english.
Flyin-Bryan
X2 )THumbsUp
cvxjet
I think it ought to be an Iron-clad law that if it says Made in USA it needs to be made here, and by a US Citizen......That way we can vote with our pocket-book.....and, no matter what you guys think, it works this way; US made by US biz, then Made in Mex or canada by US biz, then Made in USA by Foreign, then foreign made.....If you want to help keep this country afloat, you Buy US made by US companies....Consider a Family car; Honda made here vs a Ford made in Mex- 80% of the profit goes back to the corp, while a very small amount goes to the assemblers(Yes, here they make big money, but remember to divide by # of cars per hour)....The total amount for a family car payed to assemblers is approx $300, while corp profit is more like $10,000.....And at least the money spent assembling the Ford goes to our neighbors, which will hopefully slow the cross border traffic......The only time you see the money come back from Japan is when they buy part of the US....Either land, or Biz.....Zenith, Westinghouse, Music Company of America(MCA), etc....Hey at least RCA(Radio Co. of America) is owned by Thompson.....A FRENCH company?!
Flyin-Bryan said:
Well just a thought for you. What are you going to do, when the company owner gives you a pink slip. Because your job has been moved
offshore.. Or the hole corperation moves off shore... then what are you going to say.... Made in USA
Misrepresenting a product is absolutely a big deal. Theres only one reason to mark made in the usa on a box and advertise it as such. Its to bait someone into a purchase. If you want to condone being a lying sack of shxt to make a sale, then have at it. As far as your comment about being in business, my payroll as of last friday was 28 people deep. You dont need to demonstrate your morals any further, its abundantly clear what type of person you are. Im sure you'd be ok with someone installing a different set of rods in that motor in your avatar then what you were told they were suppose to be and what you thought you were paying for. Ya right.
What, you're so brain dead you think that American made parts somehow mysteriously avoid all those hands on the parts. You think American made parts don't get just as many beaks wet? somehow the parts made here mysteriously jump out the machine and land on your hand. How is that american made parts require less people to warehouse and move around the country than Chinese parts genius?
I could teach you a shit load on warehouse inventory, flooring costs, and shipping world wide. I sure as hell don't need your help.
Forkin' Crazy
Marine Organism
LOL!!! I bought new bearings from the John Deere dealership for my John Deere planter... All the bearings were made in China. I had three failures that caused significant down time, plus the doubt that the others would make the year. I found a non-factory distributor, bought every bearing he had that was made in the USA.
So chew on that! bit
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LV R SCHIADA'S
Az Desert Dweller
Lodge Cast Iron, South Pittsburg, Tenn, Since 1896, hell yeah !!!
Makers of fine cast iron skillets and dutch ovens !!!
It can be done in America, by Americans !!!:happy::happy::stir::stir::happy::happy:
Banne'd
Why bitch, most of the boat builders in Havazoo are using materials made in china, wana bet.
Where was your car made?
Something to at least give thought to. Being a Ford, Chevy, Chrysler, Toyota, Honda, means less these days.
By Scott Burgess RSS feed
Posted Jul 4th 2012 5:59PM
Put on your flag shorts and Liberty Bell hat. Cars.com has released its American-Made Index, proclaiming that four out of the top five American-made vehicles are Japanese brands.
The Toyota Camry, built in Kentucky, was ranked the most American vehicle sold today, with the Michigan-built Ford F-150 coming in as the second-most American vehicle. The Honda Accord, Toyota Sienna and Honda Pilot round out the top five. And yes, all of these models are available in red, white or blue.
Cars.com's criteria for selecting the most American vehicle includes sales volume, percentage of American sourced parts and where the vehicle is assembled. Vehicles must have at least 75 percent domestic parts to even qualify for the list, which kept the F-150 off last year.
However, the accounting system devised by Cars.com was called "flawed" by the American Automotive Policy Council, which represents Detroit's car makers in Washington D.C.
"The truth is: Three of the 16 major automakers doing business in the U.S. – Chrysler, Ford and GM – produce more than half the cars assembled here, use twice as many U.S. parts per vehicle than their competitors, are headquartered in the U.S. and employ two-thirds of America's autoworkers," said former Missouri Governor Matt Blunt, current president of the AAPC.
Home • Ask FactCheck • Is GM Becoming 'China Motors'?
Is GM Becoming 'China Motors'?
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Q: Is General Motors becoming 'China Motors' using taxpayer dollars?
A: No. The restructured GM is still based in Detroit and is still one-third owned by the U.S. government. But it sells nearly as many cars in China as in the U.S. and has continued expanding operations there.
FULL QUESTION
How much of this is true?
Subject: Video – No more GM cars for me!
WHAT AN EYE-OPENER!
No more GM cars for me.
Even if this were only half true it would light a fire under you. Trouble is, it's ALL true !!!
CLICK ON the LINK below and open up your eyes….
General Motors is becoming China Motors - YouTube
YES, YOUR TAX MONEY AT WORK, THANKS TO THE OBAMA ADMINISTRATION !!!!!
FULL ANSWER
Several readers have asked us about the claims stated in a viral video that criticizes General Motors' expanding operations in China. The video has received more than half a million views on YouTube since it was posted May 4. The narrator, a man who gives his name as Vince Wade, asks: "Did we bail out GM so that it could become a Chinese company?"
It's a fair question. The short answer is, "No."
Still American
GM is still a U.S.-based multinational auto company, incorporated in Delaware and headquartered in Detroit. In fact, according to the Congressional Budget Office, about 33 percent of the stock in GM is still owned by the U.S. Treasury as a result of a taxpayer-assisted bankruptcy and downsizing in 2009.
But the company sells cars in more than 120 countries and accounted for nearly 12 percent of all car and truck sales worldwide last year (11.9 percent, according to GM's annual report). It's also true that China is now the largest market for car sales on earth. Total car sales in China surpassed those in the U.S. in 2009. China retained the lead in 2011, and that lead is expected to grow in the future.
So like it or not, the world's automakers have been drawn to this huge and growing market, and GM has been particularly successful there. The video's narrator clearly doesn't like it.
His video asks, "Was the bailout a mistake?" And he goes on to quote an account criticizing GM's Cadillac brand for supposedly currying favor with "the underworld mob that runs China."
We won't offer opinions on whether or not GM or any other company should be doing business in China, or on other controversial issues on which the narrator takes a stand. Our job is to look at the facts.
Overall, the video gives a one-sided picture. And on a couple of points it misleads. Here we offer a more complete and accurate picture, so readers may decide for themselves how they feel about GM's dealings in China.
GM Expanding
Narrator Wade states that "GM has been shrinking its U.S. operations, while it's aggressively expanding and investing in the People's Republic of China." But the fact is GM is currently expanding in both places.
It's true that GM shrank much of its U.S. operations — shedding old brands and dealerships and many workers — when it went through bankruptcy in 2009. The alternative was to go out of business entirely.
But since then, the "new" GM has enjoyed expanding sales and operations. For example, it announced in January that it is building a new, $200 million stamping plant in Arlington, Texas. And it states: "Since June 2009, the company has announced more than $6.9 billion of investment to upgrade or expand operations in 12 states, creating or retaining more than 17,600 jobs."
It's true that GM also has been expanding in China — but that was true long before the bailout. The "old" GM (the one that went bankrupt) was the largest foreign car maker in China in 2008, battling for supremacy there with Volkswagen.
The "new" GM has continued that overseas success. It sold a record 231,183 vehicles in China in May, up 21 percent from a year earlier, for example. That compares with 245,256 vehicles sold in the United States, up 11 percent from a year earlier and the highest in 33 months.
Cost to Taxpayers
The video is also misleading as to the cost of taxpayer support. It cites a figure of $80 billion, which actually covers the government's peak disbursements for both GM and Chrysler, as the narrator mentions in passing. But the net cost of the entire bailout is currently estimated to end up being $19 billion (by the Congressional Budget Office) to $22 billion (by the U.S. Treasury).
Most of that $80 billion has been recovered through interest payments, loan repayments and sale of government-owned stock. And of course, some portion of that is attributable to bailing out Chrysler.
Taxpayers still own about 33 percent of GM stock, according to CBO (other calculations put the total closer to 32 percent). Either way, the final cost of the bailout depends largely on whether the price of GM stock rises or falls between now and when the government decides to sell its shares.
So the better GM does, the less U.S. taxpayers will be hurt. And a key part of GM's global business strategy is selling and manufacturing cars in China. As then-GM CEO Rick Wagoner said in 2008: "The automaker that gets China right will be the future leader of the industry."
Global Auto Realities
Much of the video is devoted to showing GM Chairman and Chief Executive Officer Daniel F. Akerson explaining GM's overseas operations to reporters in Shanghai in February 2011. Akerson noted that almost "seven out of 10 of our vehicles were made outside the United States" and that "we have 11 joint ventures" with government-owned Chinese companies (which the narrator later describes as partnerships with the "autocratic, anti-Democracy, Communist government of China").
Akerson goes on to say, "We're involved in vehicle manufacturing, sales, distribution, engineering design" and other auto-related businesses. He also said GM operates 11 assembly plants and four power train plants in eight cities in China.
That may sound surprising to some viewers, but the fact is that building and selling cars outside the home country is standard for multinational auto firms today. Japanese and German firms have many manufacturing facilities in the U.S., for example.
In fact, the top 10 "American-made" cars as ranked by Cars.com include three made by Toyota and two made by Honda (plus three made by GM, one by Ford and one by Jeep, a division of Chrysler, which is still U.S.-based but mostly owned by the Italian auto firm Fiat.) The single most "American" car made and sold in the U.S. today is the 2012 Toyota Avalon, with 85 percent domestic content (meaning parts made in either the U.S. or Canada), according to ratings published by the National Highway Traffic Safety Administration. Two GM passenger vans are tied for second, with 82 percent domestic content. (Toyota's Matrix has 95 percent domestic content, more than any other vehicle sold in the U.S., but is assembled in Canada.)
GM's facilities sprawl across the globe. Besides its plants in the U.S. and China, it is the third-largest car maker in Korea. It makes cars in Brazil, has owned Britain's Vauxhall brand since 1925, and still owns the troubled Opel brand, manufactured in Germany, Poland and Britain, to cite a partial list.
Some of the more than nine-minute video is devoted to flaying Cadillac for its sponsorship of what the narrator describes as "a propaganda film, celebrating the anniversary of the founding of the Communist Party of China." That much is true enough, and the video includes shots of the premiere with the Cadillac logo sharing the stage with the party's hammer-and-sickle symbol.
But then the video quotes extensively from a story in the Epoch Times newspaper, in which the reporter cites a "suspicion" that GM was marketing Cadillacs to top party officials to curry their favor. But the full text of the story shows the reporter prefaced that by saying, "I have no proof." So that speculation may or may not be accurate.
A statement that China's leaders constitute an "underworld mob" — also quoted — is the opinion of the Epoch Times writer, Matthew Robertson. As the video narrator mentions, the Epoch Times leadership has numerous ties to the dissident Falun Gong movement. Followers were widely persecuted by the Chinese government, and that may color the newspaper's reporting.
Another issue raised by the video is the sale of the Saginaw, Mich.-based GM supplier Nexteer to a Chinese firm. But the Wall Street Journal reported in February that the deal has turned out pretty well for U.S. workers: "Today, few people in town are wringing their hands about the Chinese. Inside a 59-year-old factory at Nexteer's sprawling complex, contractors are ripping out antiquated machine lines and installing new equipment to produce an electronic steering system for the next generation of GM's large pickup trucks and SUVs. The company, for years known as Saginaw Steering Gear, has hired more than 100 engineers in Saginaw last year and is looking for 80 more this year."
The narrator is critical of both President Barack Obama and the probable Republican nominee Mitt Romney. He states that two big Romney supporters profited from the bailout. That's based on a report by freelance investigative reporter and author Greg Palast. We can't vouch for its accuracy. Palast is a veteran fraud investigator with an MBA from the University of Chicago. But as a journalist, he also has his critics.
We of course take no position on whether GM's operations in China are a good thing or a bad thing, or whether the GM bailout should have been handled differently, or at all. We also take no position on whether car buyers should boycott GM, as the writer of one version of an email suggests in the headline. We only note that there are far fewer "tax dollars at work" than this video suggests, and that — like it or not — the auto business is global, China is the biggest market for cars on the planet, and if GM doesn't build and sell cars there then others will. So the things this video finds distressing are happening with or without the bailout.
– Brooks Jackson
Wade, Vince. "General Motors is becoming China Motors." YouTube video. 4 May 2012.
"Report on the Troubled Asset Relief Program—March 2012." Congressional Budget Office. 28 Mar 2012.
"About GM: Our Company." General Motors Corp. Web page. Undated, accessed 7 Jun 2012.
General Motors Corp 2011 Annual Report; Form 10-K. Filed with the U.S. Securities and Exchange Commission. 27 Feb 2012.
Guillaume, Gilles. "China car sales top U.S." Reuters. 11 Jan 2010.
Yan, Fang & Ken Wills. "UPDATE 1-China 2011 car sales gains at slowest annual pace." Reuters. 12 Jan 2012.
Chrysler, Mack. "No Stopping China as Top Global Auto Market, Study Says." WardsAuto. 4 Jan 2012.
Puzzanghera, Jim & Ken Bensinger. "GM proposes painful downsizing in bid for survival." Los Angeles Times. 28 Apr 2009.
"GM Will Build $200 Million Stamping Facility in Texas." General Motors Corp. news release. 31 Jan 2012.
Tang, Eugene & Stephen Engle. "GM Introduces Hybrid in China to Help Keep Sales Lead (Update1)." Bloomberg News. 21 Apr 2008.
"GM Sales in China Up 21.3 percent to set May Record: Sales for first five months of 1.2 million vehicles up 11.5 percent over 2011.″ General Motors Corp. news release. 5 Jun 2012.
"GM Reports Highest Monthly Sales in 33 Months." General Motors Corp. news release. 1 Jun 2012.
U.S. Treasury Department. "Troubled Asset Relief Program (TARP)Monthly Report to Congress – April 2012." 10 May 2012.
Mays, Kelsey. "The Cars.com American-Made Index." Cars.com. 27 Jun 2011.
Part 583 American Automobile Labeling Act (AALA) Reports. "AALA 2012 LISTED BY PERCENTAGE". National Highway Traffic Safety Administration. 11 Mar 2012.
"GM in Korea." General Motors Corp Web page. Undated, accessed 7 Jun 2012.
"General Motors to Invest $1 Billion in Brazil Operations." Latin American Herald Tribune. 7 Jun 2012.
"Vauxhall in the UK." General Motors Corp Web page. Undated, accessed 7 Jun 2012.
Cremer, Andreas. "Future of German Opel plant uncertain after 2014." Reuters. 21 May 2012.
"Cadillac Sponsors Communist Propaganda Film." ChinaAutoWeb. 2 Sep 2010.
Robertson, Matthew. "Cadillac Sponsors Chinese Communist Propaganda Bonanza, Foot in the Door." Epoch Times. 17 May 2011.
Hua, Vanessa. "Dissident media linked to Falun Gong; Chinese-language print, broadcast outlets in U.S. are making waves." San Francisco Chronicle. 18 Dec 2005.
Beaumont, Peter. "China's Falun Gong crackdown: 'The persecution is almost underground.' " The Guardian. 18 Jul 2009.
White, Joseph B. & Norihiko Shirozu. "In the Heart of the Rust Belt, Chinese Funds Provide the Grease." The Wall Street Journal. 11 Feb 2012.
Palast, Greg. "Revealed: Romney's Top Funders Made Billions on Auto Bail-Out." Nation of Change: Progressive Journalism for Positive Action. 23 Feb 2012.
Galloway, George. "Et Tu, Greg Palast?; The Slime Artist." Counterpunch. 20 Sep 2005.
If the above was too much reading, check the label on your cell phone. :shock:
That was a good and informative read Mike. Although cars have been manufactured outside the U.S. since the days of the Model T,with plants in So America, England, Europe, and Australia, none of the cars or parts ever found their way over here. And very few if any Amercian made parts found their way to those countries.
The GM rep is simply full of crap. If its possible to ship all the goods we receve from China everyday, its more than possible to ship 100% American made cars to China.
If GM thinks it is prudent to manufacture cars for Chinese use over there, maybe it would be prudent if we did the same for our phones, and computers.
Bottom line, I don't think we bailed out GM just so that they could move to China. I think we simply picked up the relocation costs for a move that has been in the works for sometime. Look at it as subsidizing the relocation of what was at one time the largest corporation on earth.
HammerDown
Simple answer to a simple question > 'if' the so proudly positioned 'Made in America' sticker is on the product TO INCITE PURCHASE...yea, it pisses me off when it's not!
WTF (((((
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text:
Building Resilient Infrastructure and Communities (BRIC)
After You Apply for BRIC Funds
FY 2020 BRIC Competitive Project Selections
FY 2020 Subapplication Status
Resource List for BRIC
About BRIC
Before You Apply for BRIC Funds
When You Apply for BRIC Funds
BRIC Direct Technical Assistance
Fiscal Year 2020 Building Resilient Infrastructure and Communities (BRIC) Competitive Project Selections
The Building Resilient Infrastructure and Communities (BRIC) program supports states, local communities, tribes and territories as they undertake hazard mitigation projects, reducing the risks they face from disasters and natural hazards. The BRIC program focuses on larger infrastructure projects that enhance human health and ecological benefits for a multitude of residents.
For the Fiscal Year 2020 application cycle, through the National Competition, FEMA selected 22 large competitive projects based on the highest composite score until the funding amount available had been reached. The benefits of these projects oftentimes extend to disadvantaged or underserved populations of larger communities, where access to health and human services, transportation and communications is a priority. These projects also focus on protecting large and small community infrastructure, which helps ensure the continuity of vital services.
The 22 selected projects fell into seven categories of primary activity type. Summaries for each of the selected projects are provided by category below.
Total FY 2020 BRIC program funding: $500 million
Selected FY 2020 projects: Over $377 million
View the full summary of state, territory and tribal set-aside, plus subapplication statuses.
Floodproofing
Safe Room/Sheter
Utility and Infrastructure Protection
Wildfire Management
Elevation Project
DUCK, NORTH CAROLINA: Living Shoreline and North Carolina 12 Resiliency Project – $1.85 Million
Benefits: Protects human population
This project proposes elevating North Carolina Highway 12 (NC 12), a low-lying highway where floods frequently impact residents, tourists, and emergency services. The project will incorporate a living revetment (including wetland restoration) to prevent erosion; protect the roadway and adjacent properties; help attenuate wave energy; and prevent debris accumulation.
Flood Control Projects
SOUTHEAST WASHINGTON, D.C.: Stormwater Flood Mitigation - $18.61 Million
Benefits: Reduces flooding, heat, and heat island effect
Flooding in Southeast Washington, D.C. regularly results in localized structural damages and impacts to critical facilities--such as a police station serving over 100,000 people. This project will incorporate subsurface (blue) and landscape (green) mitigation strategies to create a greenway corridor between two parks that collects, treats, and moves water away from the low-lying areas, thereby enhancing the parks' public amenities and diverting sewer overflow. The resulting co-benefits will include a local reduction of heat and a heat island effect; the enhancement of the park's public amenities; opportunities to raise public awareness of stormwater mitigation; and the diversion of sewer overflow that impacts the Chesapeake Bay.
MARTINEZ, CALIFORNIA: Walnut Creek/Grayson Creek Levee Project - $2.46 Million
Benefits: Add flood protection and trail system, and improve local ecology
The 1946 Central San's Wastewater Treatment Plant serves almost half a million people. Extreme precipitation causes plant shutdowns, allowing hazardous material to spill into adjacent creeks that drain to the San Francisco Bay. This project will involve raising existing levees three feet to mitigate future flooding. The raised levees will also become part of a trail extension connecting an existing 32-mile-long trail with the new Lower Walnut Creek/Pacheco Marsh recreational coastal areas.
CITY OF ROHNERT PARK, CALIFORNIA: Copeland Creek Detention Basin - $6 Million
Benefits: Reduces stormwater flow and improves habitat
Flooding events have previously impacted more than 100 county transportation lifelines and an estimated 2,100 business and residential properties. A multipurpose off-channel detention basin along Copeland Creek is proposed to detain peak stormwater flows and mitigate 10-year flood events. Additional benefits will include groundwater recharge, fish passage and salmonid habitat creation, and energy conservation due to the reduced need for pumping and importing water.
FRANKFORT, KENTUCKY: Mero Flood Pump Station Renewal and Mero Sanitary Pump Station Relocation - $10.54 MILLION
Benefits: Prevents flooding/stormwater overflow
The 1970 Mero Flood Pump Station and the 1951 Mero Sanitary Pump Station are critical infrastructure serving Frankfort. This project will rehabilitate the flood pump station with new pumps and electrical systems that are intended to function for the next 50 years. It will also relocate the sanitary pump station to the protected side of the flood control levee. These actions will help to make Frankfort more resilient to intense storm events and will prevent water pollution and debris buildup.
LUMBERTON, NORTH CAROLINA: Lumberton Loop Nature-Based Project - $1.93 Million
Benefits: Environmental, reduces flooding, and provides more equitable access to recreational areas
Hurricanes Matthew and Florence had a major impact on the social, environmental, and economic vitality of the hardest hit neighborhoods of Lumberton, N.C. The 8.5-mile/800-acre Lumberton Loop project proposes connecting over 100 parcels to catalyze and connect a chain of nature-based infrastructure across the city. The project will restore stream channels, construct wetlands and reforest floodplains to reduce future flood losses, and enhance the equity of access to recreational park space for all surrounding communities. The project will also mitigates cascading risks to critical lifelines.
SAN FRANCISCO, CALIFORNIA: Menlo Park Safer Bay Project – $50 Million
Benefits: Prevents flooding to substation and improve the environment and habitat
This is a large-scale infrastructure project that proposes a continuous earthen levee with a living shoreline side, and floodwalls with gates to protect 3.7 miles of infrastructure and an electrical substation. The project will reduce risk to almost 300,000 customers impacted by a loss of function of the substation due to flooding. It will create about 30 acres of tidal marsh transition zone and a resilient, high-quality habitat. Additionally, it will provide nearly five acres of western snowy plover breeding habitat. The snowy plover is listed as an endangered species.
CITY OF NEW YORK, NEW YORK: Tottenville Shoreline Protection Project – $19.82 Million
Benefits: Enhances the shore's ecology while providing social resilience
The neighborhood of Tottenville—the southernmost point in both New York City and the state—plays an important role in absorbing the impacts of coastal storms and mitigating risks from surges and wave action. Projected sea level rise of 30 inches by 2080, coupled with the increasing frequency and intensity of storms due to climate change, threaten to overwhelm the shoreline's capacity to protect lives and property. This project employs nature-based solutions such as an earthen berm, hybrid dune, eco-revetments, green infrastructure, and a restored wetland to mitigate existing and anticipated increases in coastal storm risk.
NEW CASTLE, NEW YORK: Upper Minkel Dam Decommissioning & Riparian Corridor Restoration Project - $1.05 Million
Benefits: Reduces potential flood hazard for downstream communities and natural ecosystem restoration
The Upper Minkel Dam is a high hazard Class C dam with a high cost of maintenance to prevent any imminent dam breach. Removing the dam and restoring the stream and its riparian area will have a positive environmental benefit because it will help mitigate flood damage associated with the dam and remove a barrier to fish species designated as Species of Greatest Conservation Need that migrate through this area—the American eel and herring.
NEW JERSEY MEADOWLANDS: East Riser Ditch Pumping Station and Channel Improvements Project – $36 Million
Benefits: Increases capacity to remove floodwater faster to protect life, public health and property
This project will include a new pumping station, channel widening and deepening, streambank habitat enhancement, and local drainage improvements. It will also include constructing a pumping station with an elevated electrical building for critical equipment at the mouth of the East Riser Ditch, and making channel improvements that will reduce flooding caused by heavy rain events. This will directly protect life, public health, and property in the five-town region located in the Meadowlands District—including, in particular, the borough of Moonachie.
BALTIMORE, MARYLAND: Middle Branch Resiliency Initiative, Stage 1 – $31.92 Million
Benefits: Protects the heart of Baltimore City against sea level rise-related flood risk and erosion
Sea level rise increases Baltimore's vulnerability to storm-related and nuisance tidal flooding. Through a coordinated network of vegetated berms, living shorelines, restored wetlands/aquatic habitats, and public space enhancements, the Middle Branch Resiliency Initiative (MBRI) Stage 1 will focus on increasing the resilience of two community lifelines located along the shoreline of the Middle Branch of the Patapsco River: the Baltimore Gas and Electric Company's (BGE) Spring Gardens site and MedStar Harbor Hospital site. Stage 1 of the MBRI will also benefit 410,000 nearby residents; customers of the BGE Spring Gardens facility and MedStar Harbor Hospital; and employees who work at both sites—representing 21% of the total population of Baltimore City and Baltimore and Anne Arundel counties.
HOQUIAM, WASHINGTON: North Shore Levee West Project – $34.65 Million
Benefits: Prevents repetitive annual flooding and allows for the revitalization of West Hoquiam
The flooding in West Hoquiam has worsened over the years. Currently, it floods at least once a year and during every king tide event (or the highest predicted high tide of the year). This project will construct a flood protection system around West Hoquiam. The area the project is slated to protect will include downtown Hoquiam, over 60% of its residents, and critical services and businesses such as all five schools within the city, and essential buildings such as the city hall, fire station, library, licensing office, Social Security office, and a tribal health clinic.
HOBOKEN, NEW JERSEY: Hudson River Floodwall Infrastructure and Resilience Park Project – $22.52 Million
Benefits: Reduces storm surge flooding for highly populated, dense urban-coastal communities
There are two low-lying elevation areas in parts of Jersey City, Weehawken and the City of Hoboken that act as an inlet for flood waters. During Hurricane Sandy, according to a Stevens Institute Study, over 400 million gallons of coastal storm surge entered at the two breach points. This project will construct a "Resist Structure" floodwall to secure these two points and reduce flood risk from tropical storms, hurricanes and nor'easter events. The Resist Structure is designed to reduce risks from the 1% annual-chance flood for both existing conditions and projected sea level rise that could occur through the year 2075.
Floodproofing Project
HICKORY, NORTH CAROLINA: Wastewater Treatment Facility Hardening and Stream Restoration Project – $5.41 Million
Benefits: Protects wastewater treatment facility
The City of Hickory's Northeast Wastewater Treatment Facility and influent pump station serve around 26,000 customers. Flooding of the pump station could result in contaminates and hazard materials entering the water supply. This project will construct a berm around the pump station and installs natural and environmentally sensitive stream restoration and bank stabilization measures along approximately 2,000 feet of Falling Creek. This nature-based approach will achieve greater stability within the stream's banks and reduces the severity of erosion and encroachment from flood events.
Relocation Projects
KITTITAS COUNTY, WASHINGTON: Waste Transfer Station Flood Mitigation Project – $12.65 Million
Benefits: Protects local water supply from contamination
Annual flooding during significant rain and spring runoff events threatens public safety in Kittitas County because of the risk of the municipal solid waste, organic yard waste, recyclables, and moderate hazardous wastes handled by the waste transfer station spilling into the floodwater. This project will relocate the station out of the regulatory floodplain to avoid negative environmental resource impacts.
HICKORY, NORTH CAROLINA: Snow Creek Pump Station Relocation and Flood Hardening Project – $3.54 Million
Benefits: Protects water quality
The Snow Creek Pump Station is currently located in the 100-year floodplain, with a finished floor elevation 1.5 feet below the base flood elevation. This project will include demolition and reconstruction of the pump station outside the 100-year floodplain at a higher elevation to mitigate flood damage, and the installation of a generator to mitigate loss of function during power failures. The project will also include bank stabilization of Snow Creek, excavating and re-grading the stream bank to provide additional capacity for flood water, and planting native plants to reduce erosion and restore the ecosystem.
Safe Room/Shelter Project
WESTPORT, WASHINGTON: Vertical Evacuation Structure – $13.74 Million
Benefits: Provides evacuation shelter for population to escape tsunamis
Located on a low-lying peninsula and along a fault in the Cascadia Subduction Zone, the City of Westport, Wash. is an economically disadvantaged community with a population of about 1,500 people. The lack of high ground poses a great tsunami risk following earthquakes. This project will develop a tsunami vertical evacuation structure to mitigate the extreme life safety risk to residents and visitors who would have just 23 minutes to reach natural high ground between a major earthquake and the first tsunami wave. The Westport Vertical Evacuation Structure will also include a standby power battery backup system for 48 hours of emergency power, and is designed for year-round community use.
Utility and Infrastructure Protection Projects
PRINCEVILLE, NORTH CAROLINA: Town of Princeville Relocation Project – $10.97 Million
Benefits: Alleviates repetitive flood loss to critical lifeline utilities and emergency support services
Incorporated in 1885, the historic Town of Princeville, N.C., is the oldest community chartered by African Americans in the U.S.. Located in the 100-year floodplain of the Tar River, Princeville, like many economically disadvantaged communities in the U.S., was built in a high-risk area for flooding. This project will mitigate repetitive loss of infrastructure by relocating critical lifeline utilities, emergency support services, and 54 units of affordable housing outside of the Special Flood Hazard Area. This project will also create over five acres of green open space in perpetuity - making this a nature-based solution that utilizes vegetation and permeable soils to assist detention basins to better hold stormwater runoff.
COLUMBIA, SOUTH CAROLINA: Resilient Water Supply Project – $32.64 Million
Benefits: Ensures water treatment plant supply during flooding events
The Columbia Canal Water Treatment Plant (WTP) serves as the primary water supply to approximately 233,000 residents. During historic flooding caused by Hurricane Joaquin in October 2015, the canal overtopped and caused a breach in the embankment that prevented the canal from retaining water and jeopardized the water supply to the water treatment plant. This project will construct a new raw water intake facility outside the limits of the canal to eliminate potential canal breaches that would cut off raw water supply to the plant.
WASHINGTON, D.C.: Saint Elizabeth's Hospital Campus & D.C. Emergency Communications Microgrid Project - $19.95 Million
Benefits: Safeguards access to health care and emergency services during severe storms and disasters
This project will construct a microgrid at the Saint Elizabeth's Hospital Campus to provide resilient power to the Unified Communications Center—which provides vital communication, including 911 service, to the area—as well as the existing Saint Elizabeths behavioral health hospital and other essential loads on the campus. The microgrid will provide a redundant and resilient power source and reliable access to health care and emergency services for D.C. residents, including disadvantaged populations.
MANCHESTER-BY-THE-SEA, MASSACHUSETTS: Central Street Bridge Improvements and Sawmill Brook Restoration, Culvert Retrofit & Restoration Project – $4.48 Million
Benefits: Mitigates for a projected increase in flood conditions and restores natural wetland habitat
The Town of Manchester-by-the-Sea's current culvert system around the Central Street Bridge is obsolete, and a culvert failure would negatively impact transportation and community safety. This project will utilize projected future discharge conditions and rebuilds the culvert system to protect up to the 100-year storm event for the year 2100. The new culvert system will also result in improvements to infrastructure, stormwater management, community resiliency and improved habitat conditions—including for rainbow smelt, a federal species of concern.
Wildfire Management Projects
SONOMA COUNTY, CALIFORNIA: Nature-Based Mitigation for Megafires – $36.98 Million
Benefits: Mitigates wildfire risks to life, property, and the environment
This project will establish an innovative "systems" methodology to reduce the risk of catastrophic wildfire losses in the Wildland Urban Interface. The system's premise establishes zones containing an inner and outer core. The inner core is hardened by encouraging property owners to create and maintain defensible space and to mitigate their homes to reduce the potential for ignition from embers, direct flame or radiant heat. The outer core absorbs the impacts from wildfires before they get to this hardened inner core. This is accomplished by reducing vegetation in large-parcel infill sites and or wildland areas that abut communities. Infill sites are created to provide buffers to decrease fire spread and intensity, provide anchor points, and increase environmental benefits including forest health and water quality.

redpajama_set_name: RedPajamaCommonCrawl


The Madras High Court on Tuesday restrained software major TCS from retrenching an employee who had been issued termination by the company.
It was reported in December that the company has planned to retrench 25,000 engineers. Rekha who is pregnant at present, received termination order and she was informed that she would be relieved from duty on January 21, 2015.
She moved to the High court saying that the retrenchment move was illegal and in gross violation of Industrial Disputes Act, 1947.
On Tuesday after admitting her petition Justice M. Duraiswamy decided to grant four-week interim injunction restraining the company from retrenching her.
In her petition, she said that she had joined the company in March 2011 in Chennai as an IT analyst.
She submitted that she is a "workmen" under Section 2(s) of the Industrial Disputes Act, 1947, as her main duties and responsibilities are technical and clerical in nature. Her job involves receiving and collating information about software/application to be developed, analyzing requirements and designing and developing appropriate software or application based on client company's needs.
Further, that she has been an honest, sincere and dedicated worker and that her performance had always been very good. Rekha said she had been given the rating 'C' (meets expectations) thrice during her service in TCS.
She said, "The Company reportedly had taken an unfair decision to terminate the services of 25,000 workers holding designation of assistant consultant and above, and to recruit 55,000 persons, predominately fresher on the basis of campus interviews, and other less experienced persons with to cut costs".
According to Section 25 of the Industrial Disputes Act, the principle is last come, first go. Neither the company had published any seniority list nor had it given any notice of retrenchment as required under the Act.
She also said that TCS does not propose to pay 15 days of wages for every completed year of service as compensation which too is mandatory under the Act and added that in any event, termination is not valid or justifiable.
Topics : Justice M. Duraiswamy | Madras High Court | Section 25 of the Industrial Disputes Act | TCS Case | violation of Industrial Disputes Act 1947.


This page displays sold house prices for Holderness Road in Hull.
Holderness Road in Hull HU9 consists mainly of terraced houses and semi-detached houses. Properties on Holderness Road typically have values around £150,000 - £200,000, but larger detached houses can command upwards of £800,000.
Map showing Holderness Road in Hull.


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IBM, Still Going at 100 Years 4
More principles of successful businesses.
By Will Offensicht | June 30, 2011
This series discussed some of the ways in which IBM has managed to keep itself highly profitable for 100 years from its founding. It's had some bad years, of course, but by and large it's stuck true to its core competence of helping customers solve technical problems. IBM isn't really a technology company because they don't focus on selling any specific technology, they sell solutions. The Economist listed a few technologies IBM abandoned when they no longer served customer needs:
The long passage that connects the two wings of IBM's headquarters in Armonk gives a new meaning to the expression "a walk down memory lane". From punch cards to magnetic tapes and disk drives to memory chips, every means of storing information since the advent of modern calculating machines is on display, either as an exhibit or as a photo. Other relics of computing can be found in the building, an hour's drive north of New York City. Near the boardroom sits a desk-sized calculator with hundreds of knobs. Visitors can also wonder about a tangle of wires connected to a metal plate—an early form of software called a "control panel".
Thomas J. Watson, who founded IBM in 1911 by drawing together three smaller companies, had no hesitation in abandoning technologies as soon as they failed to meet profit standards. He drove his wisdom into the company's DNA.
IBM forgot this lesson over the years and became overly focused on mainframes. This is understandable - they had 70% market share in the highly profitable business of leasing computers and became the first technology vendor to be called the "evil empire."
Being wedded to mainframes nearly killed them in the 1990's when mainframe demand dropped. Revenue fell from $13 billion in 1990 to $7 billion in 1993 and $16 billion worth of losses piled up.
IBM came very close to running out of cash. They were saved without government aid when a new president focused the business on reestablishing their customer focus, figuring out what customers needed, and selling it to them no matter who manufactured it.
Earlier articles introduced some of the customer-centered business strategies by which IBM has prospered. This article outlines a few more.
Defend The Low End
When competitors start nibbling at the low end of the business, Americans tend to let it slide because there isn't much margin there but conceding part of the market is death on the installment plan. Once competitors establish distribution channels and production volume, they move up-market.
IBM came out with the personal computer because they had to defend the low end, even if they lost mainframe business. Twenty years later, they sold the PC business to the Chinese and stopped making PCs entirely. If that had been their only business, they would have been gone. That's the situation in which Dell finds itself - PCs aren't very profitable, so Dell is desperately trying to find other ways to make money.
GM tried to defend their low end with Saturn, but they lost the low end of the automobile market and would have lost it all without a government bailout. The Japanese are losing low-end sales to the Koreans and moving up-market in response. Nobody knows when Chinese cars will arrive on our shores, but we all know they will eventually.
Defending the low end is very difficult, but letting competitors come in below is death on the installment plan. That's why IBM had to move out of hardware into consulting. It's not clear how Dell will cope.
Manage The Business, Not The Numbers
Numbers manage themselves. Numbers are how to measure outcome against plan. Numbers are a result, not a cause; an output, not an input. When a business pays more attention to shoving numbers around than to operating the business, or worries more about the stock price than about sales, that is asking for trouble.
Keep bean counters on tap, not on top.
- Andrew Carnegie
Any accountant can make numbers jump through hoops. Profit is a metaphysical concept defined by the IRS. Nobody knows what anything really costs because there are so many ways to measure overhead.
As long as the business keeps customers happy and every employee puts in more than is taken out every day, the quarterly and yearly numbers look after themselves. Happiness is positive cash flow.
The overall goal is to make customers happy. If customers stay happy, profits come. Profits are a by-product of a good business, and an essential overall goal; but if they are the only day-to-day practical goal on an operational basis, the business will be fundamentally unhealthy.
Any business that focuses on profits alone may gain in the short term, but in the medium term, they'll end up ripping off customers and employees. That's death in the long term.
Change The Rules
If a business faces strong competition, it's better to change the rules than to play the other person's game. Remember the slogan "You meet the nicest people on a Honda"? Honda sold shiploads of small, quiet, white bikes, ignored Harley's big, black, noisy motorcycles, and put the profit into making cars. Honda as a whole is now vastly larger and more profitable than Harley-Davidson ever has been.
Changing the rules enough forces the competition to change their game. The home court advantage applies to business as well as sports.
The best way to stay ahead is to keep customers excited. Selling a better product for less is the American way. That means new products, added features, more bang for the buck all the time. It's difficult to manage a volatile product line, but 3M is said to have more products than employees. It would be very difficult for a competitor to compete against all of them at once; thus, at any given time, 3M will have an advantage somewhere.
If a business lets competitors attack, the war is fought on its home territory. In that case, the business loses even when management thinks they won. Toyota makes and sells cars in the US -but does GM manufacture in Japan? It barely even sells there.
Giving Toyota a secure home base means they'll never go away. Never wait to be attacked! The best defense is a strong offense, and in business, that means changing the rules with something unexpected.
Never wait for the Japanese to attack you.
-General Douglas MacArthur
No matter how small a business is, proper focus means that it can be better at something than anyone else in the entire world. Finding a nice, narrow market niche and serving it wonderfully well raises entry costs so high that no one will try to take it away. Protecting turf at all costs is the secret of Swiss neutrality - many countries could conquer Switzerland, but it would cost.
Being the expert in a given area makes it easier both to defend and to attack - if you know a given area better than anyone else, you can more easily come up with something new in that area.
Go For Market Share, But Not To Obsession
Owning the market means that competitors have to attack strong points; businesses with small market shares tend to get stomped over time. US Steel was formed in 1901 with 98% of the American market. Big Steel lost share in drips and drabs ever since and finally sued for peace. Declining market share is death, even if sales are going up. Any business that's too much smaller than competitors gets pushed around.
People who enjoy being muscled around should compete with IBM. People who enjoy making money should sell something which makes IBM products worth more to IBM's customers. IBM rewards vendors for doing that.
Larry Ellison's company invented the Oracle database. For every dollar customers spent on Oracle software, they spent many dollars buying bigger IBM computers. IBM made more money off Oracle than Mr. Ellison ever did, but he became a billionaire nonetheless. Making IBM big bucks isn't a terrible path to success.
There is an incomprehensible amount of new technology out there. No matter how well a product sells, sooner or later, someone will bring out something that wipes it out. A business makes more money by obsoleting its own product than if by leaving the job to someone else.
RCA developed the world's first transistor radio and sat on it. Management was afraid it would hurt the tube radio business. They were right - it did. Sony brought out a portable shirt-pocket radio, the precursor to the Walkman, and blew them out of the market.
RCA had the leading market share in the tube-radio market in the days when that's all there was. It kept its leading market share in that market right on down the tubes, because RCA executives misunderstood what their market really was. They thought it was the tube-radio market, or the radio-receiver market, or some such.
Sony realized that radio as a whole was part of a much larger market, the non-live-entertainment market. By creating a highly portable radio, Sony both expanded that market and took a commanding lead. That gave Sony the resources to introduce products in every area of this market; Sony now is one of the leaders of the consumer-electronics world and RCA is a merely a trademark owned by and licensed to others, including Sony.
No product lasts forever. A business has to earn its market all over again, every single day.
Be thou diligent to know the state of thy flocks, and look well to thy herds. For riches are not forever, and doth the crown endure to every generation?
- Proverbs 27:23-24
There is a one-to-one relationship between sales and salaries, between customers and cash flow, between sound products and sound payroll. Employees all depend on sales for our daily bread, even the boss:
The king himself is served by the field.
- Ecclesiastes 5:9
Sitting on the same product year after year gives time for competitors to get set and blow the market away. That's how the Japanese got into our automobile market - Americans bent the tin and called it new, Japanese offered new cars.
Japanese are nowhere in the American personal computer market because Dell and HP moved too fast. As Uncle Remus said to Br'er Rabbit, "When ol' Mr. Eagle's flying up there in the sky, keep a-movin', keep a-movin', keep a movin' mighty spry."
Rules For Revolutionary Products
Everybody knows know how to improve old products, but market leaders often forget how to handle something the world has never seen before:
Reliability - Any customer brave enough to try a totally new product should at least get something that works.
Ease of use - Customers invest in operator training for established products, but not for unknown products. Nobody knows if it will work, so why train people?
Solve a problem - Customers better want this new wonder widget far more than money, because nobody likes to risk money on something not known to work. In the pioneering days of aviation, nobody flew unless they were in a powerful hurry.
Own the market - It costs a lot more to enter a mature market than a new market. We make more money with 100% market share, so why eat other people's dust? Let them eat ours. Making dust is better than eating dust.
There are two ways to sell - wait for customers to say "We want" and bid the job, or identify their needs, go to them, and say "We got!" Its more work to figure out what they want than to wait for them to explain, but if they figure it out, they tell everybody in sight and a business gets lost in the crowd. If a business tell them a credible story, it's possible to make money quietly for a year or two before anybody else catches on. Making dust is more profitable than eating dust.
Competitors hunger to eat any established market. Ignore trivia like quarterly earnings. Concentrate on new products and grab market share. Get the business! That feeds employees. Establish a market first, then cut costs and make a buck, but market comes first. Earnings follow.
Never Quit
How many projects are abandoned because projected margins don't look good enough? How many would have turned into worthwhile markets if only someone had tried?
Who could have predicted the Cabbage Patch Doll? Or the pocket calculator? Or the personal computer? Or Twitter? IBM thought they would sell maybe 14 or 15 of their first computer, they sold 70,000 and made a few bucks.
By Japanese standards, Americans are crybaby quitters. The last Japanese soldier came out of the Philippine jungles in 1974. He was at war for 29 years, all by himself.
Some years back, a Japanese bicycle salesman died in the Peruvian Andes. They found his car stuck in the snow, but he did not turn back. They found him frozen to death in a snowdrift, clutching his sample case, headed toward the customer, trying to complete his sales call.
That got a lot of ink in Japan, but the tenor of the editorials was "That, folks, is what we mean by a real Japanese. We expect that each and every one of you would do the same if it were necessary." What scares those of us who compete with the Japanese is knowing that a lot of them would. What should scare us even more is that the Japanese are scared of the Chinese.
Go for it! Competitors are taking American markets even as we sit here. Americans can't tax or borrow ourselves to prosperity. we have to earn it. Our lifestyle is at stake!
So far, we have discussed various tactical paths to prosperity through the lens of IBM's successful first century. The last article backs up and discusses some long-term strategic ways that businesses can stick around for centuries at a time.
Will Offensicht is a staff writer for Scragged.com and an internationally published author by a different name. Read other Scragged.com articles by Will Offensicht or other articles on Business.
1100100 and counting
Michael Tomlinson said:
Did IBM support Hitler?
lfon said:
@Michael
"Did IBM support Hitler?"
Willy Whitten said:
"Business as ususal."
Hitler was brought to power by the machinations and funding from Wall Street. {See: Antony Sutton--also Charles Higham}
IBM worked with the Nazi regime, as many of the large US industrialists of the time. Even during the war there were continuing business deals, despite the 'Trading With The Enemy Act'.
"IBM worked with the Nazi regime, as many of the large US industrialists of the time"
Which is like saying that Smith and Wesson "supported Jared Loughner" because he used one of their guns to shoot Congresswoman Giffords.
Or that American Airlines "supported the 9/11 hijackers" because their airplanes were used to crash into the WTC.
Liberals (like Willy) have never seen a big corporation they've actually liked. Any and every rumor is used to attack them, no matter how far-fetched or irrelevant. Writers like Edwin Black have been thoroughly debunked yet it makes no difference.
I do not know enough about Wall Street in the 20s and 30s to know whether Wall Street was the "driving elite force" of Hitler's rise to power and subsequent Nazi Germany. However, there were many MANY goodhearted people, - among the poor, middle class and wealthy - that thought Hitler was good for Germany. He fooled a lot of people. Supporting Hitler in the very-early 30s is a very different thing than supporting Hitler in the late 30s and early 40s.
Patience said:
Loads of Americans thought Hitler was great in the early 1930s, not the least Charles Lindbergh, major American businessmen, very much the New York Times, even FDR (though he liked Mussolini better).
Most of those opinions changed over the course of the 1930s, some sooner than others.
During the Depression, obviously IBM sold equipment to whoever paid, as was legal at the time. That ended abruptly:
http://www.wired.com/politics/law/news/2001/02/41753
"Hitler and his troops used tabulating machines made by Dehomag, a German subsidiary of IBM," Silver said. "These machines have been exhibited at the Holocaust Memorial Museum in Washington and extensive records on the machines are in the archives of the Hohenheim University in Stuttgart, Germany."
Dehomag was placed under the control of the Reich government just before the war broke out. The tabulating machines made by the company were used for censuses taken in 1933 and 1939, and allowed the Nazis to create cross-indexes of names, family histories, addresses, business records and bank accounts of its citizens, said Silver.
So certainly IBM never helped an enemy of the US. They couldn't - their subsidiary had been nationalized and the game was up. The comparison is bogus.
Why would our "apologia" be desperation? A lot of the American figureheads that supported Hitler in the early 30s were *LIBERAL DEMOCRATS*. I'm obviously a conservative. Why would I be desperate to prove that FDR was not at fault for liking Hitler? I despise FDR. He was easily one of the worst Presidents we've ever had. He singlehandedly created the welfare state (at least the mentality) and the precedent for judicial activism by the high courts. If anything, I would love to show that FDR and his liberal buddies supported Hitler.
FredF said:
Willy, why would anyone not expect IBM NOT to cover whatever happened around WW II? At the time, lots of Americans thought Hitler was a good guy for getting the German economy working again. That meant they had money to buy IBM stuff, what wasn't to like?
Anyway, now that Hitler is less well thought of then at the time, they know that lots of hindsight critics will yell at them, so why not conceal whatever they can? Polaroid got yelled at for selling cameras in South Africa, for example.
Willy, you're wrong. The Trading with the Enemy Act does not apply. At the time, it only related to countries we were at war with, or specific "emergencies" declared by the President, of which Nazi Germany wasn't one until 1940. And as I already referenced, IBM's subsidiarity was confiscated by the Nazis in 1939.


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You are here: Home / Mexico / BPM Festival Banned from Playa Del Carmen
BPM Festival Banned from Playa Del Carmen
January 17, 2017 /in Mexico /by discotech
State officials have announced that after 10 years, The BPM Festival is no longer welcome in Playa del Carmen, Mexico.
Playa del Carmen's Mayor of Solidarity Cristina Torres Gómez — a goodwill liaison between tourists and locals — announced that strong regulations will be developed to protect Playa del Carmen's tourist friendly atmosphere.
Among the regulations, Gómez announced that night activity will be strictly monitored. She also announced an immediate ban on both The BPM Festival and the Arena Festival, scheduled to take place in February.
"We want these types of events to go," Torres Gómez said in a press conference. "We won't allow one more."
Playa del Carmen is typically much less violent than the cartel contested regions in mainland Mexico and is often affectionately referred to as the face of Mexico. The BPM Festival will likely still hold events in Brazil and Portugal, as was recently announced.
Mexican news sources have also confirmed the names of those injured and deceased and revealed new details about the suspected shooter in the Blue Parrot nightclub shooting that took place early Monday morning during the Elrow closing party at The BPM Festival in Playa Del Carmen, Mexico.
According to several sources including Quintana Roo's Attorney General, the victims have been identified as Kirk Wilson of Toronto, Daniel Pessina of Italy, Geovanni Francisco Ruiz Murillo of Mexico, and Rafael Antonio Peñalosa Vega of Mexico. While the former three were declared dead on site, Vega died minutes after being admitted to the Mexican Social Security Institute (IMSS), a state run hospital in Playa Del Carmen.
Alejandra Margarita Villanueva Ibarra of the United States has also been confirmed dead by the Attorney General and by her family in Colorado. Reports confirm Ibarra was crushed to death in the stampede to exit when shots broke out inside the club.
The Quintana Roo Prosecutor's office has confirmed that the altercation took place at 2:28 am, Monday January 16 when a patron was denied entry to the bar for carrying a gun. Quintana Roo Prosecutor Miguel Angel Pech Cen had previously confirmed that four people of interest were being held in relation to the event, but no charges have been filed. He also firmly ruled out any ties to terrorist activity.
State officials also confirmed that the suspect left behind several items including a t-shirt, a Tuarus .38 revolver, and numerous shell casings from several handguns including: 6 .38 revolver shells, 8 9 millimeter shells, and 6 .380 caliber shells.
The Governor of Quintana Roo, Carlos Joaquin, confirmed details about the shooting and reiterated the importance of cracking down on violence in the region in a dispatch on the state's website. "We will implement decisive actions to avoid aggressions of any kind in this state that is the window of Mexico and the pride of all Mexicans," said Gov. Joaquin. "Measures will be taken to maintaine [sic] the order and security in all of our tourist destinations."
"All crimes are reprehensible," he added, "but certainly, the most are those that have consequences for innocent people."
Tags: Blue Parrot, BPM Festival, Mexico, Playa Del Carmen
https://www.discotech.me/wp-content/uploads/2017/01/bpm_festival.jpg 575 1340 discotech https://www.discotech.me/wp-content/uploads/2019/01/discotech.png discotech2017-01-17 22:08:462017-01-17 22:08:46BPM Festival Banned from Playa Del Carmen
Top 10 Best Clubs / Parties in Cabo San Lucas / Los Cabos
Surrender 2017 DJ Resdencies Promo Code for Nervo at Create 3/17


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text:
When in Wales
View wheninwales's profile on Facebook
View UCQhiRYb5JS9WSMmD8YtZlnw's profile on YouTube
Facts about Wales
Wales is significantly smaller than Texas. In fact, Texas is 27 times larger than Wales. The population of Houston is almost equivalent to the whole population here. It is also the castle capital of the world. Finally, only two percent of the country claim Christianity and is why I feel called here.
I am so excited to be able to share this journey with you all for a second year. The biggest thing I could ask for during this time is prayer. Please pray for God to work in the community around the Vale, for me to continually be used by Him, and for the nation of Wales. Also if you feel led to financially support, there is a link on my support page. Thank you all for all you have already done for me.
I would love to answer any questions you may have. Please feel free to email me through the contact page.


As Director of Safety and Environmental for Kraft Foods North America, Ken Wengert is the company's energy lead, responsible for the development of the strategies to achieve Kraft energy reduction targets. Based outside of Chicago, he is responsible for the development of the safety and environmental processes that cover over 40,000 employees in 200 locations. He joined the company 19 years ago and has also held the positions of Division Safety Manager, Area Director and Program Director.
Mr. Wengert is a Certified Safety Professional and holds the designation of Associate in Risk Management. He brings more than 25 years of safety and risk management experience in manufacturing and insurance industries.