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La Policía de Seguridad Sueca (en sueco: Säkerhetspolisen, literalmente "la policía de seguridad", abreviado Säpo, antes llamado Rikspolisstyrelsens säkerhetsavdelning (RPS/SÄK, literalmente "El Departamento de Seguridad del Servicio de Policía Nacional), es el departamento de seguridad de Suecia. Perteneciente al Servicio de Policía de Suecia.

Responsabilidades
Las responsabilidades de la Policía de Seguridad son contraespionaje, actividades anti-terroristas, protección de la constitución y protección de asuntos confidenciales, incluyendo protección real y política, su trabajo está normalmente cubierto por un acuerdo de confidencialidad. Aun así, en los últimos años, ha habido más transparencia en sus actividades. Es el deber de la Policía de Seguridad detectar y tomar medidas ante cualquier atentado contra la seguridad nacional, y en muchos casos, La Policía de Seguridad dirige la investigación de dichos atentados. Aunque, algunas veces, esas investigaciones las dirigen habituales unidades de policía, mientras que el Servicio de Seguridad da la información necesaria.

Inteligencia militar
Las operaciones de inteligencia militar están restringidas legalmente a las Fuerzas Armadas Suecas (MUST, Militära Underrättelse-och Säkerhetstjänsten (Servicio de Seguridad e Inteligencia Militar)) y agencias independientes como el Instituto de Radio Defensa Sueco (FRA, Försvarets Radioanstalt) y la Agencia Sueca de Defensa (FOI, Totalförsvarets Forskningsinstitut).

Enlaces externos
 (en inglés)

Policía de Suecia
Organizaciones de Suecia

redpajama_set_name: RedPajamaWikipedia


Aarts Plastics has recently started with the production of a new innovative packaging for Verstegen Spices & Sauces BV. This new packaging has been developed in collaboration with FLEX/The innovationlab, responsible for the design. Aarts Plastics took ownership for production and tooling.
Tests have been done for heat resistance and flame retardance. Based on the results the best materials have been chosen - a typical PP with a flame retardant additive and inhouse produced materbatch for the red colour. In combination with the aluminium jar, a unique and innovative product packaging has been developed.
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Athlete Mentality: F...
Athlete Mentality: Find Your Motivation and Make Yourself a Winner
Isabel del Barrio 26 November, 2020 Well-being habits Leave a comment
What really defines a winning athlete, and why do some athletes succeed and achieve one victory after another, while others, with a lot of talent, cannot?
This topic, related to Sport Psychology, is undoubtedly one of the most fascinating aspects about getting to know the lives and sport trajectories of many athletes, sportspersons and coaches.
History is full of sportsmen and women who have succeeded and achieved numerous victories in their professional careers, incredible stories of improvement, work, passion… as well as an innate talent in many cases.
At the end of the article I've left you a complete bibliography of books that can help you forge a winning mentality, that can inspire you, and other more theoretical ones on Mentality and Sports Psychology. I'll also leave you some of the quotes that open different chapters of my book.
What does an athlete actually do or how do they build that mentality to be invincible?
And here we are not only referring to material successes but also:
What that differentiated attitude and character is that gives a sportsman or woman have a winning mentality?
1. How to develop a strong character in sport
2. What to do to improve an athlete's mentality?
3. Is motivation and internal state?
4. How is personal growth achieved?
5. What does Mamba Mentality mean?
6. How to get a Winning Mentality?
7. What is Intrinsic and Extrinsic Motivation?
8. Bibliographical references relating to the Athlete's Mentality
9. Related Entries
How to develop a strong character in sport
As an amateur triathlete, (despite competing in the elite category in some of the races), I'm asked countless times:
How do I have a strong mentality;
How do I keep from breaking down in situations that involve stress during competitions.
I assure you I've lived through many, and I've never retired from any event, except the last one I did, due to an injury.
We all want to be great athletes.
Many even spend most of their time training physically, yet when it comes down to it, they either give in or circumstances make them feel unsafe.
Clearly, it's not enough to want something. You have to work very, very hard, commit yourself and sacrifice time doing other things.
What to do to improve an athlete's mentality?
I personally believe that developing a strong character and mind starts with having an established focus and full time commitment.
I think it goes a lot with one's way of being and attitude to things.
However, these are all attitudes that can be trained and therefore improved.
It is true that in endurance sports, such as the Long Distance Triathlon, a lot of time is spent training alone.
These moments are perfect for developing certain skills and a strong character that will help you continue on in complicated situations.
«The attitude with which we face each situation can determine our success or failure.»
Is motivation and internal state?
Let's start with a fundamental aspect: MOTIVATION.
Motivation is a word that comes from the Latin ("motus", "motius"). Its meaning is CAUSE OF MOVEMENT. A meaning that holds an incredible power.
Motivation is also defined as:
"The trigger or signal that one discovers for a certain way of doing something to satisfy a need through creation or by increasing the desire necessary for that action to take place".
On the other hand, we find other definitions of philosophers and other authors who define it as:
"An internal state that activates, directs and maintains behaviour".
At this point, and after having read many autobiographies, books about the lives of great sportspersons, and even viewing bibliographical documentaries of tennis stars, cycling, basketball …
I can say that it's this constant internal state that is the most powerful tool defining the strong mentality of an athlete.
The reason is that it is a MOTIVE that lasts over time, it is the most important intrinsic cause that directs your life and your actions.
How is personal growth achieved?
«I focus on one thing and one thing only – which is trying to win as many championships as I can.»
This internal state, then, is related to the commitment to your sport and to the programme or action plan that will lead you to victories, improvements…
It is the constant interest and will to overcome, and this is what will make this Motivation and Will Power last over time.
What does Mamba Mentality mean?
Paying homage to Kobe Bryant this week, and having researched his history, progress, sporting life, attitude to life and commitment to himself and his companions etc… we can find all the above explained.
This week the socials are filled with what has been described as "Mamba Mentality".
A mentality characterised by passion and the constant desire to improve every day. And this, regardless of the circumstances.
How to get a Winning Mentality?
In reality, the true winning mentality of the athlete is forged precisely in those moments when external circumstances are going against you, or moments when the athlete is separated from the game by an injury, moments of tension before or during the game / competition etc..
That attitude is what determines success or failure in general terms; it is what differentiates an athlete from a champion.
History is full of great athletes, athletes who were successful precisely because they did not abandon that constant desire to improve: Lance Armstrong, Usain Bolt, Muhammad Ali, Bruce Lee, Chrissie Wellington etc…
What is Intrinsic and Extrinsic Motivation?
Within Sports Psychology, Motivation is defined as:
«Direction and intensity of one's effort.»
(Sage, 1977).
At the same time, within the subject, there's a difference between two types of motivation: intrinsic and extrinsic; and it's the best combination or balance between both that determines the mentality and attitude of the champion.
It is the Self-Determination Theory, which develops these 2 sources of motivation.
What are the sources of intrinsic motivation?
When speaking about Sources of Intrinsic Motivation , reference is made to those that come from within oneself.
The first cause, that determines the why of oneself (a great example of this is Viktor Frankl's book "Man's Search for Meaning"),
is also related to the desire for self-improvement, constant learning, understanding and analysing the process.
A great sportsperson asks their trainer the reason for each action, they are interested in everything that can make them improve in their sport and performance, they look for the mastery and perfection of technique.
That is, the pleasure is given by the task itself, sport practice itself, regardless of external factors.
«I will do whatever it takes to win games, whether it's sitting on a bench waving a towel, giving a glass of water to a teammate, or taking a winning shot.»
Without a doubt, one of the greatest examples of this inner strength and development of the mental strength of an athlete is when they are forced to withdraw from the game, from their sport, due to an injury.
If your motive is strong, you will find a way to keep improving in as many skills as you can at that time.
The book that I reference at the end of the article, "The Champion's Mind", details how great athletes saw an opportunity to continue developing and improving, precisely during periods of injury.
It also details some of the meditation and visualisation techniques that great athletes use to develop that mental strength.
«Concentration is the root of all man's capabilities.»
What is intrinsic motivation??
When you find an athlete who lacks this inner strength and passion, it is easy for them to be unmotivated, because interest is lost.
This, without a doubt, is one of the great differentiating features of those who are champions, regardless of the number of victories or medals.
In my past as a classical ballet dancer, the internal motivation and passion for dance was such that I did everything for and to be able to dance and go to dance school every day.
In my 12 year career since I started the first class, I didn't miss a single one, without exception.
I was not a girl with the body of a dancer, nor the perfect skills (my physiognomy was more like that of a dancing boy)… but I was good at it, and made an effort to do better every day.
I was rehearsing until I was asleep.
And I kept that up until the day I felt no passion, when I arrived at school (I must say, I do miss it infinitely to this day).
What are the sources of extrinsic motivation?
They are all those who do not depend on us, but who do motivate or provoke us by our actions: successes, recognition, rewards from the coach, family, friends, teammates, competitors…
These are both positive and negative reinforcements.
Looking for inspiration outside is also very enriching, as long as we know how to use it and catapult our desire.
Which is best, intrinsic or extrinsic motivation?
The moment that inspiration (the sportsperson you admire) becomes an obsession with wanting to be exactly the same, the internal cause, your motive, will take a back seat.
While a certain degree of external motivation is necessary, this as the only support would result in an extremely short and unpleasant sporting career.
If you leave everything in hands of the external, it is very likely that long term results will not be achieved.
The aim is to find the perfect balance between the two in order to stay motivated over time and throughout your sporting life; and this is truly what defines the minds of champions.
Bibliographical references relating to the Athlete's Mentality
I leave you with a small list of bibliographic references related to the mindset of the athlete or sportsman that can help you in the process of finding that unique source of internal motivation, that champion's mentality that we all have inside.
"The Champion´s Mind"
By Jim Afremov. This book marked a turning point in my attitude, it reinforced many of my actions.
Its authors make a compendium of all the actions that great sportsmen and women (especially American football and NBA players and coaches) have carried out to develop themselves mentally in all kinds of situations and circumstances and how they have achieved success.
"The Inner Game of Tennis"
By W. Timothy Gallery. This book is a classic and pioneer of the true concept of "Coaching" and is a must-read for every coach.
By James Kerr. The summary of the culture of the All Blacks that works in any field, either sports or business, for creating a strategy with defined values and success.
"The Brave Athlete"
By Simon Marshall and Lesley Paterson. A manual that helps you respect your brain to learn how to train and compete.
"How Champions Think"
By Rob Rotella and Bob Cullen. In this book, different strategies that we can adopt in sport and in life to achieve our goals are presented.
I also recommend watching the documentaries that exist of sportspeople of diverse disciplines, in which they summarise in detail the actions that each one of the protagonists has carried out to reach their full sports and personal potential.
I assure you they'll be an excellent source of inspiration!
What You Need to Know About Sports Motivation. We invite you to find out at this link.
We give you the best advice on how to find that Will Power within. Click here.
Review of Athlete Mentality
Training the mind - 100%
Sportsperson references - 100%
Importance of intrinsic mentality - 100%
Bibliographic references - 100%
HSN Evaluation: 5 /5
About Isabel del Barrio
Sport runs in the blood of Isabel, which she has proven since she was very little up until now. She wants to share that passion with all those who are passionate about sports.
@mytrainingshoes
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Kerr Stuart 4415
Recording the background and restoration of this historic locomotive...
KS 4415 - Early History
The Trials at Dinas, 15th November 1928
KS 4415 at work on the FR
KS 4415 in Mauritius
KS 4415 Repatriation
KS 4415 Arrival and Storage at Minffordd
KS 4415 The Restoration
Kerr Stuart's talented development engineer Kyrie W Willans produced the design that was to lead to the production of the prototype 4415. Ordered on 5th May 1928 it was delivered to Dinas on the Welsh Highland in late July.
The current engine is a Mclaren MR4 4-cylinder diesel engine. The clutch is of the cone type, and is incorporated as part of the flywheel. The drive is taken through the clutch shaft to the gearbox at the front of the loco via a Hardy-Spicer flexible coupling. The gearbox ,which was made by Kerr Stuart had an all welded steel casing. This was one of the very first examples of fabrication taking the place of casting on a job of this kind.
The transmission consists of a chain from the gear box to the leading axle, with two further chains transferring the drive to the other axles. The axleboxes are connected by a series of turnbuckles allowing their position to be altered relative to each other thus tensioning the chain. Loads from the superstructure are transferred to the axleboxes by leaf springs.
The wheels and gears are cast steel. The six 24" diameter wheels are all flanged, press fitted to the
axles which run in plain bearing axleboxes. The drive sprockets are bolted on the face of the
wheel centre, with a cork axlebox oil seal running on the vertical face. The loco was designed to facilitate changes to the gauge.
The controls for the change speed and reverse gears in the straight 'crash' gearbox worked in quadrants on the nearside, and the long lever beside them worked the clutch. The latter could be held in the 'out' position by a foot locking pedal below it.
The dominant structural material of the locomotive is steel. Some small items are made of brass. The separate components of the locomotive are mostly pneumatic-riveted by hand. The bodywork is secured by rivets to an angle frame. Components are attached to each other by bolts secured in the main with hexagonal nuts.
The following changes can be identified as having taken place to the locomotive between 1928 and 2009:
• The couplings have been changed several times.
• New, larger sandboxes have been mounted on the side of the bonnet, and the originals lowered to a new position.
• The cab front sheet, upper sides and back sheet have been replaced, along with the angle iron to steel.
• The locomotive had the original MacLaren-Benz engine replaced with the MacLaren MR4 in 1945.
• The exhaust has been replaced from two chimneys to a large silencer.
• The locomotive has been repainted several times from its original works grey to the green it now carries, which was applied when it was put on a plinth.
Planning the restoration
First steps September 2014
Moving ahead in 2015
January 2016 update
February 2016 - more progress with the welding
The KS4415 website
For more information on the locomotive and the background to the restoration, visit the website:
http://www.kerrstuart4415.org.uk/


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FloSports to Air ADCC 2019 World Championship on FloGrappling.com
Prestigious biennial no-gi tournament will be carried live from Southern California
AUSTIN, Texas — November 28, 2018 — Today, FloSports, the innovator in live digital sports and original content, announced an agreement with the Abu Dhabi Combat Club (ADCC) to deliver live and on-demand coverage of the 2019 ADCC World Championship exclusively on FloGrappling.com. The biennial no-gi tournament will be held at the Anaheim Convention Center on Sept. 28-29, 2019 in California. This is the second time that FloGrappling is airing the ADCC World Championship following the 2017 event held in Espoo, Finland.
FloGrappling is the global leader in live streams of elite submission fighting events, daily jiu-jitsu coverage, breaking news, original storytelling and more. The ADCC World Championship boosts FloSports' robust schedule of top-tier events on FloGrappling.com, including the IBJJF World Championship, the UAEJJF Abu Dhabi World Professional Jiu-jitsu Championship, Kasai Pro, Fight to Win, Spyder Invitational and many others. In addition to the ADCC World Championship, FloSports' coverage will include other ADCC World Championship qualifying events, such as the European Championship and the upcoming ADCC North American qualifying tournament this month. The full ADCC World Championship tournament schedule will be announced as the event nears.
Starting in 1998, the ADCC World Championship event has traveled to different locations globally where the top fighters compete for one of the most distinguished titles in grappling. Since its founding, the ADCC World Championship has crowned high-profile athletes such as Mario Sperry, Mark Kerr, Ricardo Arona, Roger Gracie, and more. Last year, legendary black belt Andre Galvao (Atos Jiu-Jitsu) was crowned champion of the ADCC Superfight.
The road to the ADCC World Championship begins with international qualifying trials, where athletes compete for the chance to be placed in a division. Past winners and notable figures from the tournament are often invited to compete as well. Each division is comprised of 16 elite athletes that will compete to claim the title of ADCC World Champion, which is considered one of the toughest challenges in the sport of grappling.
"The ADCC World Championship is one of the most esteemed events in the sport and truly spotlights the best no-gi submission fighting athletes in the world," FloSports SVP of Global Rights Acquisition and Subscription, Phil Wendler, said. "In 2017 we had the honor of live streaming both of the U.S. Trials as well as the World Championships in Helsinki Finland. As we build up to the 2019 Championships in Anaheim next September, we are excited to expand our coverage to include additional trials from around the world in an effort to provide unprecedented access and insights to fans."
FloSports' proprietary software, FloArena, will be utilized again at the ADCC World Championship. FloArena allows fans to follow the tournament coverage and results through live brackets with real-time scoring updates, text alerts so fans never miss a match, and more.
"When it comes to promotion, organization and production, there is no one that does it better than FloGrappling," Event Director of the 2019 ADCC World Championship Mo Jassim said. "I was the first person to use FloArena software last year in grappling and we were all amazed by the efficiency of the software so much that we now use it at all ADCC events. With a year to prepare for this event, I know Flo and my team can make ADCC 2019 one of the best events ever."
To access live and on-demand coverage of the ADCC World Championship, visit FloGrappling.com to become a monthly or annual PRO subscriber. Either subscription unlocks access to premium content across the entire FloSports network. Watch the event across all screens by downloading the FloSports app on iOS, Roku, or Apple TV 4
For more information, visit www.FloGrappling.com.
FloSports, the innovator in live digital sports and original content, partners with event rights holders, governing bodies, and other media companies to unlock a world of sports coverage that true fans have been waiting for. Through live streaming of premier events, original video programming, and weekly studio shows, FloSports is growing the sports, the events, the athletes, and the fans. Current verticals under the FloSports header include Rugby, Basketball, MMA, Football, Wrestling, Track, Gymnastics, Hockey, and more
About Abu Dhabi Combat Club
The Club and the competition ADCC World Submission Fighting Championships were the idea and creation of a UAE national Sheik Tahnoon Bin Zayed Al Nahyan, the son of then U.A.E. leader Sheik Zayed. who at the time was completing his advanced studies in USA. In 1993 after watching the first U.F.C. Sheik Tahnoon the became a fan of MMA. Shortly after that he started studying Brazilian Jiu-Jitsu in San Diego, California. Upon completing his studies, Sheik Tahnoon returned to the U.A.E. but his passion for Martial arts did not stop. Sheik Tahnoon set out to create and build his vision of implementing Martial Arts not only in his native U.A.E. but also creating a standard for which all ground fighting martial arts would be measured. The creation of one visionary, ADCC now has become the beacon of a new generation and a new sport.


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The world's first droneport. Redline, Foster + Partners, and the Norman Foster Foundation.
We think it is possible to build safe cargo drone routes connected by cheap droneports across much of the planet. Quiet, beautiful, goose-like craft will lift off from the droneports carrying precious cargo along fixed routes in the lower sky, saving lives and creating jobs at massive scale. Here is the first concept for a droneport we would like to build in Rwanda. It will cost about the same to build as a petrol station.
I am a novelist, but I spent most of my career as a foreign correspondent for The Economist. During the last decade covering Africa, my reporting of the mobile phone revolution led me to understand that advanced technology could make it into the poorest communities. I left The Economist to set up a project at EPFL — Europe's Caltech — where I could think on this question at a deeper level. I now believe robotics will be the most powerful emergent technology in Africa. That led me to flying robotics and to imagining into existence a cargo drone network, not last mile, not distributed, not using insectlike tiny quadcopter drones, but something much bigger and more simple. I set up a group called Redline which aims to build the world's first cargo drone route in Africa, carrying emergency supplies and commercial shipments. The purpose is to increase capital through cheaper and faster sharing of precious goods.
1 It is inevitable on a crowded planet, with limited resources, that we will make more intensive use of our sky using flying robots to move goods faster and more accurately than ever before.
2 But it is not inevitable that these craft or their landing sites will be engineered to be tough, cheap, or graceful enough to serve poorer and isolated communities who can make most use of them.
3 Africa has a particular and urgent need. Its population will double to 2.2 billion before 2050. That increase, together with the extermination of other species, volatile rainfall, soil erosion, lack of a manufacturing base and consequent joblessness, and closure of European and other borders to young Africans, will dampen economic growth and increase risk.
4 Therefore in Africa and some other emerging economies a viable solution is a sharing economy, which allows for the fast and cheap exchange of goods and services. That means building in new ways and accepting the paradox of the 21st century: a household may have access to a robot, but not to running water.
5 By building cargo drones for the cost of motorbikes and droneports for the price of petrol stations, it is possible to significantly improve health and economic outcomes.
6 The greatest opportunities will be in areas that lack roads. Not just Africa, but also wild bits of industrial countries, such as the Scottish Highlands, Quebec, or Siberia.
7 Cargo drone routes only make sense where there is a rapid repetition of flights (20+ flights a day into a town of 20'000 people). The routes should function as spectral railways in the sky.
8 The technology is not disruptive, but supplementary. Cargo drone routes will never replace road or railway, but they can add choice for the rapid sharing of precious cargo over mountain ranges, across lakes, and up rivers.
The droneport, where the sky touches the ground, is the critical element for a cargo drone route. No one has created rules for this new type of building. The opportunity to do just that is why I chose to support Redline as the very first project of the Norman Foster Foundation. Jonathan approached me and said, "Look, Norman, you've built the biggest airport in the world, now could you build the smallest." The strange thing is that in ten years time the sum total of all these droneports in Africa will be bigger than the biggest airport in the world.
Our droneport holds to Buckminster Fuller's maxim of doing more with less. It is grounded in detailed and first-hand study of isolated communities in Africa by Narinder Sagoo, a partner at the firm who has taken the lead on the project. It is very much informed by two previous projects: our 2012 Lunar Habitation for ESA, which binds lunar regolith by use of robots, and Narinder's Sierra Leone school project, which introduces kit forms in combination with labour and intensive use of locally available materials.
Redline droneports should be affordable, clean energy civic buildings, with a strong visual presence. They should have many uses; not only cargo drone operations, but also digital fabrication and repair, clinic and pharmacy, postal and courier services, and e-commerce.
The droneport is intended to save lives and build local economies through enabling the rapid repetition of flight of super-fast and super-cheap flying robots carrying precious cargo over mountains, across lakes, and up unnavigable rivers.
A droneport will never replace roads, but it will be a valuable supplemental transportation system for the 21st century.
The lunar module and the droneport rely upon maximal use of local materials.
The difference is that in the African case you want to maximise local labour, while on the Moon there is a high dependence on automation. The philosophy is to do more with less, and turn a killing technology — drones — into a livesaving one.
The Redline droneport will have a medical and emergency function, including the transport of lood and medicines to save lives and improve outcomes — a literal red line.
The droneport is a civic building, with the audacity of the railway age. It will have postal, e-commerce, digital fabrication, and community gathering functions. In smaller communities, it will be more compact.
The droneport depends upon having a hangar full of the latest robots. Redline drones will include precision based navigation and route optimisation, biomimetics, advanced materials, safety systems, landing systems, energy systems, and cyber security.
To achieve scale, cargo drones will have to fly 10 kilo loads over 100 kilometers at several times faster than a motorbike and just as cheap.
For a larger reflection on connectivity and the rationale behind flying robots, please see this short book of J.M. Ledgard's essays recently published by Farrar Strauss.


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You can download the module specifications for all EL Modules (PDF). This includes information about the aims of the modules and methods of assessment.
Every year, the English Language Teaching Unit welcomes large numbers of Erasmus and Study Abroad students from around the world. Whatever your needs and interests in English, the ELTU has a module for you.


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Sri Lanka to slash military by a third to cut costs
Sri Lanka will slash its army by a third to 135,000 personnel by next year and to 100,000 by 2030, the state minister of defence said on Friday, as the country tries to cut costs in the face of its worst economic crisis in more than seven decades.
"Military spending is basically state-borne expenditure which indirectly stimulates and opens avenues for economic growth by way of assuring national and human security," Premitha Bandara Thennakoon said in a statement.
The aim of the move is to create a "technically and tactically sound and well-balanced" defence force by 2030, Thennakoon said.
The size of Sri Lanka's armed forces peaked between 2017 and 2019, with 317,000 personnel, according to World Bank data, higher even than that during the 25 year-long conflict with the Liberation Tigers of Tamil Eelam (LTTE) that ended in 2009.
The share of the defence sector in Sri Lanka's total expenditure peaked in 2021, at 2.31 per cent of gross domestic product (GDP), but fell to 2.03pc last year, according to Colombo-based think tank Verite Research.
Also read: Three Palestinians killed in West Bank clashes with Israeli forces, Palestinians say
Recently, President Ranil Wickremesinghe ordered a five per cent reduction in state spending and his administration warned earlier this week that welfare payments for 1.8 million families below the poverty line could be delayed this month.
Sri Lanka needs to achieve debt sustainability as a precondition to secure a $2.9 billion IMF loan.
The lender has also asked Colombo to trim its 1.5 million-strong public service, sharply raise taxes and sell off loss-making state enterprises.
Key creditors such as China and India are yet to agree upon a "haircut" on their loans to the South Asian nation, which has stalled Sri Lanka's efforts to restructure its debt.
Doubled personal income and corporate taxes kicked in on New Year's Day to shore up state revenue.
Electricity prices are also rising another 65pc after a 75pc tariff increase in August.
Sri Lanka's 22 million people endured months of food and fuel shortages, chronic blackouts and runaway inflation last year, inflaming public anger.
Wickremesinghe came to power in July at the peak of the crisis after his predecessor fled the country when protesters stormed his residence.
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Sean Holt discusses how businesses in the speciality print sector are striving for greater agility in order to respond to the ever increasing consumer demand for personalisation.
Across every industry all over the world, businesses are striving for greater agility to enable them to respond to the ever increasing pace of change in both customer demands and market landscapes. This has a knock-on effect on the speciality print sector and the results of the 2018 FESPA Print Census demonstrated this, with 95% of respondents reporting that they anticipate customer demand for fast turnaround, short runs and just-in-time delivery to grow or at least stay the same as they are today.
These demands reflect the growing consumer demand for personalisation and the accompanying shift toward mass customisation in everything from fashion and interior décor to packaging and display graphics. The rapid acceleration of this shift in recent years is very clear when you compare responses from the 2018 Print Census with those from 2015, when just 70% of respondents expected customer demands for fast turnaround, just-in-time delivery and versioning or personalisation to either increase or remain the same. Having increased by almost 40% in just three years, today these customer demands are almost universal.
Considering these demands in more detail, it is clear that, in addition to mass customisation, customers are also looking for their print service providers (PSPs) to deliver a 'rapid response' service that enables them to place small orders as they are needed. Requests for fast turnaround are common, with 72% of respondents reporting increasing customer demand for this. 61% of respondents' see growing customer requirements for short-runs and 59% say that customer expectations around just-in-time delivery are growing, demonstrating the appeal of digital print for eliminating the need to store inventory.
With digital wide formal technology so well suited to enabling print businesses to offer customers the flexibility they need, all of this is driving growth in digital production. Indeed, respondents expect digital wide format to account for more than half of their revenue within the next 24 months – rising from 44% at present to 53%.
What is particularly encouraging is how well PSPs appear to be responding to their customers' demands. If you consider investments in technology, for example, the Print Census highlighted an emphasis on investments that expand digital production capacity and a focus on speed as a primary selection criteria, suggesting that PSPs' development strategies are focused on meeting customer demand.
Furthermore, customer preferences are having an impact on business strategies in more areas than just production efficiency. With sustainability now a growing priority for many organisations, the 2018 Print Census aimed to gather more insight into the importance of environmentally sustainable production. The findings suggest that this is another area in which wide format print businesses are taking their customers' requirements into account – 76% of respondents reported that customer demand for environmentally responsible products is shaping their business strategy.
In fact, from devising product and service offerings that move with the times to investments in process optimisation, responses throughout the 2018 FESPA Print Census suggest an industry-wide commitment by PSPs to understanding and meeting their customers' evolving expectations. To me this is an encouraging trend all on its own. PSPs' business strategies appear to be increasingly customer-centric, something that is essential for the continued growth of the industry as a whole.
Looking ahead to the FESPA 2019 Global Print Expo in Munich (14 to 17 May 2019), it will be exciting to see how this customer-led approach is reflected across the industry's biggest gathering – from the appetite for innovation among visitors to the fresh possibilities showcased by exhibitors.


It's Fairtrade Fortnight 2018 and we have already seen so much wonderful collaborative work between the Co-op and local schools.
The Co-op sponsor our Fairtrade School Awards so it is no surprise that we are seeing collaborations with schools all over the UK. Yet, who could have predicted the scale of this, the enthusiasm of staff and students… and the sheer range that we are seeing?
With our new videos, games and lessons all themed on the Coobana banana cooperative, who Co-op were instrumental in bringing into the Fairtrade system, there is no better time to combine Fairtrade with co-operative learning and games, in order to build partnerships between schools, the Fairtrade Schools Team and Co-op stores.
Together we can help more schools gain Fairtrade School Awards and educate a new generation about global co-operation, sustainable agriculture and fair pay.
Here are just some of the ideas we have seen so far. Scroll down to see the wonderful pictures.
So, last year, Charlotte from Newnham Croft Primary School designed this #Fairtrade #Chocolate bar wrapper.
Dosbarth Mrs Phillips yn chwilio am logo Masnach deg.
Mrs Phillip's class looking for the Fairtrade logo.
Fantastic colleagues from @Newyorkst_coop and other local Co-op stores visited, to tell us all about Fairtrade. It was a great assembly all about bananas!


The GOP presidential nominee visits Dimondale late Friday afternoon.
Michigan auto workers and labor leaders gathered Friday morning to oppose Republican nominee Donald Trump's visit to Dimondale, Michigan later that day. The group gathered with a very clear message: Donald Trump would a "disaster" for Michigan.
Former Congressman Mark Schauer and several members of the local United Auto Workers attacked Trump's statements about moving car production outside of Michigan, his failure to release his tax returns, and said Trump is not on the side of the American workers.
Lansing autoworker Anita Dawson praised President Obama for turning around the economy, but cautioned that the progress could be reversed.
Schauer also took shots at Trump. He accused Trump of, "disrespecting American workers" and attacked Trump policies he said would cost auto workers jobs.


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Top Analyst Upgrades and Downgrades: Apple, Autodesk, Chesapeake, CRISPR, Disney, Microsoft, Proofpoint, Redfin and More
Jon C. Ogg
Last Updated: January 30, 2020 10:11 pm
Stocks were indicated to open higher on Friday after strong bank earnings. The major equity indexes are still up in the double-digit percentages and the S&P 500 remains within striking distance of its all-time highs. Investors should be considering how they want their assets positioned for the rest of 2019 and beyond.
24/7 Wall St. reviews dozens of analyst research reports each day of the week to find new ideas for investors and traders alike. Some of these analyst reports cover stocks to buy, while others cover stocks to sell or to avoid.
Additional commentary has been added on most of the daily analyst reports, along with trading history. The consensus analyst price targets and other valuation metrics are from the Refinitiv (Thomson Reuters) sell-side research service.
These were the top analyst upgrades, downgrades and initiations seen on Friday, April 12, 2019.
Apple Inc. (NASDAQ: AAPL) was downgraded to Sell from Neutral at a boutique firm called New Street Research. The firm believes that consensus estimates are too optimistic about upcoming iPhone replacement rates and that the current value is pricing in overly excited estimates on other aspects of the business. The call also came with a $170 price target, which indicates about 15% downside if it proves to be right.
Autodesk Inc. (NASDAQ: ADSK) was started with a Buy rating and assigned a $200 price target at Mizuho. The 52-week range is $117.72 to $172.11, and the consensus target price is $182.64.
Chesapeake Energy Corp. (NYSE: CHK) was downgraded to Sell from Neutral at Goldman Sachs, with the valuation taking the price target down to $2.50 from $2.75, as the firm sees a less favorable competitive positioning with Chesapeake versus peers.
Microsoft Corp. (NASDAQ: MSFT) was reiterated as Overweight and the price target was raised to $132 from $120 (versus a $120.33 prior close) at Barclays. Microsoft has a 52-week range of $90.28 to $120.85 and a consensus target price of $128.38.
Murphy Oil Inc. (NYSE: MUR) was raised to Neutral from Sell at Goldman Sachs. After it closed down 0.2% at $28.59, the stock has a 52-week trading range of $21.51 to $36.53.
Proofpoint Inc. (NASDAQ: PFPT) was reiterated as Outperform at Wedbush Securities with a $130 price target (versus a $119.94 close). The firm's channel checks point to a positive first quarter driven by large deals and a growing international contribution from the likes of Latin America and a solid security demand environment and renewals.
Redfin Corp. (NASDAQ: RDFN) was started with an Outperform rating and assigned a $30 price target (versus a $22.52 close) at Wedbush. The firm noted that Redfin is a residential real estate brokerage with a fundamentally different relationship with technology, and the firm sees it capturing market share in a rapidly evolving landscape.
Smartsheet Inc. (NYSE: SMAR) was started as Buy and assigned a $45 price target (versus a $38.64 close) at Needham. The 52-week range is $13.15 to $33.76, and the consensus target price is $24.50.
Walt Disney Co. (NYSE: DIS) was resumed with an Overweight rating and assigned a $137 price target at JPMorgan after the firm unveiled its streaming service starting at $6.99 per month. The analyst call noted that Disney surprised on the upside at its investor meeting by providing more financial disclosures and by revealing a more content-rich streaming service than previously expected.
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Other key analyst calls were seen as follows:
Activision Blizzard Inc. (NASDAQ: ATVI) was started with a Neutral rating at Buckingham Research.
California Resources Corp. (NYSE: CRC) was downgraded to Sell from Neutral at Goldman Sachs.
CRISPR Therapeutics A.G. (NASDAQ: CRSP) was started with an Outperform rating at Evercore ISI.
Crown Castle International Corp. (NYSE: CCI) was downgraded to Neutral from Buy at Guggenheim.
Editas Medicine Inc. (NASDAQ: EDIT) was started with an Outperform rating at Evercore ISI.
LogMeIn Inc. (NASDAQ: LOGM) was downgraded to Underweight from Overweight at Barclays.
Sykes Enterprises Inc. (NASDAQ: SYKE) was downgraded to Hold from Buy at SunTrust Robinson Humphrey.
Waddell & Reed Financial Inc. (NYSE: WDR) was raised to Neutral from Underperform at Merrill Lynch.
Thursday's top analyst calls included Apple, Chipotle Mexican Grill, CEMEX, CVS, Eli Lilly, Hewlett Packard Enterprise, IBM, Incyte, MercadoLibre, U.S. Steel and many more.
Read more: Investing, AAPL, ATVI, CCI, CHK, MSFT, PFPT, WDR, Analyst Downgrades, Analyst Upgrades
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To close the achievement gap by ensuring there is no difference in the progress made by Pupil Premium students or SEND.
• Advance equality and opportunity between people who share a prohibited characteristic and people who do not share it.
• Settle College is a smaller than average secondary school.
• Approximately 11% of our students are from low-income families and so qualify for the pupil premium.
• Approximately 11% of our students are on an EHCP, have a statement of special educational needs or are on the special educational needs register within school.
Currently, students that are female and classify as pupil premium have an average attainment 8 score of 36.64 and a progress 8 score of -0.31, while pupil premium boys have an average attainment 8 score of 31.64 and a progress 8 score of -0.23. Therefore, it is an absolute moral imperative to accelerate progress in order to improve the life-chances of these young people and close the gap.
We believe that social or economic background should not be a barrier to educational success and we will work tirelessly to ensure that it is not. This is our absolute moral imperative and expressed in our strategic vision.
• A whole school focus on literacy and numeracy development, where we have appointed staff from September 2018.
• Using the Pupil Premium and Catch Up fund effectively is a key part of our strategy for closing the gap (see the website for details of our Pupil Premium allocation, spend and impact).
To ensure 100% of students in Year 7-9 participate in at least one extra-curricular activity.
• Foster good relationships across all characteristics, between people who share a protected characteristic and people who do not share it.
• Approximately 11% of our students are from low-income families and so qualify for the pupil premium. Children from disadvantaged backgrounds are less likely to be encouraged to participate in extra-curricular activities. We want to ensure that every child at Settle College regularly participates in at least one extra-curricular activity. Research indicates that participating in after school programmes improves performance on measures of academic achievement. There is also evidence that there are wider benefits for low-income students in terms of attendance at school, behaviour and relationships with peers (Education Endowment Foundation).
• Ensure consistency of clubs available throughout school and cater for all needs.
academic challenges on offer to students.
To raise achievement in English for boys.
3 Encourage participation when it is disproportionately low.
Boys have shown to achieve less well than girls in English, being more pronounced in Summer 2018.
On analysis of 2018 results, there is a gap between boys and girls achievement of 27.7% at grades 4-9. Further investigation shows that this impacts directly on the number of boys taking up English at further education. The school has set an objective to tackle underperformance of boys in English. In order to do this we plan to undertake a range of activities including skills support, extra revision classes and visiting male authors. We included monitoring of changes in achievement levels as part of the SIP.
• Support and implement strategies to raise boys achievement in English. Alongside the English department employ a literacy co-ordinator across the school, developing working parties and support schemes to appeal to boys. Alongside raising awareness of parents on under achievement of boys and how they can support.


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Broadcom Inc. Announces Third Quarter Fiscal Year 2020 Financial Results and Quarterly Dividends
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- Revenue of $5,821 million; GAAP net income of $688 million; Adjusted EBITDA of $3,342 million - GAAP diluted EPS of $1.45; Non-GAAP diluted EPS of $5.40 - $3,073 million of free cash flow from operations, defined as cash from operations of $3,178 million less capital expenditures of $105 million - Quarterly common stock dividend of $3.25 per share - Fourth quarter revenue guidance of $6.4 billion plus or minus $150 million - Fourth quarter Adjusted EBITDA guidance of $3,744 million plus or minus $75 million, or 58.5% of revenue at the midpoint of guidance¹
SAN JOSE, Calif., Sept. 3, 2020 /PRNewswire/ -- Broadcom Inc. (Nasdaq: AVGO), a global technology leader that designs, develops and supplies semiconductor and infrastructure software solutions, today reported financial results for its third quarter of fiscal year 2020, ended August 2, 2020, provided guidance for the fourth quarter of its fiscal year 2020 and announced its quarterly dividends.
"We delivered third quarter revenue results in-line with our expectations, driven by healthy demand from cloud and telecom customers, which more than offset the expected reset in wireless," said Hock Tan, President and CEO of Broadcom Inc. "Our outlook for the fourth quarter reflects a strong anticipated ramp in wireless, as well as the continuing surge in demand for networking from cloud and telecom customers, more than offsetting expected softness in enterprise."
"We generated record free cash flow of over $3 billion, which represented 33 percent growth on a year on year basis, and reduced total debt by $1.9 billion in the quarter," said Tom Krause, CFO of Broadcom Inc. "Looking ahead, our cash flow outlook remains robust and we plan to pay down an additional $3 billion in debt in the fourth quarter."
Third Quarter Fiscal Year 2020 Financial Highlights
Non-GAAP
(Dollars in millions, except per share data)
Net revenue
-$ 27
+$ 154
Earnings per common share - diluted
+$ 0.24
(Dollars in millions)
Net revenue by segment
Semiconductor solutions
The Company's cash and cash equivalents at the end of the third fiscal quarter were $8,857 million, compared to $9,207 million at the end of the prior quarter.
During the third fiscal quarter, the Company generated $3,178 million in cash from operations and spent $105 million on capital expenditures.
On June 30, 2020, the Company paid a cash dividend of $3.25 per share of common stock, totaling $1,312 million and a cash dividend of $20.00 per share of mandatory convertible preferred stock, totaling $74 million.
The differences between the Company's GAAP and non-GAAP results are described generally under "Non-GAAP Financial Measures" below, and presented in detail in the financial reconciliation tables attached to this release.
Fourth Quarter Fiscal Year 2020 Business Outlook
Based on current business trends and conditions, the outlook for the fourth quarter of fiscal year 2020, ending November 1, 2020, is expected to be as follows:
Fourth quarter revenue guidance of $6.4 billion plus or minus $150 million; and
Fourth quarter Adjusted EBITDA of $3,744 million plus or minus $75 million, or 58.5% of revenue at the midpoint of guidance.
The guidance provided above is only an estimate of what the Company believes is realizable as of the date of this release. The Company is not readily able to provide a reconciliation of projected Adjusted EBITDA to projected net income without unreasonable effort. Actual results will vary from the guidance and the variations may be material. The Company undertakes no intent or obligation to publicly update or revise any of these projections, whether as a result of new information, future events or otherwise, except as required by law.
Broadcom Inc. will be presenting to investors at Deutsche Bank's Virtual Technology Conference on September 15, 2020.
Quarterly Dividends
The Company's Board of Directors has approved a quarterly cash dividend on its common stock of $3.25 per share. The common stock dividend is payable on September 30, 2020 to common stockholders of record at the close of business (5:00 p.m. Eastern Time) on September 22, 2020.
The Company's Board of Directors has also approved a quarterly cash dividend on its 8.00% Mandatory Convertible Preferred Stock, Series A, of $20.00 per share. This dividend is payable on September 30, 2020 to preferred stockholders of record at the close of business (5:00 p.m. Eastern Time) on September 15, 2020.
Financial Results Conference Call
Broadcom Inc. will host a conference call to review its financial results for the third quarter of fiscal year 2020, ended August 2, 2020, and to discuss the business outlook, today at 2:00 p.m. Pacific Time. Those wishing to access the call should dial (866) 310-8712; International +1 (720) 634-2946. The passcode is 8878889. A replay of the call will be accessible for one week after the call. To access the replay dial (855) 859-2056; International +1 (404) 537-3406; and reference the passcode: 8878889. A webcast of the conference call will also be available in the "Investors" section of Broadcom's website at www.broadcom.com.
The Company's financial results include contributions from the Symantec enterprise security business' continuing operations starting in the first quarter of fiscal year 2020. The financial results from businesses that have been classified as discontinued operations in the Company's financial statements are not included in the results presented above, unless otherwise stated.
In addition to GAAP reporting, Broadcom provides investors with net revenue, net income, operating income, gross margin, operating expenses, cash flow and other data on a non-GAAP basis. This non-GAAP information excludes amortization of acquisition-related intangible assets, stock-based compensation expense, restructuring, impairment and disposal charges, acquisition-related costs, including integration costs, purchase accounting effect on inventory, litigation settlements, loss on debt extinguishment, gain from lapse of indemnification, gains (losses) on investments, gain from sale of business, income (loss) from discontinued operations and non-GAAP tax reconciling adjustments. Management does not believe that these items are reflective of the Company's underlying performance. Internally, these non-GAAP measures are significant measures used by management for purposes of evaluating the core operating performance of the Company, establishing internal budgets, calculating return on investment for development programs and growth initiatives, comparing performance with internal forecasts and targeted business models, strategic planning, evaluating and valuing potential acquisition candidates and how their operations compare to the Company's operations, and benchmarking performance externally against the Company's competitors. The exclusion of these and other similar items from Broadcom's non-GAAP financial results should not be interpreted as implying that these items are non-recurring, infrequent or unusual. Free cash flow measures have limitations as they omit certain components of the overall cash flow statement and do not represent the residual cash flow available for discretionary expenditures. Investors should not consider presentation of free cash flow measures as implying that stockholders have any right to such cash. Broadcom's free cash flow may not be calculated in a manner comparable to similarly named measures used by other companies.
Broadcom believes this non-GAAP financial information provides additional insight into the Company's on-going performance. Therefore, Broadcom provides this information to investors for a more consistent basis of comparison and to help them evaluate the results of the Company's on-going operations and enable more meaningful period to period comparisons. These non-GAAP measures are provided in addition to, and not as a substitute for, or superior to, measures of financial performance prepared in accordance with GAAP. A reconciliation between GAAP and non-GAAP financial data is included in the supplemental financial data attached to this press release.
About Broadcom Inc.
Broadcom Inc., (NASDAQ: AVGO), a Delaware corporation headquartered in San Jose, CA, is a global technology leader that designs, develops and supplies a broad range of semiconductor and infrastructure software solutions. Broadcom's category-leading product portfolio serves critical markets including data center, networking, enterprise software, broadband, wireless, storage and industrial. Our solutions include data center networking and storage, enterprise, mainframe and cyber security software focused on automation, monitoring and security, smartphone components, telecoms and factory automation. For more information, go to www.broadcom.com.
This announcement contains forward-looking statements (including within the meaning of Section 21E of the United States Securities Exchange Act of 1934, as amended, and Section 27A of the United States Securities Act of 1933, as amended) concerning Broadcom. These statements include, but are not limited to, statements that address our expected future business and financial performance and other statements identified by words such as "will", "expect", "believe", "anticipate", "estimate", "should", "intend", "plan", "potential", "predict" "project", "aim", and similar words, phrases or expressions. These forward-looking statements are based on current expectations and beliefs of the management of Broadcom, as well as assumptions made by, and information currently available to, such management, current market trends and market conditions and involve risks and uncertainties, many of which are outside the Company's and management's control, and which may cause actual results to differ materially from those contained in forward-looking statements. Accordingly, you should not place undue reliance on such statements.
Particular uncertainties that could materially affect future results include risks associated with: the COVID-19 pandemic, which has, and will likely continue to, negatively impact the global economy and disrupt normal business activity, and which may have an adverse effect on our results of operations; any loss of our significant customers and fluctuations in the timing and volume of significant customer demand; our dependence on contract manufacturing and outsourced supply chain; our dependency on a limited number of suppliers; global economic conditions and concerns; international political and economic conditions; government regulations, trade restrictions and trade tensions; our significant indebtedness and the need to generate sufficient cash flows to service and repay such debt; dependence on and risks associated with distributors and resellers of our products; dependence on senior management and our ability to attract and retain qualified personnel; any acquisitions we may make, such as delays, challenges and expenses associated with receiving governmental and regulatory approvals and satisfying other closing conditions, and with integrating acquired businesses with our existing businesses and our ability to achieve the benefits, growth prospects and synergies expected by such acquisitions; involvement in legal or administrative proceedings; quarterly and annual fluctuations in operating results; our ability to accurately estimate customers' demand and adjust our manufacturing and supply chain accordingly; cyclicality in the semiconductor industry or in our target markets; our competitive performance and ability to continue achieving design wins with our customers, as well as the timing of any design wins; prolonged disruptions of our or our contract manufacturers' manufacturing facilities, warehouses or other significant operations; our ability to improve our manufacturing efficiency and quality; our dependence on outsourced service providers for certain key business services and their ability to execute to our requirements; our ability to maintain or improve gross margin; our ability to protect our intellectual property and the unpredictability of any associated litigation expenses; compatibility of our software products with operating environments, platforms or third-party products; our ability to enter into satisfactory software license agreements; sales to our government clients; availability of third party software used in our products; use of open source code sources in our products; any expenses or reputational damage associated with resolving customer product warranty and indemnification claims; market acceptance of the end products into which our products are designed; our ability to sell to new types of customers and to keep pace with technological advances; our compliance with privacy and data security laws; our ability to protect against a breach of security systems; changes in accounting standards; fluctuations in foreign exchange rates; our provision for income taxes and overall cash tax costs, legislation that may impact our overall cash tax costs and our ability to maintain tax concessions in certain jurisdictions; and other events and trends on a national, regional and global scale, including those of a political, economic, business, competitive and regulatory nature. Many of the foregoing risks and uncertainties are, and will be, exacerbated by the COVID-19 pandemic and any worsening of the global business and economic environment as a result.
Our filings with the SEC, which you may obtain for free at the SEC's website at http://www.sec.gov, discuss some of the important risk factors that may affect our business, results of operations and financial condition. Actual results may vary from the estimates provided. We undertake no intent or obligation to publicly update or revise any of the estimates and other forward-looking statements made in this announcement, whether as a result of new information, future events or otherwise, except as required by law.
Beatrice F. Russotto
investor.relations@broadcom.com
1The Company is not readily able to provide a reconciliation of the projected non-GAAP financial information presented to the relevant projected GAAP measure without unreasonable effort.
CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS - UNAUDITED
(IN MILLIONS, EXCEPT PER SHARE DATA)
Fiscal Quarter Ended
Three Fiscal Quarters Ended
August 2,
May 3,
Cost of revenue:
Cost of revenue
Amortization of acquisition-related intangible assets
Total cost of revenue
Restructuring, impairment and disposal charges
Other income, net
Benefit from income taxes
Loss from discontinued operations, net of income taxes
Dividends on preferred stock (1)
Net income attributable to common stock
Basic income per share attributable to common stock:
Income per share from continuing operations
Loss per share from discontinued operations
Net income per share
Diluted income per share attributable to common stock (2):
Weighted-average shares used in per share calculations:
Stock-based compensation expense included in continuing operations:
Total stock-based compensation expense
(1) For the fiscal quarter and three fiscal quarters ended August 2, 2020 and the fiscal quarter ended May 3, 2020, net income attributable to common stock excludes dividends on Mandatory Convertible Preferred Stock issued during the fiscal quarter ended November 3, 2019.
(2) For the fiscal quarter and three fiscal quarters ended August 2, 2020 and the fiscal quarter ended May 3, 2020, diluted income per share excluded the potentially dilutive effect of Mandatory Convertible Preferred Stock as the impact was antidilutive.
FINANCIAL RECONCILIATION: GAAP TO NON-GAAP - UNAUDITED
Gross margin on GAAP basis
Purchase accounting effect on inventory
Stock-based compensation expense
Acquisition-related costs
Gross margin on non-GAAP basis
Research and development on GAAP basis
Research and development on non-GAAP basis
Selling, general and administrative expense on GAAP basis
Litigation settlements
Selling, general and administrative expense on non-GAAP basis
Total operating expenses on GAAP basis
Total operating expenses on non-GAAP basis
Operating income on GAAP basis
Operating income on non-GAAP basis
Interest expense on GAAP basis
Loss on debt extinguishment
Interest expense on non-GAAP basis
Other income, net on GAAP basis
Gain from lapse of indemnification
Gains on investments
Gain from sale of business
Acquisition-related gain
Other income (loss), net on non-GAAP basis
Income from continuing operations before income taxes on GAAP basis
Income before income taxes on non-GAAP basis
Benefit from income taxes on GAAP basis
Non-GAAP tax reconciling adjustments
Provision for income taxes on non-GAAP basis
Net income on GAAP basis
Discontinued operations, net of income taxes
Net income on non-GAAP basis
Weighted-average shares used in per share calculations - diluted on GAAP basis
Non-GAAP adjustment (1)
Weighted-average shares used in per share calculations - diluted on non-GAAP basis
Amortization of purchased intangibles and right-of-use assets
Purchases of property, plant and equipment
Fiscal Quarter Ending
Expected average diluted share count:
Weighted-average shares used in per share calculation - diluted on GAAP basis
Weighted-average shares used in per share calculation - diluted on non-GAAP basis
(1) Non-GAAP adjustment for the number of shares used in the diluted per share calculations excludes the impact of stock-based compensation expense expected to be incurred in future periods and not yet recognized in the financial statements, which would otherwise be assumed to be used to repurchase shares under the GAAP treasury stock method. For the fiscal quarter and three fiscal quarters ended August 2, 2020 and the fiscal quarter ended May 3, 2020, the non-GAAP adjustment included the impact of Mandatory Convertible Preferred Stock that was antidilutive on a GAAP basis. For the fiscal quarter ending November 1, 2020, the non-GAAP adjustment includes the impact of Mandatory Convertible Preferred Stock that is expected to be antidilutive on a GAAP basis.
CONDENSED CONSOLIDATED BALANCE SHEETS - UNAUDITED
Trade accounts receivable, net
Long-term assets:
Property, plant and equipment, net
Other long-term assets
Employee compensation and benefits
Long-term liabilities:
Preferred stock dividend obligation
Total stockholders' equity
CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS - UNAUDITED
Cash flows from operating activities:
Amortization of intangible and right-of-use assets
Deferred taxes and other non-cash taxes
Non-cash restructuring, impairment and disposal charges
Non-cash interest expense
Changes in assets and liabilities, net of acquisitions and disposals:
Other current assets and current liabilities
Other long-term assets and long-term liabilities
Cash flows from investing activities:
Acquisitions of businesses, net of cash acquired
Proceeds from sales of businesses
Proceeds from disposals of property, plant and equipment
Cash flows from financing activities:
Proceeds from long-term borrowings
Repayment of debt
Other borrowings, net
Payment of dividends
Repurchases of common stock - repurchase program
Shares repurchased for tax withholdings on vesting of equity awards
Net change in cash and cash equivalents
Cash and cash equivalents at the beginning of period
Cash and cash equivalents at end of period
Supplemental disclosure of cash flow information:
Cash paid for interest
Cash paid for income taxes
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SOURCE Broadcom Inc.


2013 Marist College Canberra School Captain, Damon Mudge, spent two months undertaking a Young Marist Solidarity Experience in the Pailin community in northwest Cambodia. Along with his mate, Will Downing, the pair took a gap year and headed off on a journey to discover the work of the Marist Brothers and, along the way, discover themselves and what makes them tick. Below is Damon's experience.
"Will Downing and I had a great time in Cambodia - we were received well in the community and were given a lot of freedom to go about our days. We stayed in Pailin with two Brothers from Ghana and Korea in a big two-storey building they use as a Learning Centre. We taught English to a wide variety of people including Monks, schoolkids and Doctors, and I taught guitar on the side as a lot of the local kids had shown keen interest.
On top of this, we helped the brothers run outreach programs, medical clinics and worked with other local organizations to give aid to the Pailin community. In one particular week, we helped run two free medical clinics for ear and dental checks-ups.


Britt Gunsser, DPT, CSCS is a physical therapist and strength and conditioning specialist based out of our Greenwich and Manhattan locations. Britt obtained a Bachelors in Exercise Science from the University of Delaware in 2012 and went on to get her Doctorate in Physical Therapy at Rutgers University in 2015. Britt treats patients at all levels and specializes in adolescent athletes and runners of all ages. Britt has completed continuing education courses in assessing running injuries and injury prevention.


A follow up to The legendary La Traviata Natural, CAO La Traviata Maduro quickly became a phenomenon of its own. It features an exquisite blend of Dominican and Nicaraguan fillers and a dark, oily Connecticut Broadleaf wrapper. With notes of pepper, coffee and chocolate, it has a rare combination of smoothness and complexity that makes it a versatile cigar perfect for any occasion.


text:
A history of Berkhamsted Cricket Club
100 Years of Cricket by H.E.Todd
Think of it – one hundred unbroken years of cricket in Berkhamsted. It is a sobering thought! And the writer is even more sobered by the thought that he has played every season for the Club for nearly half of its history – to be precise for forty six consecutive seasons! Admittedly his more recent appearance is dignified by the term "played", but he did turn up once in white flannels for the Third Eleven last season. (They were every short on the day!) and he did actually stagger to the wicket to make one run, though a vail should be drawn over his antics in the field.
Actually to call 1975the Centenary Year of the Berkhamsted Cricket Club is a conservative estimate. As early as 1819 wickets were pitched for a Married vs Single game in the town, and the Mechanics Institute organised a similar encounter for several years from 1867 onwards in the Castle Grounds – and what a beautiful setting that must have been. Odd games about that time were played by Berkhamsted School and teams like the Berkhamsted Brewery and the Berkhamsted Foot Beaglers, but it was not until 1875 that a real fixture list of seven matches was published by the Town Club in the local press, and by the 1880's a full programme against many of our present day opponents was regularly embarked upon.
Comments in the press show that club playing and organisation problems have not changed. In 1892 playing away against Chipperfield "The fielding of the visitors in some degree accounted for their heavy defeat". Centenary season captains please note! In 1905, against West Herts "White was given out lbw and a very doubtful decision it appeared to be from the attitude of several of the players". Naughty! Naughty! "We cannot undertake to insert matches unless they are properly written on one side of the paper, and they must reach this office not later than Thursday morning", Secretary please note, but for Thursday read Monday!
And, again in 1905, after the first match for the season against Wolverton "It may be especially urged at the commencement of the season that the prolonged interval, the arbitrary adjournment for refreshment, and the early drawing of the stumps will not tempt an increasing number of spectators to come and see the play", perhaps the beauty of the ladies doing teas was responsible for the prolonged interval. Bless them, they are stiff doing teas, and are still as beautiful as ever. What would be have done without them over all these years?
Umpires were as vulnerable as ever, even in 1927! "A curious incident was that Cowleys's first two overs both comprised seven deliveries. The seventh ball of his first over was no-balled by umpire Bass, and the seventh ball of the seventh over bowled Stone. It was a straight delivery which Stone said he did not see as a train was passing by his line of sight". In those days the wickets on the Town Ground were pitched from canal to railway, and the trees along the railway side were much smaller. Obviously this encouraged local guile, and Jack Cowley had some!
The present Town ground has been used since before the beginning of the Century, it was shared with Berkhamsted School until 1915, when the school moved up the hill, and later the Institute used it on Sundays and the Hockey Club during their winter season. The Institute merged with the Town after the Second World War, and some excellent player were inherited, including the Waller brothers – one of whom played for the County and the other became Captain of the Club, and also our much lobed President Jim Harrowell. The old pavilion on stilts was replaced in 1937 with the present building, which is constantly being altered and redecorated. At present members are busily engaged in making it smart for our Centenary season.
With the advent of the Wanderer eleven – later to be called Thrid eleven, the junior team always played away until, for a time, the School ground was kindly lent during the holidays and, more recently, excellent wickets have been made available at the Cow Roast, though co-operations with the Hockey Club.
Links with the past are still firm with some of our older spectators, Walter Brinklow, who umpired back in the 1920's is a regular attender on the ground, and he is able to compare present day form with the tearaway bowling of Tally Morgan who first played in the 1890's and signed his last minutes as Chairman in 1951. The writer took over the captaincy in 1937 from delightful Jack Cowley, who was already vice-captain in 1911 and making runs and taking wickets in his elegant way.
Like all local clubs, we have had our ups and downs. During one vintage period between 1923/33 we were lucky enough to have some excellent players and also a Chairman who was an MCC administrator. The result was that we were privileged to play mid-week matches against touring International teams – the West Indies three times, New Zealand and India. After that for a period, though excellently administered on the Max Crispin era, the results were less impressive, and they reached their nadir when the writer was Captain! Oh, those regular resounding defeats by Chesham!
The main aim of this article, however, is to bring an earlier published history up to date, and to concentrate on the last ten years, which have been some of the most successful the Club has known. It is a happy thought that we enter our hundredth year as winners in the 1974 Herts League, which included all the senior clubs in the County. Indeed, we can surely claim over recent years to be the most consistently successful club in the County, for we also won the Hertfordshire Competition in our first year of entry in 1969, were again champions in 1971, and in all other years have been well to the top of the table. And amongst more local clubs the Gazette Cup, which included the hazard of strong village and works teams who are apt to spring surprises, has been won five times since 1966.
On looking through the results over this decade the outstanding impression is that so many matches were actually won. Of course some were lost as well – though few in comparison – but very few were drawn unless weather inferred. Ken Burling, one of the most aggressively elegant batsman who has been seen on the ground, was skipper from 1965 – 1968. In 1965 Denis Atkins, Bob Walker, Dave Wilson, Denis Beard and Norman Warren were making the runs, and Brian Collins was already taking wickets. 1966 was another excellent season with variety given to the bowling by Cook, and by 1967 Barry Keeling and Bob Niven were adding youth and style to batting and bowling. In 1968 the Collins/Buckle opening attack caused havoc, as it has done many times in later seasons. Brian was chosen for the County, John Davies showed class whenever he played, and Laurie Thompson arrived to give ballast in more ways than one.