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Coalition Chair
What Does Infrastructure Mean to the Midwest?
Local Job Creation and Economic Impact
A Safer Way to Move Energy
Managing Agricultural Energy Costs
Improved Rail Capacity
Dakota Access Pipeline: Economic Impact To Date
Now that construction of the 1,172-mile Dakota Access Pipeline is complete, it's only a matter of time before the line begins transporting crude oil from North Dakota's Bakken region to key refining markets.
First announced in 2014, this $3.78 billion infrastructure project has already resulted in countless economic and fiscal benefits for communities throughout the Midwest. Whether it was as big as a multi-million dollar purchase from an American heavy equipment manufacturer like John Deere or a record setting season for a family-owned ice cream store, it is clear that this project made a difference in the lives of many.
"The Dakota Access Pipeline has already meant jobs for thousands of Midwesterners and billions of dollars in economic activity," said MAIN Coalition spokesman Craig Stevens. "Siting, constructing, and operating this pipeline is a testament to the expertise and dedication of community leaders, government officials, engineers, and laborers – all working together to develop and safely transport our nation's energy resources. Now that the pipeline is operational, it will help fuel our nation's economy for decades to come.
"We are hopeful that President Trump continues to alleviate regulatory hurdles and uncertainty, allowing our nation's infrastructure to grow and our manufacturing and agricultural sectors to flourish," Stevens added.
Environmentally sensitive, economically beneficial, and vital to our nation's energy future – projects like the Dakota Access Pipeline are critical to creating jobs and strengthening our economy.
*All data was sourced from either the Strategic Economics Group or DAPLPipelineFacts.com.
Tags: Dakota Access, Economy, Jobs, Tax Revenue
Dakota Access Pipeline Is A Milestone For ND Energy Development
The demonized Dakota Access Pipeline will go into service soon, likely early this week, and will begin delivering 470,000 barrels of Bakken crude oil every day to a distribution hub, providing better access to important markets. In all the pandemonium over the pipeline, with months of noisy protests, the importance of the pipeline to North Dakota has been overshadowed.
The Dakota Access Pipeline will make North Dakota's roads and railroad crossings safer, a big plus for public safety. It has the capacity to eliminate 500 to 740 rail cars or more than 250 trucks each day.
The $3.8 billion pipeline will bring as much as $100 million a year in additional tax revenue to North Dakota, a welcome infusion as the state struggles with low prices for energy and farm commodities. It will transform the economics of oil production by reducing transportation costs an estimated $3 a barrel. By increasing the competition among existing pipelines, it will help to further alleviate transportation costs. High transportation costs have long dogged Bakken producers.
Tags: Dakota Access, Economy, North Dakota, Tax Revenue
AP: Dakota Access Will Support $110M Increase In Annual Tax Revenue
A new analysis by The Associated Press finds that North Dakota will gain over $110 million annually in tax revenue after oil begins flowing through the Dakota Access Pipeline. The $3.8 billion pipeline, which is set to come online later this month, will provide a safer, cost efficient avenue for Bakken drillers to ship product to key refining markets in Illinois and the Gulf Coast.
North Dakota in the past decade has become the second-biggest oil producer in the United States, behind Texas. But its location in the northern Plains, far from major oil markets, means less profit on each barrel of oil. North Dakota lowers its tax on each barrel to keep its crude competitive with other states.
Much of North Dakota's oil is shipped by truck or train. The 1,200 Dakota Access pipeline would carry the oil through South Dakota and Iowa to a shipping point in Illinois. It could shave shipping costs by more than $3 a barrel, according to Ron Ness, president of the North Dakota Petroleum Council. State tax officials estimate every dollar saved means about $33.6 million in added tax revenue each year.
In addition to oil tax revenue, the Dakota Access Pipeline also stands to generate upwards of $55 million annually in property taxes, including $10 million in North Dakota. "It's going to benefit schools and counties and more valuation means lower property tax bills for everybody," said North Dakota tax commissioner Ryan Rauschenberger.
Tags: Crude-by-Rail, North Dakota, Ron Ness, Tax Revenue
Reflecting on the Dakota Access Pipeline and the Next Chapter for the Bakken
In 2014, North Dakota began permitting discussions for the Dakota Access Pipeline. Now, after over two years of discussion, permitting, and construction Dakota Access is nearing completion. This 1,172-mile infrastructure project was designed to transport Bakken crude oil to a hub in Patoka, Illinois. There it will be distributed for consumption by Americans across the country. This first critical pipeline infrastructure link […]
As Dakota Access Nears Completion, America Still Needs Pipeline Infrastructure
In recent weeks, the U.S. Army Corps of Engineers handed down the final easement needed for the Dakota Access Pipeline to cross Lake Oahe in my home state of North Dakota. The pipeline is just days away from becoming operational. While legal battles will likely continue to be waged, court rulings to date have consistently […]
Dakota Access Oil Line Outlasts Protests, Readies for Service
In the end, the pipeline won. Dakota Access, which became a rallying point for tens of thousands of anti-fossil fuel and Native American-rights protesters, is preparing for service, a court filing on Monday showed. Now that the last segment built underneath Lake Oahe has been filled with oil, it's only a matter of time before […]
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IHEC announces plans to open polling centers abroad
On December 13, 2013, the Independent High Electoral Commission (IHEC) announced the possibility of opening polling centers in 13 countries including the United States.
The IHEC's officials said that the commission will coordinate with the ministry of foreign affairs to obtain the approval of a number of Arab and foreign countries to hold the Iraqi parliamentary election on their soil. Further participants are required to present at least one proof of Iraqi citizenship.
"The participants should update their electoral roll within three days after establishing voting centers," said IHEC's member Kolshan Kamal, noting that counting process will take place in the host country before starting the second stage of the process in the IHEC's centers.
Out-of-country voters will have the opportunity to vote in Iraq's 2014 parliamentary elections, which will represent a major political milestone for the development of democracy in Iraq. The participation of Iraqis inside and outside the country in the election will give it more integrity and will emphasize that the legal and constitutional rights of all Iraqis are guaranteed.

redpajama_set_name: RedPajamaCommonCrawl


Gates County, N. C., c. h. at Gatesville. Bounded N. by Virginia, E. by Camden and Pasquotank counties, S. by Perquimans and Chowan, and W. by Chowan and Blackwater Rivers, separating it from Hertford co.
John Hayward, Gazetteer of the United States of America… (Philadelphia: James L. Gihon, 1854), 379.
How to Cite This Page: "Gates County, NC," House Divided: The Civil War Research Engine at Dickinson College, http://hd.housedivided.dickinson.edu/node/16357.


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Marie Sibylle de Saxe-Mersebourg (Mersebourg,  – Bernstadt, ) est une princesse de Saxe-Mersebourg et, plus tard duchesse consort de Wurtemberg-Bernstadt.

Biographie
Elle est la fille du duc Christian Ier de Saxe-Mersebourg et son épouse Christine de Schleswig-Holstein-Sonderbourg-Glücksbourg.

Comme ses sœurs, elle est destinée à participer à la politique matrimoniale entreprise par son père pour épouser un prince allemand. Elle épouse le duc Christian Ulrich Ier de Wurtemberg-Oels, dont elle est la seconde épouse. Le mariage est célébré au château de Doberlug-Kirchhain le .

Sybille donne à son mari, déjà père de sept enfants de son premier mariage, les autres héritiers:

 Christine Marie (Bernstad,  - Bernstad, )
 Christian (Mersebourg,  - Mersebourg, )
 Éléonore Hedwige (Bernstad,  - Bernstad, )
 Ulrique Erdmute (Breslau,  - Bernstad, )
 Charles-Frédéric II de Wurtemberg-Oels (Mersebourg,  - Oels, ), duc de Wurtemberg-Oels-Juliusbourg, il épousa Sibylle Charlotte Juliana de Wurtemberg-Weiltingen
 Christian-Ulrich II de Wurtemberg-Wilhelminenort (Oels,  - Stuttgart, le ), duc de Wurtemberg-Wilhelminenort, il épouse Philippine-Charlotte de Redern de Krappitz
 Élisabeth Sibylle (Delitzsch,  - Delitzsch, ).

Elle est décédée quelques mois après la naissance de la dernière fille. Son mari, s'est remarié avec Sophie Wilhelmine de la Frise orientale.

Notes

Articles connexes
 Saxe-Mersebourg
 Wurtemberg
 Wettin

Liens externes

Naissance en octobre 1667
Naissance à Mersebourg
Décès en octobre 1693
Décès à Bernstadt an der Weide
Duchesse de Wurtemberg

redpajama_set_name: RedPajamaWikipedia


Our Story - Family Enrichment Center of Ozaukee, Inc.
The Family Enrichment Center (FEC) concept began in 1995 when several agencies shared space in the Cedar Mills building in Cedarburg. In 1999, the four participating agencies: COPE Services Administrative Offices, Ozaukee Family Services, United Way of Greater Milwaukee and the Volunteer Center of Ozaukee County moved to a larger facility at 885 Badger Circle in Grafton.
Currently, the FEC houses many more human service agencies. Our center is at full capacity and dreams of an expansion to allow more agencies to join our nonprofit family and increase the services available to the community.
This collaboration has partnered agencies that help build strong families and improve the quality of life throughout Ozaukee County. The Family Enrichment Center began with a dream and now serves as a shining example of what a caring community can come together to accomplish.


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Elizabeth A. Sackler papers
Elizabeth A. Sackler, the daughter of Arthur M. Sackler, a psychiatrist who made a fortune in the pharmaceutical business and a noted patron of the arts, has been a tireless advocate on behalf of American Indians and the repatriation of their sacred objects as well as a self-described "matron"of feminist art". Her papers include correspondence, reports, fundraising materials, A/V materials, photographs, and publications.
Global Campaign for Microbicides records
Abstract The Washington-based Global Campaign for Microbicides (GCM), which engaged over 300 organizations worldwide from its founding in 1998 to the present, focused on encouraging the development of HIV/AIDS prevention methods that women could use autonomously, with no active partner participation. The collection contains a wide range of materials from published scientific research to documentation of the GCM's lobbying efforts in Washington, as well as personal correspondence and handwritten...
Dates of Materials: 1990-2011
Susan Hodges papers regarding Citizens for Midwifery
The collection contains the professional papers of activist Susan Hodges, especially her founding and work with Citizens for Midwifery, a grassroots consumer organization that advocates for access to midwifery services and educates women on alternatives to hospital birth.
Subject: Computer media X
Subject: Mailing lists X
Electronic mail 3
Fliers 3
Invoices 3
Leaflets 3
Organization files 3
Reproductive and sexual health 3
American Indian Ritual Object Repatriation Foundation 1
Ansbacher, Charles 1
Chicago, Judy, 1939- 1
Childbirth Alternatives Network 1
Citizens for Midwifery 1
Clinton, Bill, 1946- 1
Clinton, Hillary Rodham 1
Elizabeth A. Sackler Center for Feminist Art 1
Elizabeth A. Sackler Foundation 1
Georgia Friends of Midwives 1
Global Campaign for Microbicides 1
Halima, Yasmin 1
Heise, Lori 1
Hodges, Susan Sherry 1
Hunt Alternatives Fund 1
Hunt, Swanee Grace, 1950- 1
John F. Kennedy School of Government. Women and Public Policy Program 1
Midwives' Alliance of North America 1
Sackler, Elizabeth A. (1948 February 19) 1
The Institute for Inclusive Security 1


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ISAAC'S QUARTERLY
Pastor Isaac Scott
Quarterly Team
The Confined Arts (TCA)
Artists Who Advocate
Fiscal Sponsor
Quarterly Films
Quarterly Institute
Donate to TCA
Guy the Artist
With ballpoint pen as his medium, Guy's work represents the reality of this adage. This former counterfeiter/forger twenty year career ended with a five year forced hiatus in a federal facility. Having aspired to be an artist his entire life, he saw this as an opportunity to become the next Norman Rockwell, allowing the Federal Bureau of Prisons to act as his sponsor since they were feeding him and paying his rent.
His bubble was burst when the officer in charge of the Arts & Crafts Program told Guy that he wasn't allowed to order oil paints or turpentine. The officer taunted: "You're supposed to be an artist - learn to paint with something else." Guy spent the subsequent week in his cell contemplating what he might use as a medium when he noticed an old, grainy photograph in a newspaper. He could see that the image was just dots. help thought to himself: "I can do that ." And he did. In short order he began to approach his drawings as oil paintings, applying his dots of ink in layers, crating depth and rhythm. Guy taught himself to paint with a 25 cent Bic pen. What began as an act of defiance has enabled Guy to fulfill his penchant for detail and definition as perhaps no other medium could.
There have been only two occasions where he has entered his work competitively, and on both occasions his work has won ribbons. Both times, the annual "Corrections on Canvas" show and competition sponsored by the Rockefeller Foundation and held in the New York state Capitol Building. The first year Guy entered he placed third in a field of 900. On his second participation he entered 3 pieces and placed first and second of over 1200 entries. What an achievement!
View Art in Gallery
© 2019 Isaac's Quarterly LLC. The images, pictures, and videos on this website are copyrighted and may not be downloaded or reproduced. These materials may be used only for Educational Purposes. They include extracts of copyright works copied under copyright licences. You may not copy or distribute any part of this material to any other person. Where the material is provided to you in electronic format you may download or print from it for your own use, but not for redistribution. You may not download or make a further copy for any other purpose. Failure to comply with the terms of this warning may expose you to legal action for copyright infringement and/or disciplinary action by Isaac's Quarterly LLC.
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Just noticed all of the threads that have ZERO replies???? WTF??? It appears to me that this is a dead website, a webship aimlessly adrift with nobody at the helm to run it.
Yup. Me too my friend me too.
Idk what happened to this site but back around 2010 it was alive. They all must of migrated during the forumz update . it would be nice to know where because there was some verry intelgent people.
Last edited by b_man; 08-29-2018 at 05:04 PM.
Yeah I just registered looking for help and noticed all the unanswered posts as well.


Fresh from P2 pole and second in the final American Le Mans Series race at Petit Le Mans, David Brabham got the call-up to race in the Armor All Gold Coast 600 with Erebus Motorsport, triggering a month-long stretch of international races.
After competing in the final ALMS race at Petit Le Mans, I had planned to fly straight home. But, while I was at Road Atlanta, I got an email from David Stuart at Erebus Motorsport asking if I could go to the Gold Coast and help them out. It didn't take long for me to say 'yes', as it's always a fabulous race to do.
It was good to drive with Tim [Slade] again. We work well together and we fit the same seat! The team and I also know each other well, so it's always really easy for me to just fit in. Last year we came close to winning, but this year things didn't go as well.
The set-up on the car didn't come good until the Sunday race, when we switched to follow the sister car and Lee Holdsworth, as his set-up was really good. I got turned around at the start and someone T-boned me and pushed the drivers' door in. Consequently, when it came to the pitstop, I couldn't get out of the car…! We lost nearly two laps and so our race was done.
From the Gold Coast I went straight to Macau to contest the Volkswagen Scirocco R Cup Masters Challenge – a one-off invitational race to commemorate the 60th running of the Macau GP.
Winning the Macau GP 24 years ago as a rookie gave my career a huge boost. I remember attending the FIA Gala Prize-Giving Ceremony in Paris, sitting on Frank Williams' table and going to collect my World Cup with Alain Prost – an amazing experience! The following year I was on the F1 grid with my heroes, so winning Macau really helped.
It was really special to go back and race there again; it's an amazing circuit – probably the best street track in the world! I was delighted to be invited to race and with drivers from the '60s and across the decades taking part, it was 'game on' for the young and the old!
I qualified sixth, which I wasn't happy about. I didn't get the warm-up right for the tyres so I didn't get the best from them. A few of us were on a much quicker lap until a red flag came out when Steve Soper and Stefan Johansson got together. I tried to be a bit too clever on the start and dropped down to 11th, so I was pleased to get fifth in the end.
Macau has changed so much since '89, but thankfully the track hasn't. The circuit is still as challenging as ever, but the rest of the town is unrecognisable. To give you an idea, Macau's casino revenue is six times bigger than Las Vegas – staggering!
It was great to race with old friends and make some new ones as well. We had as much fun off the track as we did on it, so it was a great way to end the season.


Heat the olive oil in a pan and add the sausages. Fry for about 8 minutes until golden and cooked through.
Add in the garlic and fry for 1 minute. Add the tomatoes and saute for another minute.
Pour in the Dole Sweet Italian Garlic and Mushroom Spaghetti Sauce and let boil and simmer. Season with salt and pepper.
Stir in the basil and cooked pasta into the sauce, and then serve in bowls. Top with parmesan cheese.


Includes Thyroid Profile with TSH, Tri-iodothyronine (T3) Free Serum, Thyroxine (T4) Free Direct Serum plus Thyroid Peroxidase (TPO) Antibodies, Thyroid Antithyroglobulin Antibody (TAA) and Reverse T3.
Thyroid Peroxidase (TPO) Antibodies - antibodies to thyroid microsomes (thyroid peroxidase) are present in 70% to 90% of patients with chronic thyroiditis. They are also present in smaller percentages of patients of other thyroid diseases. Antibody production may be confined to lymphocytes within the thyroid, and serum may be negative. Small numbers (3%) of people with no evidence of disease may have antibody. This is more frequent in females and increases with age.
Thyroid Antithyroglobulin Antibody - This test may be ordered to investigate the cause of an enlarged thyroid gland (goiter) and/or performed as a follow-up when other thyroid test results (such as T3, T4, and/or TSH) show signs of thyroid dysfunction. One or more thyroid antibody tests also may be ordered if a person with a known non-thyroid-related autoimmune condition, such as rheumatoid arthritis, systemic lupus erythematosus, or pernicious anemia, develops symptoms that suggest thyroid involvement. Such involvement may occur at any time during the course of the other condition(s).


Meet John Wagner. Tiger's latest recruit brings a positive can-do attitude with a fresh perspective. John is an Air Force Veteran and Martial Arts Instructor with a background in Environmental Protection. Striving for excellence and customer satisfaction in every exchange, John is an exceptional addition to our Environmental Services Team.


1965 House Bill 1830. An Act To Define The Requirement Of Full Competition In The Taking Of Bids On Contracts For Materials Used In Construction Contracts And To Provide For Substitutions.
Title 1965 House Bill 1830. An Act To Define The Requirement Of Full Competition In The Taking Of Bids On Contracts For Materials Used In Construction Contracts And To Provide For Substitutions.


text:
André Billy (n. 13 decembrie 1882 - d. 11 aprilie 1971) a fost un prozator, critic literar și istoric literar francez.

Opera
 1927: Literatura franceză contemporană ("La littérature française contemporaine");
 1950: Pronaosul ("Le narthex");
 1954: Madame ("Madame");
 1962: Grădina plăcerilor ("Le jardin des délices");
 1965: Pe marginea adevărului ("Sur les bords de la vérité");
 Negru pe alb ("Du Noir sur du Blanc").

Billy a scris biografii despre Diderot, Balzac, frații Goncourt, Stendhal, Max Jacob, Apollinaire.

Bibliografie
 Danțiș, Gabriela - Scriitori străini, Editura Științifică și Enciclopedică București, 1981

Legături externe
  Scurtă prezentare la FindAGrave.com
  Prezentare la fr.Topic-Topos.com

Nașteri în 1882
Decese în 1971
Romancieri francezi
Eseiști francezi
Critici literari francezi


VSTO earnings call for the period ending September 30, 2018.
Good day and welcome to the Vista Outdoor quarter 2 FY 2019 earnings conference call. Today's conference is being recorded. At this time, I'd like to turn the conference over to Kelly Reisdorf. Please go ahead.
Thank you, Cassidy. Good morning and thank you for joining us for our second-quarter fiscal-year 2019 earnings call. With me this morning are Chris Metz, Vista Outdoor chief executive officer; and Mick Lopez, senior vice president and chief financial officer. Before we begin, I'd like to remind everyone that during today's call, we will be making several forward-looking statements, and we make these statements under the safe harbor provisions of the Private Securities Litigation Reform Act.
These forward-looking statements reflect our best estimates and assumptions based on our understanding of information known to us today. These forward-looking statements are subject to the risks and uncertainties that face Vista Outdoor and the industries in which we operate. We encourage you to review today's press release and Vista Outdoor's SEC filings for more information on these risk factors and uncertainties. Please also note that we have posted presentation materials on our website at vistaoutdoor.com, which supplement our comments this morning and include a reconciliation of non-GAAP financial measures.
Thank you, Kelly, and good morning, everyone. Two quarters ago, we announced a new strategic plan to put Vista Outdoor back on the path to success. In a very short time since then, we've made much progress on that plan. Here are some of the highlights since announcing our new strategy.
We have now delivered two solid back-to-back quarters. We've taken significant steps to optimize our portfolio, including closing our first divestiture, our Eyewear business. We've begun to -- the divestiture process on our Savage brands and we are seeing encouraging initial interest. We've hired strong leaders for our Bushnell, CamelBak, and BLACKHAWK! businesses.
I've completely restructured my corporate leadership team, taking layers out and consolidating positions to reduce overhead. We've also reduced our physical footprint in corporate by consolidating facilities. We have placed an even greater emphasis on e-commerce and digital marketing across all of our brands by adding a higher-level e-commerce executive to the leadership team. We've driven multiple other cost savings and efficiency initiatives across the enterprise from procurement to supply chain, to sourcing, to manufacturing efficiency, to payroll consolidations, and more.
And importantly, we've introduced the winning culture to our entire organization. I will discuss these initiatives in the quarter in much more detail, but I believe the executive summary is that the transformation is taking shape, we are seeing results and are more confident than ever that we now have the tools and plan in place to complete this turnaround to get this company back to profitable growth and to see more successful Vista Outdoor for the future. So today, I'd like to talk about what we've accomplished this quarter, review the market challenges that we continue to face, and our plan to mitigate those challenges while continually delivering results. Let me start with some more details on the quarter.
We delivered a solid Q2. We exceeded our internal plan on both revenue and earnings per share. Sales for Vista were $547 million and adjusted EPS was $0.05. At the segment level, Shooting Sports sales and adjusted gross profit both increased sequentially from quarter 1 to quarter 2.
Within Outdoor Products, adjusted for the Eyewear business, sales were relatively flat year over year. Sequentially, organic sales were up 6%. And it is important to note that we delivered another solid quarter, while we're also completing our sale of the Bolle, Cebe, and Serengeti eyewear brands. I think this demonstrates that the existing key team can deliver results both operationally and strategically at the same time.
As we said when we announced the sale, we plan to use the proceeds to pay down debt, and I'm pleased to say that in quarter 2, we paid down $143 million in debt. Year to date, we've paid down $176 million in debt. And since October of last year, we've paid down a total of $307 million of debt. We've also made progress on our previously discussed refinancing actions.
As you know, earlier this year, we entered into an amendment to our existing credit facility to give us covenant relief through the end of our fiscal year. We did this to allow us adequate time to put in place a more flexible, asset-based loan structure that will facilitate the completion of our strategic transformation plan and support our pursuit of future growth in our core categories. I'm pleased to say that we have completed our restructuring discussions with our lenders and received commitments from them for a new facility that is tailored to our strategic path forward. Mick will provide more details on that in a moment.
So as you can see, we've made incredible progress in a relatively short period of time. We are demonstrating that we can execute our transformation plan and still deliver against the bottom line. So, now let's talk a little bit more about the progress on the transformation plan. As you know, we've made the decision to rightsize our portfolio of brands and focus on four core categories: ammunition, hunting and shooting accessories, hydration bottles and packs, and outdoor cooking products. We also decided to explore strategic options for brands that we didn't deem as core to our business going forward.
As I said earlier, we just completed the sale of the Eyewear business in early September. That sale was an important first step in transforming our business and we are eager to build on that momentum. Our team is now laser focused on the divestiture process for Savage Arms. We've chosen the financial advisor for the transaction and are beginning to engage with potential buyers for the Savage brand.
Initial interest leads us to expect that we will have a strong auction process with bids from both strategic and financial buyers. I'm pleased with the interest level we've had and believe we will have more news to share before the end of the fiscal year. Concurrently, we're also working on a number of other initiatives to focus our brand portfolio and make sure we are the most competitively can be in our core product categories. We took several steps during the quarter to free up resources that we can better deploy in these categories.
First, we sold certain assets associated with our small hunting decoys brand, Final Approach, to one of our retail partners. Secondly, we have begun the process of pursuing strategic options for the Jimmy Styks stand-up paddleboard brand. So as you can see, we are making progress on our turnaround. And while we are absolutely approaching this strategy with a sense of urgency, we are also acting in a deliberate, processed manner following a disciplined plan to ensure smart, strategic, and financial decisions are made each step of the way.
In addition to these portfolio actions, we've also taken steps to strengthen our brands and improve their ability to continue to compete and win in our core categories. We have restructured our business units and moved responsibility for sales, marketing, and other core customer-facing functions to our brands to drive accountability and results at that level. And we know we can't achieve winning results without the right talent and culture. I'm pleased that our transformation plan is resonating with some seasoned and successful brand leaders who want to be a part of this turnaround.
We have attracted new talent to invigorate our brands and lead them into the future. Vishak Sankaran is now the president of Bushnell. Vishak is a seasoned executive with a long history of success at other consumer products companies. And Vishak is no stranger to turnarounds and is already well on his way to a more engaged and successful Bushnell. We also recently welcomed Greg Williamson as the new president of CamelBak.
We already -- we are already seeing Greg's impact and focus on getting CamelBak back into fighting shape and take back market share in a category that we created. And at BLACKHAWK!, we brought in Josh Waldron. Josh is a successful entrepreneur and the founder of brands like SilencerCo. And nobody embodies our new focus on founders' mentality like Josh.
I'm excited about the potential these great leaders bring to these iconic brands. I mentioned culture and want to elaborate on this for just a moment. With any great organization I have been a part of in the past, a key ingredient for success was the underlying culture. To me, culture is behavioral tendencies. We all wake up each day and tend to behave in a certain way.
And all great organizations tend to exhibit behaviors that are consistent with long-term success. At Vista, we have identified and defined these behaviors and have begun to roll them out to our entire employee base. Our people are excited about it. And I can tell you from personal experience, this will become the secret sauce of our organization's success going forward.
So while portfolio optimization is one of the keys to a successful transformation, it's not the only focus area. We've also focused on improved profitability across the business. To expand gross margins, we have focused on reducing costs through both improved sourcing and production efficiency initiatives at our owned manufacturing plants. We've made great progress on these initiatives and expect the investments we've made in the first half of the fiscal year to drive margin expansion in the second half of the fiscal year and beyond.
We have also undertaken several initiatives that have reduced corporate staff and consolidated corporate functions under fewer senior leaders. This allows us to go forward with a leaner corporate team and place more emphasis in investment at the brand level. In addition, we made the decision to reduce our corporate footprint and are in the process of finalizing a sublease for our Farmington, Utah facility. The Farmington office space is much larger than we need, is our most expensive piece of corporate real estate and is an unnecessary cost to incur during our turnaround.
We determined that we can use our other two corporate facilities in Anoka, Minnesota and Arlington, Virginia to house our corporate and shared services teams. We believe these are important steps to take as we continue our transformation. While I'm optimistic about the future of Vista and confident in our ability to succeed, we are still facing a number of external challenges that will have an impact on our business. The first challenge is the market itself.
Like the rest of the industry, we do not see a return to growth for the ammunition market in the near term. We had been expecting to see some improvements over the prior year in the back half of this year, but those expectations have not come to fruition quite yet. Rimfire where we are the clear market leader continues to be down year over year, and the 223 556 tactical shooting market remains soft. Our ammunition distribution channels, our back-to-normal inventory levels, and shooting trends are still strong, but we have yet to see evidence of a sustainable recovery in consumer demand.
POS and sell-through data have yet to demonstrate any sustainable, positive trends. Additionally, the pricing environment in certain ammunition categories remains very challenging. We face competitive pressures from a certain other ammunition producer, who has reduced pricing to levels that we do not believe to be sustainable. Though we do not intend to chase any of our competitors to the bottom and expect pricing to stabilize in due course, we will take action to defend our leading market share position in the short term.Despite these challenges, there is reason for optimism with regard to our ammunition business.
We continue to be the world's leading ammunition producer and are holding share across each of the categories we compete in. And despite the challenging market conditions, we expect to see sequential growth quarter over quarter for our ammunition brands in the remainder of this year. This is due largely to the innovative new products we continue to introduce and the strength of our long and deep relationships with our channel partners. We are also seeing strong sales in the traditional hunting market categories over prior years such as big-game centerfire rifle, waterfowl loads and heavy-field loads, which are some of our highest-margin ammunition products.
I am confident we can leverage our leadership position in ammunition to continue to capture market share and weather this market downturn. In our Outdoor Products segment, the market picture is mixed. The market for our golf and outdoor cooking products continues to grow, and Camp Chef and Bushnell have strong market positions within their respective product lanes. The market for hunting and shooting-related accessories remains largely flat. In hydration, we have seen some growth in packs, but the market for bottles remains largely flat and competition is fierce.
Beyond market challenges, we also faced increased commodity cost in our ammunition business in Q2. Though we expect commodity pressures to be reduced in the second half, price levels still remain elevated over the second half of our fiscal year 2018. The final challenge I want to discuss is the recently announced tariff increases on certain goods imported from China. Some of our brands will be impacted by these tariffs, while others will be largely unaffected.
Vista Outdoor was an active participant in the regulatory process and worked to gain exemption from the tariff list for several of our product categories. We were successful on multiple fronts, getting exemptions on helmets and sporting optics, which significantly reduced the impact of the tariffs on our overall business. However, several brands on our portfolio are still affected. And due to the specialized nature of the manufacturing, these are not products we can simply make elsewhere in the short term.
We expect that affected brands will absorb the impact through a combination of price increase and reduced margins, but the final results will differ for each brand. On a positive note, we do not currently expect a cumulative financial impact on Vista to be material and have factored in the net effect of tariffs into our full-year guidance. Before I finish today, I'd like to spend just a few minutes talking about some of our brand wins in the second quarter. While the biggest takeaway from Q2 was our ability to make progress on our strategic transformation while simultaneously improving the underlying profitability of our business, I don't want any of you thinking there aren't exciting things happening within our brands. As we've said before, delivering innovative new products will be critical to our future success in all market conditions, and our brands continue to deliver on this front.
I'll just mention a few that will provide some color to what our brands are focusing on and where we're winning. First, we won a significant ammunition contract with the Department of Homeland Security. This is the largest law enforcement contract of its kind in our federal ammunition team's history. So, as you can imagine, we're very excited by this news.
It's a five-year IDIQ for up to $75 million in Federal Premiums new 223 duty rifle ammunition. This win is a testament to the federal team for producing such a trusted product that will be relied upon by our men and women in uniform. Our new 224 Valkyrie ammunition just received Ammo Innovation of the Year at the 2018 National Association of Sporting Goods Wholesalers. As you'll recall, we introduced the 224 Valkyrie early on in the year, and it has become the industry's hottest new load.
We're excited by how it has been received, thus, far and the potential going forward. We also introduced the Tungsten Super Shot load to both waterfowl and turkey hunters. This new TSS tungsten alloy gives us the hardest hitting payload at extreme ranges while also giving hunters the highest pellet count available. These new loads have the season's hunters hitting limit faster than ever.
And we announced two new lines of Federal Premium centerfire big game loads and started a new bulk ammo campaign this fall for pistol and rimfire called BYOB, bring your own bullets. There's a lot of excitement in the retail channel over these product lines and we anticipate delivery in the fourth quarter. Lastly, in our ammunition business, we recently announced our partnership with General Dynamics to capture next year's Lake City contract. The partnership with Federal and General Dynamics brings together the industry's biggest and best brands, giving us the strongest opportunity possible to capture this contract.
Savage's model 110 Refresh featuring the innovative AccuFit stock system has been a huge success with our consumers. Following discounting and rebate actions that Savage took last year to clear older inventory from retail channels, we are seeing excellent sell-in and sell-through with the refreshed model 110. Bushnell's new optics lineup has started to appear on store shelves, and the initial response has been strong. The new lineup raises the bar in technical solutions for low-light conditions.
Customer and media reviews have been very strong, and this new suite of products begins to put our Bushnell team in the best position to win in years. Meanwhile, Bushnell's Golf, Phantom, the top-selling GPS product on the market, has helped the brand achieve an all-time high in tournament gift sales. And finally, to build brand connections with the end consumer and grow our high-margin direct-to-consumer business, several of our brands have added customization offerings to their product lines. For example, Giro's flagship Aether cycling helmet is being offered in custom design and color configurations exclusively through the Giro website.
Similarly, CamelBak is offering its customers the ability to purchase customized water bottles. I would encourage each of you to visit Giro and CamelBak's websites to create your own unique custom helmet and water bottle. The strength of our brands and our industry-leading share positions are what first attracted me to Vista Outdoor. In downturns like the one we are currently facing, it is typically the industry's leaders with strong brands and management teams that end up on top.
I'm confident with the strength of our brands and the leaders we are attracting, we will emerge as winners. So once again, I want to thank you for being on today's earnings call. I hope you've gained a little more insight into our strategic plan and can see that we are moving forward and making good on our commitments. As I like to tell our team, we need to continue doing what we say we are going to do one quarter at a time.
As with any journey, however, we're taking, we won't get to the destination immediately. We have to continue to make progress and build upon our momentum. I continue to believe there's tremendous potential in Vista Outdoor and that with a renewed focus on profitability and discipline growth in our core categories, the future is bright for us. With that, I'll turn the remainder of the time over to Mick to discuss the financials. Mick?
Thank you, Chris. Good morning, everyone. We have disclosed both as-reported and adjusted results in our press release to assist you with -- in your understanding of the underlying numbers and how they compare to prior periods. You will find a more detailed financial presentation of our second-quarter fiscal-year 2019 performance on our website.
As Chris mentioned, we are implementing our strategic transformation plan and our second-quarter results reflect continued progress. Closing the sale of our Eyewear business is the first step toward our strategy to focus on our core product categories and concurrently, our continued commitment to reduce our debt and improve our financial flexibility. The divestiture of Bolle, Cebe, and Serengeti brands was completed on August 31, 2018. Selling price was $158 million, subject to the customary purchase price adjustments.
We used $143 million of the proceeds to pay down long-term debt. Due to the final allocation of goodwill and fixed assets required by GAAP, during the second quarter, we recorded a pre-tax loss of $5 million related to the sale of Eyewear. We have taken steps toward our strategic intent to deleverage by paying down debt. We have reduced our term loan balance year to date by a total of $176 million.
We finished the second quarter with a total leverage ratio of 6.77, which remains below our credit agreement covenant of 8.25. As previously discussed, we have been working to replace our current credit facility with a more flexible asset-based loan structure that will facilitate the completion of our strategic transformation plan and allow us to pursue growth in our core categories going forward. We are pleased to announce that we have received commitments from Wells Fargo and other joint leader rangers for our new $450 million, five-year, asset-based revolver and $109 million, five-year, asset-based term loan. In order to align our debt structure with our liquidity needs in the short term, we have also obtained a commitment for a $40 million second-lien term loan.
We believe we have obtained better terms and structure as a result of being able to share our positive second-quarter results. We anticipate closing on the refinancing in November. We believe this debt structure is well suited to our strategic path and will provide us with significantly improved financial flexibility while simultaneously lowering our ongoing interest rate expense. Within our stand-up paddleboard business, we experienced the loss of a key customer in the second quarter.
Accounting guidelines require us to reevaluate our customer relationship intangibles when there is a triggering event such as this one. The analysis shows that the future cash flows cannot support the valuation. And as a consequence, we took a noncash impairment of $23 million to the customer relationship intangible associated with the Jimmy Styks acquisition. I will now discuss our adjusted results for the quarter, first, for Vista Outdoor overall, and then I'll provide more color on the drivers for each of the segments.
Now on to our adjusted financial results, turning to Slide 3. The company reported second-quarter sales of $547 million, down 6.9% from the prior-year quarter or down 3.8% on an organic basis adjusting for the Eyewear sale. The year-over-year decrease was caused by lower sales in ammunition. On an organic basis, the Outdoor Products segment remains flat.
Second-quarter gross profit was $113 million or 20.7%, down from $139 million or 23.7% from the prior-year quarter. Gross margin percentage was down approximately 300 basis points year over year. Sequentially, from our first quarter, gross margin decreased approximately 170 basis points. Our operating expenses for the second quarter were $94 million, down 10.2% from the prior-year quarter.
Cost-reduction actions taken in both business segment and at the corporate level drove this decline. Interest expense for the current quarter was $14 million, compared to $13 million in the prior-year quarter. The slight increase resulted from a higher borrowing rate in the current period, partially offset by a lower average debt balance. The borrowing rate in our second quarter was an average 5.8% compared to an average of 4.3% from the prior-year quarter.
The average debt balance during the second quarter was $850 million, compared to $1.1 billion in the prior-year quarter. Our tax rate for the quarter was 49.7%. The tax rate is affected by international tax and nondeductible tax expenses recorded in the quarter. For the second quarter, we recorded net income of $2.6 million, down from $19.5 million of net income in the prior-year quarter, resulting in an earnings per share of $0.05, compared to $0.34 in the prior-year quarter.
Year-to-date free cash flow generation was $55 million, compared to free cash flow generation of $80 million in the prior-year period. The decrease in free cash flow was driven by investments in working capital primarily tied to increased inventory balances, partially offset by lower capital expenditures. Now I'll turn to the performance of our business segments, where we report sales and gross profit, turning to Slide 4. Second-quarter sales in Outdoor Products were $272 million, down 6.6% compared to the prior-year quarter.
On an organic basis, sales were flat, compared to the prior-year quarter. The reduced sales volume is primarily due to the sale of the Eyewear brands, which had sales of $19 million in fiscal year '19 versus $39 million in fiscal year '18. Hydration solutions business had lower sales as a result of lower demand, offset by higher sales in our outdoor cooking business as a result of continued growth. Gross profit in the second quarter for Outdoor Products was $64 million, a decrease of 14.8% from $76 million in the prior-year quarter, down 6.9% on an organic basis.
The decrease was primarily caused by the sale of the Eyewear brands. Turning to Slide 5. Shooting Sports recorded second-quarter sales of $274 million, down 7.3% from $296 million in the prio- year quarter. Ammunition revenue decreased 11.5% versus prior year as a result of the timing of some international contracts for centerfire ammunition and continued softness in both rimfire and 223 556 markets.
Firearm sales increased 18.7% due to new Savage Arm product launches. Sequentially, from the first quarter, firearms increased by 21.3%, ammunition increased by 3.4%, with a total segment increase of 6.2% in a challenging market. The second-quarter gross profit in Shooting Sports was $49 million, down 23% from $63 million in the prior-year quarter. The year-over-year decrease was a result of unfavorable commodity cost, lower pricing, and lower sales volumes as described.
Sequentially, this is a 9.5% increase from the first quarter. Turning to Slide 6. We delivered second-quarter results that exceeded our expectations while facing continuing market challenges. Our focus on indirect and direct sourcing initiatives and our productivity improvement plans are well under way and on track.
The investments we are making among numerous supply chain and manufacturing efficiency initiatives throughout the first half of the fiscal year are expected to drive margin expansion in the second half of the fiscal year and beyond. Based on a very strong second quarter, we have raised the low end of our full-year adjusted earnings per share range from $0.15 to $0.35 to now $0.20 to $0.35. The modified earnings per share guidance reflects an increase in our core business performance. Considering all of these factors, we would like to summarize our fiscal year '19 guidance as follows: we expect sales in the range of $2.1 billion to $2.16 billion; interest expense at approximately $55 million; and adjusted tax rate of approximately 30%; adjusted earnings per share in the range of $0.20 to $0.35; capital expenditures of approximately $60 million; free cash flow in the range of $70 million to $100 million; and research and development also generally in line with our prior expectations at approximately $30 million.
We expect EBITDA margins of approximately 7.5%; Shooting Sports gross margins, approximately 20%; and gross margins in Outdoor Products in the mid-20s. For the first half of the year, we had tough comparisons to the prior year, mainly in Shooting Sports, as the rimfire market was slower to tail off last year. We expect to see profit recovery in the second half across the company as the Shooting Sports market continues to normalize, commodity costs remain lower, cost initiatives are realized and new product launches begin to hit the market. Because of the divestiture of Eyewear, we thought it would be prudent to give you a bit more color on the second half of the fiscal year.
We expect third-quarter sales to be approximately 8% to 10% less than second-quarter sales as a result of the Eyewear divestiture and the movement of a significant international order to the fourth quarter. We also expect third-quarter gross profit to be relatively flat to the second quarter as cost improvements compensate for the loss of Eyewear revenues. We then expect fourth-quarter sales to be up about 5% to 6% versus the third quarter. With continued favorable impact of commodity pricing and the timing of our cost initiatives, our fourth-quarter profit should have substantial increase over quarter 3.
At the midpoint of the fiscal year, we are on track with our financial plans and initiatives to optimize our portfolio, lower our debt, refinance with a flexible low-cost alternative and continue to drive cost improvements. With that, we will open the call for your questions.
[Operator instructions] Our first question comes from Jim Chartier of Monness, Crespi and Hardt.
Hi. Good morning. Thanks for taking my questions. Just want to talk on the sales outlook.
It sounds like your expectation for ammunition for the year is maybe a little bit lower than it was three months ago. So, you're reiterating your sales guidance, but are you trending more toward the low end or how should we think about that?
Well, the guidance that we've given, Jim, is the most accurate reflection of where we expect the business to be. So, as I alluded to in my opening comments, it's a tough market out there. There's no question about it. But we feel good about what we've got in place, both from a promotional cadence as well as a new product cadence that we see coming on market -- in the market.
So that's why when we look at the improvements we're seeing sequentially, particularly as we move into the fourth quarter, we feel good about where we're at from an ammunition standpoint.
OK. And then on the firearms side of the business, you had really strong growth this quarter. Was there any timing that maybe resulted in outsized growth this quarter? Or is that the kind of growth we should expect for firearms for the entire year?
So, Jim, good question. I mean, what we certainly capitalized on was the onetime refresh. So the growth we saw -- I mean, I wouldn't expect the firearms business to be growing at mid- to high teens as it has in the first half. I think a lot of that is the success of the 110 and the initial reaction to that.
But we certainly do continue to expect the firearms business to be healthy and to continue to capitalize on the innovation they brought to the market.
Great. And then on the tariffs, you mentioned that you have a relatively immaterial impact for the full business. What percentage of your sales were impacted by tariffs?
Fortunately, a small percent. I mean, it's less than 4%. And really, kudos goes out to our team. We've got a group of folks that -- including the business leaders as well as a couple of folks that focus on the relationships on the hill every day, and they did a phenomenal job in the testimonies and really pushing our case.
So as a result of that, we had a number of critical categories for us that were taken out of the tariffs. So, the resulting impact was not by accident but was through the hard work of our team, and I'm proud of what they've done. So as we've said, the impact should be immaterial.
Great. Thanks. Best of luck.
Our next question comes from Scott Stember of CL King.
Good morning. And thanks for taking my questions.
Chris, can you maybe talk about online capabilities? I know that that's been an issue in the past, whether it'd be drop shipping for big online channels or individual online capabilities at the individual divisions. Can you maybe just talk about how that process is going and where we are with that? Thanks.
Yes. So, Scott, it's a big focus area of ours. I mean, to the point where we've made some very good progress in some key areas and, frankly, haven't made as much progress in other areas. And it's a primary reason why we brought in a new leader of e-commerce and digital marketing.
Bob Steelhammer, who we brought in, I've worked with him in the past. He is just a great talent. And as you recall, a couple of quarters ago, I mentioned the first order of business was really building the content and building the story. So, we've got tons of products, and we didn't have the content being pictures and editorials and all that kind of stuff that when people go online that can really discover our products.
We've done a huge amount of work to overhaul that. Secondly, we want to make sure the experiences on our websites are crisp and are really up to date. And so you've seen a lot of refreshes in our brands from our website development. And we moved into some customization in this past quarter, as I mentioned, with BellGiro and with CamelBak.
So now for the first time, you can go on and order a customized helmet that is the highest-priced helmet in the marketplace because it's the best. And bottles, for the first time, you can download your -- and share with our team a PDF file of family pictures and great experiences and have that printed on the bottle or whatever you want. So we're making a lot of progress as it relates to our efforts to be a much more digital-friendly and e-commerce company, but a lot more to come.
Got it. And talking about the -- that new Homeland Security ammo, one that you talked about, $75 million. Maybe just talk about the timing of that and how we should look at that from a margin perspective compared to core ammunition business.
Scott, we don't give a lot of color on individual contracts other than what we've won. So typically, these are multiyear contracts and it takes some time to start to realize the sales. So, everything that we expect from that and from our other contracts has built -- been built into our guidance. But we're excited about it.
In fact, I just heard last night we also won the Boston Police Department business, so another great win. I had mentioned last call, we had NYPD. And so, you look across the -- and that was on top of the LAPD, and so you look across all of the police forces and men and women in uniform, and we are winning not only our fair share but the majority of that. So we expect, whatever I've mentioned so far, including the Homeland Security, to start shipping this fiscal year, built into our guidance but it will be a multiyear contract.
All right. And last question just on ammo pricing. Obviously, you have to deal with the competitor that you spoke of that has been very, very aggressive. But what are you baking into your guidance? What level? Anything worse than we've seen right now? Or is it pretty much static with what we've seen in the last couple of quarters for the rest of the year? And that's all I have.
Sure. So Scott, to the pricing that we've seen is -- it baffles us because we know what the input costs are, and we know where pricing should be to be able to make a reasonable profit. And so with some of the pricing we've seen in our discussions with our key retail partners, they're not real happy either because it -- they may sell a bit more, but the margin dollars they're going to make are less. And so, it doesn't result in a sustainable situation for us or our retail partners.
So we don't expect the impact of pricing to be at the levels that we're seeing now. And remember, this is only in a couple of calibers that we're seeing it, so it's not across-the-board type of price decrease but we're watching it carefully. We've reacted to the extent that we need to so far, and we'll continue to watch it. And as you'd expect, being the industry leaders, we're not going to lose share, and we're going to do what we have to.
And we've built into our guidance what we think is a prudent amount of moneys and efforts to be able to do what we need to do.
Got it. That's all I have. Thank you.
Our next question comes from Brett Andress of KeyBanc Capital Markets.
Good morning. If I could actually dig into your answer to that question a little bit more, it does seem like that pricing pressure is a little bit worse than it has been in the past. But is that occurring in any particular category, centerfire, rimfire? Is that across the board? And is there any way you can maybe help us frame up a little bit more the magnitude of that pricing pressure that you're seeing?
Yes. So, Brett, we're predominantly seeing it in 9mm as well as some of the 223 556. But it's predominantly nine millimeter. And so nine millimeter is a popular caliber.
It's used in handguns. And so I don't want to talk too much about what other folks are doing. All I know is that it's a recent decrease in pricing that we think is unsustainable. But we've reacted to it in the short term, and our retail partners have been happy with our reaction so far.
OK. And then if I could circle back on tariffs within Outdoor Products. Can you tell us how much of your supply chain and cost of goods in that segment is sourced through China, I guess, either directly and indirectly?
Yes. So, we don't share that level of detail for a number of reasons, not the least of which is competitive reasons. But, Brett, there's a lot of product that comes from China. And so some of the categories, frankly, China is the only source for some of the product categories.
There's not a lot of movement from us or the industry to be able to change that in the short term. And in other categories, you've got optionality both with your current suppliers that happen to have manufacturing locations in other parts of the world that we're talking to them about should we keep it or should we move it or what have you. So, we're evaluating all alternatives, working with current suppliers, looking at potentially new suppliers, everything you can imagine from that standpoint. And lastly, where we have to, we will adjust price to compensate, but that's not the first or the second choice, for certain.
Got it. And, Mick, I don't know if I missed this, but it doesn't look like you gave us the amount of the inventory writedown. I think, you called out, and I think it was tactical gear. Can you give us that amount?
Yes. The amount for our BLACKHAWK! inventory reduction was $2.7 million.
Got it. And that wasn't adjusted out, right?
OK. That's all I had. Thank you.
Our next question comes from Dave King of Roth Capital Partners.
Thanks. Good morning, everyone. First, on the firearms growth of 19%, do you have what the growth rate was at POS for firearms? And then on the Outdoor side, other than CamelBak, which was down, and Camp Chef being up again, what were the trends from the other Outdoor brands between Bushnell and BellGiro, etc.?
Yes. So, Dave, we don't give out POS information because it's spotty. It -- we get good POS data from some customers, no data from other customers. And so in total, what we try to do is extrapolate out our sell-in versus our will sell-through to make sure that our inventory levels are at appropriate levels.
All I can tell you is that the 110 model refresh that has driven a lot of the success at Savage is selling through. It's getting in consumers' hands and we're seeing quite a bit of rewards. The good thing about Savage, too, we haven't talked a lot about this, but they make a lot of their product almost made-to-order. So, almost half of their business that comes in in a given 30-day period of time, these orders that were written that month.
So, there wasn't a heavy load on products. So, what's selling in has been selling through. As it relates to the second part of your question, again, we don't give detailed commentary on brands or what have you. But suffice it to say that our outdoor recreation business in total, our Action Sports business, were relatively flat from a sales standpoint, again, with outdoor cooking up a little bit and hydration being down a little bit.
Our hunt-shoot accessories were down low single digits, we think, in line with the rest of the category. It's been soft from what we're hearing from retailers, Hunting and Shooting Accessories, in general. It typically follows ammunition. So, it's not surprising to us, and we're hopeful that, as we go forward, we'll see an improvement there as well.
OK. That's really good color. So, thanks for answering those. And then on the new debt facility, Mick, did you say what sort of rate we should be assuming on that versus what I think was, I think, like a 5.81 did in the current quarter?
We did not say the specific rate but as we've stated, this is an asset-based loan. We're getting much favorable rates that comes in our first tranche, which will be an ABL revolver. And the debt will probably be at LIBOR plus 200 range. And as you know, these change.
Our second tranche will probably be at LIBOR plus 375. That is certainly much better than our current term loan, which is, depending on our leverage ratio, between L plus 400 to 500, where we are right now. So year on year, we do expect an improvement of anywhere from 70 to 100 basis points, again, depending on levels of leverage. And we can certainly be able to give you guidance next year that will show a significant improvement in our interest expense.
OK. That's great color as well. And then lastly for me on the asset sales, is the plan there still to sell Savage Stevens and then move on to BellGiro? And if so, why are you approaching it that way versus running both processes simultaneously? And then, what's sort of the current expectation on what you could do to that facility -- or take that and deal with that, take down debt post these sales?
Yes. So, Dave, we've discussed previously that we have the bandwidth internally to only be able to handle so much. And so I outlined in my beginning remarks that we've got a number of things going on, on a number of different fronts. And some of those same resources are helping us in other areas.
We took on the Eyewear divestiture, and that was a complicated divestiture. It was a very global business. It had a footprint in multiple countries. There was a well-negotiated Transition Service Agreement, and we're really happy with the outcome.
What we got what we thought was above-market price, I think it was 12 times EBITDA, it was a good sale for us. Then we felt as though the timing was right for Savage, and so we moved into that process. That will take us a bit of time. We're happy with what we're seeing so far.
So, we're going down that path of what we stated previously, and we're going to stick the course there. We're going to go sequentially through these. In terms of how we're going to use the proceeds of the -- from the sales is, as we've communicated previously, our number one priority is to continue to pay down debt. We're hopeful that we'll be in the near future in a position where we're at appropriate leverage ratios where we can start to look at different ways to deploy our cash and our availability.
And so that will include what you'd expect, which is potentially looking at smaller tuck-in acquisitions for some of our core brands as well as looking at potentially stock repurchases, depending upon what the price of the stock is. So, we haven't changed in terms of our thoughts on capital allocation, and that's where we're at right now.
Our next question comes from Rommel Dionisio of Aegis.
Thanks very much. Chris, could I just follow up on Scott's earlier question on the law enforcement, potentially in the military channel -- congratulations, by the way, on the DHS contract win. What's sort of enabling you to win some of these police and federal law enforcement contracts as of late? Is it pricing, product efficacy or anything else? And also, I'm also intrigued by this partnership with General Dynamics. I don't know if you could just expand on that a little more. I know -- does that help position you with the military now? For example, the military is looking at a potential revision to the 223 because apparently, it can't shoot through this new Russian type of body armor.
So, are you positioning for a potential contract win there as well?
Sure. And good questions. I'll really try to take them one at a time. So, why we're winning? What we think is our fair share of these contracts and these tenders, it's, frankly, because of the great products and great relationships we have.
And there's a lot that goes into both of those points. So from a product-innovation standpoint, I think we have got the best R&D team in the industry. And you look at what we've done on the commercial side with this tungsten alloy, waterfowl, and upland bird load, it's wonderful. It's a terrific product.
It sets a whole new way of expectations in terms of shooting, what have you. We've done the 224, which is a brand-new caliber. And so we want to continue to drive that innovation. And a lot of the innovation working on internally starts with the military and the government because their requirements are very stringent, very tough.
And so, they've reached out on -- to us on a number of different future projects that we're working with that, we think, in its own way, shape and form could work its way down into the commercial market. But the team that leads that, we have a terrific team that has developed these relationships over years and years and years, and we've become a trusted source for confidential future projects as well as current tenders. The partnership with General Dynamics is very exciting. This is a big opportunity for them and a big opportunity for us.
We've got lots and lots of people that are working on this RFQ that is -- has just been issued. And so we're -- it's a long ways off, right? So, they won't make a decision on this for another year, and then there's another year on top of that transition. But we're in good stead there to do well on that. So -- and your comment on 223, there's some confidential stuff that, as I mentioned, as a trusted partner with the military, we're looking at all sorts of different stuff as we go forward with them.
And as you can appreciate, I really can't comment too much on that.
OK. Fair enough. Thanks very much, Chris. Congrats on the quarter.
Our next question comes from Khanna Gautam of Cowen and Company.
Hi. Yes. Good morning, guys. Chris and Miguel, this is Jeff on for Gautam.
Hi, Jeff. How are you?
Good. Thank you. Thanks for taking my question. I had a question on the ammo market, again, circling back to that.
I think last quarter or the quarter before, you were saying you're picking up share this year in the first half or last year, rather. In Q3, did you -- did that continue? Were you able to pick up any market share? And if so, what categories were you getting it?
Yes. So it's a little early to tell as we look back on it. But we know in some of the -- I mentioned some of the centerfire product were coming out with in the hunting markets, we feel like we are positioned to take share there. I also mentioned the TSS turkey, waterfowl and upland bird load.
We feel like we're in a position to take share there on high-end shot shells. And we've got innovation across other key categories where we feel like we're taking share as well. Some of the other categories like rimfire where we're the clear market leader, it's hard to tell there, given the downswing we've seen in demand and as consumers work through their stockpiles. But in total, we see the ammunition market.
We've got pretty [Inaudible] on FET, excise taxes, and what have you. And in total, we continue to grow our share position.
OK. Thank you. And on the inventory levels, you said the channel inventory is improving. It looks pretty good.
Is there -- I know it's difficult to gauge, but what would you -- do you have any color or thoughts on like personal consumer inventory levels and stockpiling? I know it's hard to kind of get a feel for that, but any color would be helpful.
Yes, Jeff, I wish we had more detail to share with you there. We stop short of walking into people's homes and again, looking in their safes and their basements. So, we just don't know. But what we do know, and I've mentioned this previously, is we've gone out and interviewed thousands and thousands of users to get a feel for shooting trends.
And that's why we're confident when we say we think shooting trends are healthy is because we've gotten direct feedback from people talking about their own consumption month over month, year over year, what they've shot, what they expect to shoot. And we've been able to extrapolate out from that where we think the overall shooting market is healthy. Now how quickly did they work down their inventory? I think we are all hopeful that they would have worked it down quicker, but we don't know. We don't have a firm answer on that.
OK. Thank you. That's helpful.
Our next question comes from William Reuter of Bank of America.
It sounds like you're committed to continuing to use asset sale proceeds to reduce debt. Can you talk to us about where you expect leverage to be when you complete those asset sales? And then, I think, in the past, you've said your target leverage is two to three times. I was wondering if you still are kind of sticking by those numbers.
Yes. We are committed to reducing our leverage ratios. As you can see that we have taken our total debt outstanding from $1.1 billion to $750 million. That is quite an achievement with only one asset sale.
A lot of it has been cash generation, taking down inventory levels, improving our working capital. And we will continue to apply proceeds from debt against that, but we are aiming for long term between two to three times leverage is what we said. I think, in the short term, we also have to improve our EBITDA ratio. And by improving our EBITDA ratio, we should be able to be very comfortable in that range in a year or two.
OK. And then, I guess, the only other question for me, your CAPEX. You're guiding to $60 million for this year. I'm not sure how that might break out between your different brands. If you were to complete all of the asset sales, do you have a sense for what your CAPEX would have been this year?
We still guide to the same number. I think it's fair to say that we had a very economic approach in the first half where our CAPEX is around $20 million. We are making significant improvements in our manufacturing capabilities, which are on the ammunition side. That drives greater efficiencies and cost reductions, as a result.
We do not break it up by brand, of course, and no intention.
We have a follow-up question from Brett Andress of KeyBanc Capital Markets.
Thanks for squeezing me in. I just had a quick follow-up on the paddleboard business. I guess, what exactly happened with that customer? And how much customer concentration risk is there in that business? And does that really change the range of strategic options that you have available for other business?
Yes. So, Brett, when you -- you go back to when we originally purchased the business, so a bit of the investment thesis back then was we felt like we could take a growing category. And through expanding their very concentrated customer base at the time as well as new product innovation, we felt like we could grow that category and that brand. So, what's happened since then is we've introduced some pretty neat innovation but so has our competition.
And so, we didn't introduce anything that was substantially different from what I've seen, and our customer concentration did not improve. And so with the loss of one of our key customers, it puts us in a spot where we are best to look at strategic alternatives, and I'll just leave it at that.
At this time, we have no further questions in queue. And I would like to turn the conference back over to Chris Metz.
Thank you, operator. And Thank you, everyone, for joining us today. Just to restate the big takeaways from this quarter. We are pleased our results exceeded our internal plan, and we have made substantial progress on our transformation plan.
We've closed the divestiture of the Eyewear business and have made progress on the Savage process. And we've taken steps at both corporate and the brands to reduce costs and improve profitability. I'm confident we're on track to turn around this company, deliver profitable growth, and see a more successful Vista Outdoor. We appreciate your time today, and look forward to speaking with you -- with everyone again on the next earnings call.
David and Tom just revealed what they believe are the 10 best stocks for investors to buy right now... and Vista Outdoor wasn't one of them! That's right -- they think these 10 stocks are even better buys.


1.ok i started off as a terran defender i get the sabre do a few missions then get to the point were my ships to weak...1 missle will own me yh i get a few umm raptors?? im not sure of the names but all are weaker than the sabre...on the shield side of things anyway i believe the sabre holds 5,5mj shields the rest only seem to hold 5,1mj shields tho my friend sayz that if u add more than 5 u get stronger shields??/ is that true...anway basicly im askin if any1 knows of a good starting ship?.
4. what would u say is the best fighter based weapon not including missles?.
same goes for capital ships?
5.witch race would you says got the best capital ship?
6. whats the name of that long black ship you see in the start up loading screen???
Sorry if there's a thread already...there's just sooo many it would take me weeks to find what im looking for.
Any Help would be GREATLY Appreciated,thx in advance.
1. The shields every ship can hold you can see in the statistic of the sihp. For your playership you have to click on 'z' and than 'u' or 'i'. Not sure about the last one Endless shields is not the same with endless shieldpower. Every ship has a maximum of both: The number of shields and the maximum power of shields.
At start I try to earn 5-7 millions (how to earn it... later ) to buy a Cutlass. It is a M3+, can hold 6x25MJ shields. That is the sixfold of the shieldpower of the Sabre.
3. Read the manual. It is very extensive and helpful. There are some test tradings shown... Furthermore is here a thread were some moneyspinners for trading are explained.
4. The best fighter based weapon? I would say the EMPC (the weapon on your sabre and your rapiers) is very good. It si one of the best weapons I know. About the other weapons you must make your own opinion. You cannot generalize all wepons.
6. In my loadscreens there are no black ship. The only ship I have there is at the bottom of my post. It is a cutlass.
As for the ship at the loading screens i cant rember were i saw it but im sure its on a loading screen somwere...its a capital ship??.....anyway thx again for the help its much appreciated.
There aren't any capital ships in the default loading screens.
There are a couple with stations in the background you might mistake for a station. The images are just jpgs in the EGOSOFT\X3 Terran Conflict\loadscr\ folder.


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My research group is investigating a number of areas in computer architectures, focusing on memory systems and designs for reducing and tolerating communication delay in computer systems.
The Adapt project is examining the use of prediction and flexibility to improve the performance of memory systems. We are currently studying how prediction can be used to improve uniprocessor cache performance through early eviction of data and prefetching, and investigating the use of prediction to reduce communication in shared-memory multiprocessors by selecting a cache-coherence protocol which is matched to the needs of the application.
Other efforts are studying instruction encodings to eliminate NOPs and improve compatibility in VLIW systems, and the design of computer systems and programming environments to exploit parallelism at multiple granularities.
Architectures that combine programmable processors and reconfigurable logic, computing using nanotech devices, design techniques to integrate computation and sensing, reliability techniques for reconfigurable systems.


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Full details revealed for "ALONE IN THE DARK" Scream Factory Blu-ray
Thursday, August 5, 2021 | News
By RUE MORGUE STAFF
The long-awaited hi-def disc debut of the cult-favorite 1982 satirical slasher film comes with a bunch of fresh extras.
Shout! Factory releases writer/director Jack Sholder's ALONE IN THE DARK on a Collector's Edition Blu-ray September 14 under the Scream Factory banner. Jack Palance, Donald Pleasence, Martin Landau, Dwight Schultz, Erland van Lidth, Deborah Hedwall, Elizabeth Ward and Lee Taylor-Allan star; the synopsis: "At a secluded mental institution, electricity fuels the asylum's hi-tech security system that keeps the nearby neighborhoods safe from menaces like Frank Hawkes [Palance] and "Preacher" [Landau]. Dr. Bain [Pleasence] maintains strict order while a new doctor, Dan Potter [Schultz], arrives in town with his family. But the inmates don't take kindly to Potter's presence and believe he has killed off their former therapist. Suddenly, a power outage leaves the town in chaos…and now the maniacs are free to roam the streets and hunt down the man they believe has invaded their lives. With the area quickly descending into riots and chaos, the innocent few must fight for their lives when they're left terrified, cornered and ALONE IN THE DARK!"
The movie is presented in a new 2K 1.85:1 scan of the interpositive, accompanied by these special features:
NEW "Out of the Dark": an interview with director and co-writer Jack Sholder
NEW "Mother Choppers: The Sic F*cks Remember ALONE IN THE DARK"
NEW "Sites in the Dark: The Locations of ALONE IN THE DARK"
NEW Audio commentary by genre film critic Justin Kerswell and film historian Amanda Reyes
Audio commentary by director Jack Sholder
"Bunky Lives!": an interview with actress Carol Levy
"Still F*cking Sick": Catching up with the The Sic F*cks
Retail price is $34.98, and the disc can be pre-ordered at the Shout! Factory website for $28.43; these orders come with an exclusive 18 x 24" rolled poster of the new cover art while supplies last.
Jack Sholder
Scream Factory
Sic F*cks


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Which Countries Get The Most Sleep?
Posted by: Satya Prakash December 8, 2022 in Facts & Trivia
Good sleep is one of the essentials for health and happy life. A number of benefits are available such as uncluttered mind, clear thinking, reduced risk of infections and diseases, enhanced immune system, good mood and reduced stress. Good sleep can be a key determinant of professional success and improve your interactions with family and friends.
However, in today's fast-paced world, it has become quite difficult to get a good night's sleep. There are so many distractions in the digital era that many people find it difficult to get proper sleep. Lack of sleep hampers productivity and creativity of individuals, which in turn can collectively impact the nation. To understand how things stand in the world, here's a look at countries that get the most sleep.
Countries that get the most sleep
Netherlands – In comparison to the globally recommended 8 hours of sleep per day, people in Netherlands sleep around 5 minutes more on an average. That means 8 hours and 5 minutes of sleep per day. Netherlands is ranked 19th in terms of GDP and 5th in World Happiness Index.
New Zealand – People in New Zealand sleep an average of 8 hours 4 minutes. The country is ranked 51st in terms of GDP and 10th in World Happiness Index.
France – People in France sleep 8 hours 3 minutes on an average. France's GDP is 7th largest in the world and it ranks 20th in World Happiness Index.
Australia – People in Australia sleep 8 hours 1 minute an average. The country is ranked at 14th place in terms of GDP and 12th in World Happiness Index.
Belgium – Average sleep time of people in Belgium is almost the same as that of people in Australia. Belgium has the 26th largest GDP in the world and ranks 19th in World Happiness Index.
Which are most tired nations in the world?
Tiredness and fatigue can arise from various factors such as hours worked per week, screen time per day and total sleep in a 24 hour period. In a survey based on these parameters, it was found that Singapore was the most tired nation in the world. Its fatigue score was 7.2 out of 10, the highest of all countries on the planet. Mexico was the second most tired nation in the world, with fatigue score of 7.01. At number three was Brazil, with fatigue score of 6.28. United Stated was fourth in the list, with fatigue score of 5.57. At number five was Japan, with fatigue score of 5.32.
As sleep is a key determinant of an individual's health and wellness and even the nation's wealth and progress, it is important that we get our daily dose of sleep. We also need to focus on quality of sleep rather than just counting the hours. If you feel fresh in the morning, it is the only evidence you need to show that you have had a good night's sleep.
Satya Prakash
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Tannourine (, also Tannoureen, Tannorine) is a Lebanese town located in the Batroun District, part of the Governorate of North Lebanon, 80 km from the capital Beirut. Tannourine is formed by a cluster of mountain settlements located in the highs of the Batroun District, the largest of which is Tannourine El-Fawqa, followed by Chatine,Tannourine El-Tahta, and Wata Houb. Tannourine has a population of approximately 25,000.

Tannourine extends between the municipal borders of Douma and Yammoune, and between Aqoura to the south and Bsharri and Hadath El Jebbeh to the north. The town is close to the Kadisha Valley and Cedars of God UNESCO World Heritage Site, the Afqa grotto, the Baatara sinkhole, and the Nahr Ibrahim valley.

Tannourine lies in a collection of valleys and ravines accessible either from Douma, Kfour Al Arbe, a backroad from Bsharri or from a newly constructed highway direct from Batroun, or from Laqlouq.

Among the personalities born in or connected to Tannourine through family roots, one can remember the Colombian politician José Antonio Turbay Jorge, second cousin to the former president of Colombia Julio César Turbay, and the former Lebanese minister Boutros Harb.

Etymology
Tannourine is the plural of the Syriac word tannour, which indicates an old stone oven. Tannourine's name may in fact stem from the local topography, which resembles the convex form of an oven called tannour, with the dual suffix ine as a reference to the two distinct areas of Tannourine Al-Tahta (literally Lower Tannourine) and Tannourine Al-Fawqa (literally Upper Tannourine).

Climate

Tannourine Cedar Reserve
The village also shares its name with a cedar forest of some 1,000,000 trees. Covering an area of 195.5 hectares at an altitude ranging between 1,300 and 1,800 meters. The Tannourine Cedars Forest Nature Reserve is considered the largest and densest cedar forests in Lebanon, with ninety percent of the trees in the forest being cedar trees. Other companion trees like Cupressus, Pinus, Abies, Populus and others constitute a very rich ecosystem in planter species. The fauna ranges from the various types of birds (eagles, owls, robins, etc...) to wild animals (hyenas, boars, squirrels, snakes and bats).

The reserve includes cliffs and caves, and its mountainous landscape is astonishing with cedars growing on extremely vertical slopes. These cedars can be seen along the road that goes north to Hadath al-Jebbeh, which, although in poor condition, winds its way through wild and isolated scenery up to the Kadisha Valley gorge, leading to Bsharri.

During the Lebanese war (1975-1990) land mines were spread in some parts of the forest, making it mostly inaccessible by the local communities and their herds. This ended-up protecting the forest: it was left relatively un-touched until a law dated 20/2/1999 established it as a protected area. The Lebanese Army cleared the forest of land mines. The reserve is now open to the public and hosts "Tannourine Cedars Night" an annual summer music festival.

Villages and local attractions
The Village of Balaa (bordering Laqlouq) is known for its deep natural sink hole. A 300-meter walk brings you to a dizzying open cavern some 250 meters deep. Three natural bridges - of which the middle one is the most spectacular - complete the scene. In the spring, snow melt water forms the scenic 90m high Baatara gorge waterfall.

The Nahr-Al-Joze (the Joze being a species of trout that grows in the valley river) meanders through the valley and borders a number of restaurants, and creates a forest ecosystem higher up towards the source. Likewise, the river has formed a number of natural pools of clear water that can be explored higher up towards the source.

Tannourine is well known for its ancient Maronite monasteries; specifically the convents of Saint Shallitah and Saint Antonios Houb, the latter being located in the village of Wata Houb.

Churches and Monasteries

In the late fifth century AD, Tannourine became a refuge for the Maronites. Some of the churches and monasteries include:

•	Saint Chalitta Church - an archeological site from the Crusader period.

•	Saint Sarkis Church - a Byzantine archaeological site. It had three markets and the vestibule was paved with a mosaic. It was constructed near the new church.

•	The Church of the Assumption of Mary

•	Saint Antonio monastery in Houb was built in 1749.

•	Saint Peter church

Archaeological sites

Tannourine hosts a remarkably large number of monuments dating back to the Phoenician, Romanian and Greek eras.

In the valley of Tannourine-Al-Tahta lies a nearly-intact Roman aqueduct and a decrepit reservoir and Roman Cistern at its side. It is a testament that the fertility of that valley was being exploited since at least the 1st century AD

Higher up in the mountains, in the now abandoned village of Ain al-Raha, are found a number of 6th century and Crusader-era churches that many scholars believe to be one of the earliest known proofs of the presence of Christianity in the upper Levant. Indeed, according to the legend, Ain al-Raha (literally: source of relief) was during the 11th to 13th century a safe haven for defeated Crusaders.

Also, above the previously mentioned old Lebanese house is an abandoned monastery sheltered in the hollow cave on the face of the mountain. It is believed that the 16th century remains were constructed in a way that it melded into the mountain to create a "camouflage" of sorts; and indeed unless you intend to search for it, you'd be hard-pressed to locate it immediately. Such caution was employed in order to thwart Ottoman army which wished to seize the Levant, which they eventually succeeded in doing.

In Wata Houb there are inscriptions on a rock dating back to the eighth century BC, the statues of a huge man between two smaller ones.

In St. Anthony's monastery in Houb, the remains of a Phoenician temple are preserved. In 1936 the remains of a structure with an elaborate stone sculpture were found and a large font was used to save the blood of the victims. This is all in the middle of a paved opening with stone seats around. It was also found among the rubble, icons inscribed with the name of Alexander the Great and drawings of the god, Jupiter, carrying a lightning symbol in his right hand and a scepter in his left. The other read, "Iskandar, the King and the God and the compassionate father" in addition to the drawings of an eagle and the heads of a man and a woman with the words " the 2 Gods are brothers."
There are also writings glorifying the Roman Emperor Hadrian and other writings cautioning from cutting certain types of trees; in addition to pools, restrooms, and forts built to protect convoys from nomadic invasions.
In Tannourine, there is today a Roman wall which marks the boundary between Tannourine and Aqoura.

The Romans also built an observatory called Aytamout observatory, which was overlooking the neighboring areas to address those who come to cut the trees.
The Greek monuments included icons of the goddess Isis, the goddess and protector of navigation. She has two horns and she is carrying in her hand an Ankh with Greek letters of "Byblos".

History

Tannourine was inhabited since the Phoenician and Roman times. However, there is no conclusive evidence that it was a continuous presence or a discontinued one. Nor is there any evidence to prove whether this presence left an impact biologically and genetically on other people who came later to Tannourine.
Based on the manuscript from the 17th century of Father Peter Matar in 1650 and the manuscript from the late 16th century of Father Al Maadi in 1599, several families lived in Tannourine in the thirteenth century, before the Mamluks attack on Mount Lebanon. The most prominent of these families are Matar (مطر ), Ghoch (غوش), Chamoun (شمعون), Harik (حريق), Sadka (صدقه) and Laya (لايا).

Between 1268 and 1306 the Mamluks attacked Mount Lebanon in a "discipline" campaign in the region. Many of these families dispersed, some of which were killed, and others emigrated and some hid in the many caves in the area of Tannourine.

The families that did not become extinct at that stage are Ghoch, Matar and Reaidy (Reaidy family is a branch from Al Matar family), as many of their descendants are still in Tannourine region.

As for the rest of the families that are currently stationed in Tannourine, most of them are the descendant of Gerges Abi Korkmaz the third, the actual Grandfather of more than 60% of the current people of tannourine.

Al Korkmaz main families are: Harb, Youness, Tarabay, Dagher, Yaacoub. It is worth mentioning that these families have branched into several families and names which are too many to state.↵

For the true origins of the Korkmaz the first, there are many stories. Some historians consider him from Slavic ethnic origins, Albanians. Turkish, or Baghdadian origins and that he was called khattar, and khattar means in the Arabic language, the "Spear holder". Also, Korkmaz means in the Turkish language "Fearless"↵.

At the beginning of the 20th century, many citizens of Tannourine travelled to Brazil fleeing the war, many were sent to the city of Araçuai - MG, where they received the last name Tanure, Tanuri, Tanury, Tannure, Tannouri and Tannoury.

Tannourine includes many families who came from several Lebanese villages and towns, such as:

-Bkassini from Bkassine

-Mrad from Kfar Selouan

-Al Chaer

-Komeir, Bou Abdo and Hashem from Aqoura

-Karam and El Hasrouni from Hasroun

-Rashed and Makhlouf from Tartej

-Faddoul from Bsharri

-Akiki from Keserwan

-Abi Khalil from Ain Ksour

Government and demographics
The newly constructed Tannourine Municipality building is located in Tannourine-Al-Fawqa, overlooking the town previously mentioned. A President of the Municipal Council is elected every 6 years along with a "list" of 18 cabinet members who are all subjected to a vote by the residents. It has relative administrative and financial independence but remains under the control, supervision and financing of the central government.

Notable people

 Julio Cesar Turbay, former president of Colombia in 1978
 Boutros Harb, politician
 Assia Dagher, actress and film producer
 Claude Comair, co-founder of Nintendo Software Technology.
 Abeer Nehme, singer and musicologist.
 Maya Reaidy, Miss Lebanon 2018.
 Shakira, singer. Her paternal grandmother is from Tannourine, which Shakira visited in 2018. She was honored with a square in the Cedar Reserve named Shakira Isabelle Mebarak, after her, in which a statue of the singer is intended to be added soon.

References
تنورين
[manuscript of Father Peter Matar 1650 a.c. and the manuscript of Father Al Maadi 1599 a.c]

External links
Tannourine El Tahta - Tannourine El Faouqa - Ouata Houb, localiban

Populated places in the North Governorate
Batroun District
Maronite Christian communities in Lebanon