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Catholic sisters, Global Solidarity Fund seek partners for good in Davos
Leaders of the women's International Union of Superiors General and the Global Solidarity Fund are pictured at the World Economic Forum in Davos, Switzerland, May 23, 2022. From left are Salesian Sister Ruth del Pilar Mora, a native of Colombia who was worked in Ethiopia for years; Loreto Sister Patricia Murray, executive secretary of the women's International Union of Superiors General; Marta Guglielmetti, executive director of the Global Solidarity Fund; and Sister Mary John Kudiyiruppil, a member of the Missionaries of the Holy Spirit from India and associate executive secretary of the International Union of Superiors General. (Credit: CNS photo/courtesy Gian Marco Maraviglia, Global Solidarity Fund)
DAVOS, Switzerland — By sharing their experiences of working with the poor and the marginalized and building partnerships with government and business leaders committed to improving people's lives, religious sisters are convinced that "we can bring about substantial and systemic change," said Loreto Sister Patricia Murray.
As executive secretary of the women's International Union of Superiors General, Murray was in Davos in late May for the World Economic Forum and, especially, to participate in events at the forum's "Goal 17 Partnership Space," a meeting space for business leaders and representatives of nongovernmental organizations.
The Global Solidarity Fund and the Conrad N. Hilton Foundation sponsored an event in the space May 23, "Advancing Courageous Leadership: Elevating Voices from the Margins," featuring Sister Murray, her associate executive director Sister Mary John Kudiyiruppil, a member of the Missionaries of the Holy Spirit from India, and Salesian Sister Ruth del Pilar Mora, a native of Colombia who worked in Ethiopia for years.
The more than 600,000 Catholic sisters in the world know and share the lives of the poor, they work alongside them, and they do not run away, Murray said.
The business and government leaders in Davos, she said, are serious about finding solutions for global challenges like climate change and welcoming and integrating migrants and refugees.
"A lot of sisters, priests and brothers who are doing extraordinary work for the development of people spend time looking for financing," Murray said, and in Davos "you have the whole business world here, leaders who do want to make a difference."
"One of the things that has really impressed me" is listening to business leaders speak from a moral and spiritual perspective, although "they may not use those words," she said. But it is clear there is "a sense of social responsibility growing at every level."
Murray said the Global Solidarity Fund's support is important not only for funding the development work of religious and helping them partner with business, but also in helping the sisters learn how to advocate for and with the poor.
"It is a skill," she said, "but also for us as sisters, it's part of our prophetic way of life — that we speak on behalf of those who have no voice and, better still, if we give those who have no voice a new way of making their case to people who can make a difference in their lives."
The Global Solidarity Fund and Unilever, the London-based multinational, also were joining forces to sponsor a discussion in Davos May 24 on "Job Creation on the Edges: Refugees, Markets & the Power of Partnerships" and to share ideas from their joint project in Colombia to support religious orders working with migrants and refugees to start small businesses and to train people to fill the jobs local companies and industries need.
Marta Guglielmetti, executive director of the Global Solidarity Fund, said many migrants and refugees have no choice but to accept charity when they first arrive in a new land, but they want to work and support themselves and their families.
The project in Colombia, she said, proves that similar initiatives can help migrants and refugees, but also help local industry and their communities.
"We are recruiting the private sector, asking them to recruit migrants," she said.

redpajama_set_name: RedPajamaCommonCrawl


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Manchester Liberal Democrats The Opposition Manchester Needs
2019 Manifesto
Past Press Releases
What do the Liberal Democrats stand for, exactly?
What is the Lib Deb's view on the future of the BBC's role in the sector and how will the Lib's Deb's position on the deficit affect its charter re-negotiations with the BBC?
Do you feel that the Liberal Democrat's have more influence inside the government or in opposition?
Why didn't the Liberal Democrats go into coalition with Labour?
Would you support another Conservative government?
What do you think about the dissolution of Parliament and the way in which MPs are not MPs from the start of the election period?
How will the Liberal Democrats restore confidence in an electorate which believed in and voted for you as an individual and not a coalition party?
What do you make of the 'Northern Powerhouse' plans?
The Liberal Democrats are facing wipeout - what did they do wrong in government?
How can you persuade me to vote for you and your party when I am determined to see the Conservatives prevented from governing in any form?
Did you vote to raise tuition fees?
If you could get one thing into the programme of the government for the next five years, what would it be and why?
Did you vote in favour of the 'bedroom tax'?
How can the Liberal Democrats come back from a wipeout in Manchester?
What have you and the Liberal Democrats done about tax?
Are you for or against the 'mansion tax'?
What are your thoughts on voting reform?
How much damage do you think those Liberal Democrats who went through the government lobby have done to your party?
Do you regret going into coalition?
Would you support a basic income?
Why is it that, for a supposed "small l" liberal country like Britain, centre parties suffer at the hands of more extreme parties?
What can your party promise this time?
Which sporting events do you think should be protected as free-to-air?
Do you think unpaid internships are a good thing?
Is it true that The Christie hospital was not actually under threat?
In a time when the old established party elites, and the minor parties and nationalists join forces, pushing an illiberal agenda, there has never been a more important time for a strong liberal, Liberal Democrat voice in Parliament.
In Labour's paper on the future of the Creative Industries, "Leading the Field: A Review of the Creative Industries, they have vowed not to weaken the BBC if it wins the election. What is the Lib Deb's view on the future of the BBC's role in the sector and how will the Lib's Deb's position on the deficit affect its charter re-negotiations with the BBC?
The Liberal Democrats have been the BBC's strongest supporters in Parliament and are committed to maintaining a BBC funded by the license fee. 96% of people access BBC content for about £3 a week, which is exceptionally good value. I am happy to see the license fee rise with inflation to ensure that the BBC can maintain its position at the top of UK broadcasting and to force other broadcasters to up their game.
What Nick Clegg did at the last Election was very brave, one philosophical view is that to make change we must follow the rules that govern them.
With the move into Government, it gave the LD's a chance to block and comment, pause for further discussion on some decisions that otherwise would have had a total Conservative stance.
It's time for NC to raise the profile of LD's manifesto and lead the party to have further influence in the future.
As one of only two Lib Dem MPs that did not vote to go into coalition, I can still confidently say that you have more influence in Government than in opposition. Politicians go into politics to get things done, not to simply complain about what others are doing.
-0.7% of GDP to international aid
-Linking pensions to earnings and the triple lock
-More then 1 million of the lowest paid taxpayers taken out of paying tax
-The pupil premium
-Anti-tax avoidance measures
None of the above would have happened without the Lib Dems.
As far as coalition discussions relating to culture are concerned, I would hope that the future of the BBC and more equitable geographic funding for arts and culture would be are priorities.
In 2010 Labour offered nothing. They were so determined to go into opposition that they made a very difficult option into a completely impossible one. Labour need to recognise that coalition Government does not mean that the other party simply becomes Labour Party voting fodder. Coalition Government is about compromise and breaking down partisan party boundaries.
We stand on our manifesto. The reality is that in 2010 only 57 Lib Dem MPs were elected, but we still managed to get plenty of our manifesto into a programme for Government at a time when (as Labour put it) "there is no money left".
Firstly, I did not vote for the coalition last time but I think it is unlikely to happen again because the relationship between the two parties has deteriorated significantly in the last couple of years and I would expect to see the Tories recognise that their agenda for cutting welfare and other savage cuts is simply not acceptable.
Councillors are councillors until the election, so I have never really understood why Parliamentary elections are different. Constituents still have concerns and problems that they need help with, and just because there is an election on, I do not understand why they should not be able to go the person that they elected at the previous election. Of course they do contact their former MPs, and so I see no sense in not describing people as MPs until the actual election.
I can only stand on my record of what I have done locally and how I have voted in Parliament. We did not win the election in 2010. The more Lib Dem MPs that get elected, the more Lib Dem influence there will be in Parliament.
Anybody that thinks that we have made no difference in Government either does not really know what the Tories stand for, or spends too much time reading bias media.
I suspect that history will be far kinder to the Lib Dem role in the Government between 2010-2015. The easy option was to do what Labour did and stay out of Government on the basis that we did not win the election. In Government we have delivered many of manifesto commitments.
At the moment it is not altogether clear how the plans will turn out. We already have some fantastic venues in the north, both in sport and arts and culture.
A strengthened northern economy, with local decision-making powers and booming creative industries will undoubtedly encourage investment into our cultural offer. At the moment there is still an attitude amongst some that nothing exists outside of the M25. A stronger north, both politically and economically, will undoubtedly help to explode that myth.
Not a lot, other than coming into Government at a time when some very tough decisions had to be made, and at a time when the right wing and left wing press were determined to tell everyone that we had failed.
The problem with our electoral system is that you can only vote for your local MP. In Manchester Withington constituency you have a choice of voting Lib Dem or Labour, every other vote is wasted. Either way, you won't get a Tory. I would argue that you need to decide whether the best person to represent you is either me or the Labour candidate. If you vote for me, you certainly will not get a Tory.
Absolutely not. I have never voted to raise fees, or even introduce them for that matter. However, it is interesting that Labour and the Tories made increased tuition fees a condition of any coalition agreement in 2010, yet have escaped the blame. Labour introduced fees and raised them with an enormous commons majority and a promise not to.
A massive programme of council house building, because housing costs are the biggest financial burden facing the majority of people.
I always voted against the 'bedroom tax' it in all of the law-binding votes. It is a tax that targets the poor and I wouldn't let it pass under my watch.
Since 2004 the Lib Dems have lost all (38) representation on Manchester City Council of which 31 have gone since you went into coalition. This appears to indicate that whatever local good was being done the decision to prop up the Tories has been far from popular.
Good local councillors have been lost because people have stayed at home or not voted. We have to get the message across that the Labour councillors are not standing up for local people (eg over the Christie parking issue) and that Manchester needs an opposition to Labour.
In Greece public sector workers ended up with a 40% pay cut because the Government failed to deal with their deficit.
However, in the UK the Lib Dems have delivered an economic recovery, tax cuts for the least well off and relinked pensions to earnings, which Labour, to their shame, failed to deliver in 13 years.
The richest are now paying more tax than they were under labour through a number of changes to the tax system and the closing down of tax loopholes, many of which were encouraged by the last Labour Government.
I am in favour of widening the bands for Council Tax to better reflect the value of property. In principle I am not opposed to a mansion tax, so long as people on low incomes, but living in very valuable homes, are able to defer payments.
I think that it was a mistake to agree to a referendum on AV, given that it was a minor change to our FPTP system. While I support STV for local elections, I want to see a commitment to voting reform for Parliament at the same time. Unfortunately I see no chance of this happening, and any warm words from Labour on a Constitutional Convention are just that - warm words.
Until we change the system, so that every vote does count, we need to make sure that everyone knows that their votes are being wasted because Labour and the Tories are happy to retain the cosy electoral system that suits them, and disenfranchises so many.
One of the reasons that I did not vote for the coalition agreement was because I thought it was a mistake to allow fees to rise. I think that a freeze on fees would have been a reasonable compromise on tuition fees, but the Tories would never have agreed to ensure that universities were properly funded.
On the positive side, the big increase in the threshold for paying back fees has had a very positive impact on graduates who were having to start paying their fees on very modest incomes.
As far as the damage it has done is concerned, there is no doubt that it has been damaging, but Labour appear to have got away with introducing fees and then increasing them, despite a promise not to, and a big commons majority.
A number of my relatives specifically voted Lib Dem to keep the Tories out and feel totally betrayed. They are vowing to never vote for your party again. Considering that at the last election your party's vote was 22/23% and now it's 7-9% and you have virtually lost all your Councillors in the two major City's in the North West while voting for right wing pernicious legislation, was it all worth it?
Given that the alternative would have been a second General Election, a Tory majority and then massive cuts which would have damaged any chance of an economic recovery, it was in the country's best interests. Whether we get any credit for that remains to be seen.
As for voting Lib Dem to keep the Tories out, it is the flawed electoral system, and not the Liberal Democrats who are to blame for the Tories being in Government. People seem to forget that more people voted Tory than any other party.
It is important that we have a decent welfare system to help those who are out of work, or unable to work. The Green Party plan for an income for everyone, regardless of whether they get other money or whether they make any effort to get a job, is completely unaffordable.
Extreme views often appear artificially attractive and grab the headlines, and the older people get, the less "small l" liberal they become.
It is difficult to promise anything specific, because if other parties who might be in coalition are not prepared to support a policy such as scrapping tuition fees, it is simply not going to happen. Although I am not an ideologically driven MP, I remain totally opposed to tuition fees. I went to University for free, and I am not about to vote for future generations to pay.
The key themes from our manifesto front page are the following:
-Prosperity for all: Balance the budget fairly and invest to build a high skill, low carbon economy
-Fair taxes: Cut your taxes by an additional £400 by raising the tax-free allowance to £12,500
-Opportunity for every child: Guarantee education funding from nursery to 19 and qualified teachers in every class
-Quality health care for all: Invest £8bn to improve our NHS and guarantee equal care for mental health
-Our environment protected: Protect nature and fight climate change with five green laws
I should be clear that this is a personal view. I think that the whole of Wimbledon should be protected for free to air TV. I would also like to see one domestic test match on free to air TV each summer.
Yes I do, so long as they properly comply with employment legislation. In my office we have successfully helped dozens of people find full time employment as a direct result of their unpaid internships.
As a result of bad publicity, most MPs no longer take on unpaid interns, but quite happily take on student work placements doing exactly the same as an unpaid intern, but justifying it as part of their course. This results in too many people not having the same opportunities as university students.
No. But this is typical of the nonsense that Labour have peddled for the last 10 years. Funnily enough, Labour have never accused the Christie clinicians of lying, who first raised their concerns in the Manchester Evening News. Instead they try to rewrite history that somehow the review of services was made up, and that nobody from the Christie said anything. This is what was said at the time and reported in the MEN -
Head of surgery and critical care at the Christie, Sarah O'Dwyer, said: "Many people believe this is a matter of trying to save the Christie Hospital. Not building the unit would have major consequences - complete downgrading of what can be done on this site. If surgery leaves there will be no support for patients who develop complications that require surgical intervention, such as internal bleeding or a perforation of the bowel. Patients would have to be transferred and that would seriously put them at risk. They may not be accepted at that next hospital, there could be a delay, and they would not be treated by someone with the skills and specialist knowledge of the cancer treatment that the patient is undergoing. In short, lives could be lost."
Dr Mark Saunders, consultant clinical oncologist, said: "There are many novel and intricate treatments now available. They require close monitoring and the back-up of a comprehensive service including surgery and critical care. If this is threatened, the use of these new treatments will also be threatened. Patients will therefore suffer."
Dr Nick Slevin, chairman of the Medical Staff Committee at Christie, said: "The review is not due for publication for another three months. Nevertheless, 60 consultant cancer specialists at the Christie have communicated to me their concern that dislocation of these services from the Christie would seriously restrict the range of treatments and facilities available to our patients and jeopardise patient outcomes."
According to Labour I made this all up. They even claimed that the 60 clinicians did not exist. Just because Labour keep repeating the lie, does not make it the truth.
Help Us Win in 2020
Published and promoted by S Bate on behalf John Leech (Liberal Democrats) all at 6 Stanton Gardens, Manchester M20 2PT.


Mаnу реорlе buу a hоuѕе that іѕ ѕеvеrаl years оld bесаuѕе thеу like іtѕ lосаtіоn, or іtѕ gеnеrаl design. Thеrе іѕ no nееd tо tеаr dоwn a реrfесtlу good hоuѕе аnd build a nеw one on thе ѕаmе spot, when a home rеmоdеlіng firm can mаkе аnу hоmе lооk and feel new again.
A home remodeling саn соnѕіѕt of ѕuсh jоbѕ аѕ redoing a kіtсhеn оr bаthrооm, оr аddіng аn аddіtіоn оvеr a gаrаgе, оr еvеn a ѕunrооm. Exреrіеnсеd construction firms thаt аlѕо specialize in rеmоdеlіng wіll bе hарру tо gіvе homeowners еѕtіmаtеѕ оn any tуре of remodeling jоb thеу mіght envisage.
Bеfоrе a hоmеоwnеr dесіdеѕ to embark on a rеmоdеlіng рrоjесt, thеrе іѕ a grеаt dеаl оf work to bе dоnе. Just as the оld adage fоr саrреntеrѕ іѕ, "Measure twісе, сut оnсе," ѕо thе аdаgе fоr hоmеоwnеrѕ іѕ "Knоw whаt you wаnt dоnе, have dоnе оnlу whаt you wаnt." In оthеr words, іt саn bе еxреnѕіvе for the hоmеоwnеr to сhаngе hіѕ оr hеr mind halfway thrоugh a home remodeling and dесіdе оn аddіtіоnаl fеаturеѕ whісh wоuld necessitate tеаrіng out part of thе rеmоdеlіng job аnd redoing it bесаuѕе a "bеttеr іdеа" hаѕ оссurrеd.
Fоr thіѕ rеаѕоn, іt'ѕ important thаt аnуоnе who wаntѕ home rеmоdеlіng ѕреnd a lot оf time thіnkіng аbоut what they wаnt done, аnd еnvіѕаgіng whаt аnу project would lооk lіkе оn its соmрlеtіоn.
Once thе hоmеоwnеr had dесіdеd thаt they wаnt to rеmоdеl their bathroom, fоr еxаmрlе, thеу should ѕреnd a couple оf weeks at lеаѕt vіеwіng alternatives – vіѕіtіng thе hоmеѕ оf thеіr frіеndѕ, stopping іn аt mоdеl homes, оr еxрlоrіng саtаlоgѕ featuring thе latest іn bathroom furnіѕhіngѕ, to get ideas оn whаt they think wіll lооk good.
Onсе thеу have a fеw good іdеаѕ of what thеу wаnt, then іt is tіmе tо vіѕіt a few home remodeling соntrасtоrѕ. Homeowners ѕhоuld tаlk tо the соntrасtоrѕ аnd аѕk thеm fоr estimates оn hоw muсh thеіr рrоjесt wоuld соѕt, аnd what thе рrосеѕѕ wоuld еntаіl. If thе hоmеоwnеr ѕіmрlу doesn't knоw whаt wоuld bе bеѕt, hе оr she should be соmfоrtаblе asking for аdvісе frоm thе contractor.
Homeowners should nеvеr choose the fіrѕt hоmе rеmоdеlіng соntrасtоr they vіѕіt. Home remodeling іѕ a competitive business, аnd it's іmроrtаnt tо obtain estimates frоm thrее оr еvеn fоur rеmоdеlеrѕ.
How lоng hаѕ thе соmраnу been іn business?
Will they gіvе rеfеrеnсеѕ from three оr four hоmеоwnеrѕ whо hаvе hаd thе ѕаmе tуре of work done?
Iѕ thе company lісеnѕеd bу the ѕtаtе, аnd dоеѕ іt hаvе insurance. Your lосаl ѕtаtе gоvеrnmеnt wіll hаvе a wеbѕіtе whісh lіѕtѕ which соntrасtоrѕ аrе licensed.
Fіnаllу, homeowners should ѕреnd ѕоmе tіmе tаlkіng tо ѕеvеrаl реорlе аt each contractor's. Hоmе remodeling саn tаkе anywhere frоm a wееk tо a few mоnthѕ, аnd іt іѕ important thаt thе hоmеоwnеr lіkе thе реорlе whо wіll bе dоіng thе wоrk!


text:
Women have 14% of top airline jobs in slow trend towards parity
By Lewis Harper2020-11-23T09:55:00+00:00
FlightGlobal's survey of the crisis-hit airline industry reveals progress has been made on improving the C-suite gender balance over the past 12 months – but from a low base
The world's largest passenger airlines are employing more women in top executive roles this year, albeit on a trend that means it would still be the mid-2050s before half of such positions have female incumbents, according to FlightGlobal's latest survey.
Some 14% of the roles surveyed across the top 100 airlines had female incumbents in early October this year – continuing the one percentage point increases seen in each of the past three years.
The year-on-year increase this year, however, marks the largest rise in women employed across the six roles in absolute and percentage terms since FlightGlobal began tracking trends in 2017. There were 85 female incumbents in 2020 compared with 76 last year – an increase of 12%, versus rises of 5.5% (four women) in 2019 and 11% (seven women) in 2018.
Overall, the survey – of carriers and groups that feature in FlightGlobal's top 100 World Airline Rankings by 2019 revenue passenger kilometres – continues to show the sector lagging trends in the wider economy.
It also shows that women are still rarely appointed to the chief executive role at carriers, with just three of the top 100 having a female incumbent in that role – a drop from four last year.
Across the six surveyed positions, only four of the top 100 carriers had a 50:50 female-male split, with no operators having women working in a majority of the roles.
Aireen Omar is president of AirAsia Digital
That reflects mixed progress from an industry that went into the coronavirus crisis having identified a better gender mix in C-suites as an important priority.
Indeed, European commissioner for transport Adina Valean said in mid-October that the coronavirus crisis is an opportunity for the sector to address the "poor" gender imbalance among workers.
Speaking at the International Aviation Women's Association annual conference in October, Valean noted that "gender balance is not an objective in itself".
Rather, she cites research showing that "a lack of diversity in the workplace leads to other problems such as harassment, bullying or depression", while more-balanced workplaces bring "major benefits to society, the economy, the environment, and the companies themselves, enabling them to perform better".
Source: European Parliament
Adina Valean, European Commissioner for Transport
That is crucial, because "we need, more than ever, as many brilliant minds around the table as possible", Valean states in reference to the air transport sector's current predicament.
In terms of encouraging signs, this year's survey marks the first time that a region – North America – exceeded 25% of senior executive roles being taken by women.
This indicates genuine progress towards meeting the goals of IATA's 25by2025 initiative – one of the industry's most high-profile efforts to increase female representation at the top of airlines.
Launched in 2019, the IATA programme encourages airline members to sign up to a commitment to increase the number of women in senior leadership positions and under-represented areas by 25% – or to a minimum of 25% – by 2025.
Speaking during a panel discussion at this year's FIA Connect event in July, Adefunke Adeyemi, IATA's regional director of advocacy and strategic relations for Africa, points towards the 25by2025 scheme as a sign of "moving the needle" in gender representation at the executive level within airlines.
Source: International Transport Forum
Adefunke Adeyemi, IATA's regional director of advocacy and strategic relations for Africa
"[This] is not a sort of, you know, 'playing the gender card' kind of metric for us. Not at all. It's actually designed to address … the two sorts of problems: of unconscious bias … as well as the tendency of women themselves not to lean in," Adeyemi said.
Overall, of the 600 senior executive roles surveyed in October 2020 – covering chief executive, chief financial officer, chief operating officer, chief commercial officer, chief information officer and HR director, or their equivalents – some 85 were taken by women. This compares with 76 in 2019, 72 in 2018, and 65 in 2017.
The HR director role continues to see the most female incumbents, at 37 this year. That is followed by the chief financial officer position with 15, chief commercial officer and chief information officer with 13 each, chief operating officer with four, and chief executive with three.
The year-on-year increases in 2020 comprise one more female chief financial officer, a single extra female chief operating officer, three more women in the chief information officer role, and five more women in the HR director role.
The number of female chief commercial officers was flat, while women in the chief executive role fell by one in this year's survey.
Removing the HR director position from the survey continues to paint a bleaker picture in terms of gender diversity, but also one that has been on a trend of marginal improvement since 2017. Of the 500 roles remaining when the HR director position is removed from the survey, some 48, or 10%, were held by women this year, compared with 44, or 9%, in 2019; 36, or 7%, in 2018; and 32, or 6%, in 2017.
Splitting the results by business models shows network carriers lagging others in terms of women in the C-suite, with the gap widening by a single percentage point year on year.
Across the 64 network carriers in the top 100, 13% of C-suite roles were taken by women.
Across the remaining 36 operators – the vast majority low-cost carriers, alongside a few leisure airlines – women took 16% of executive roles.
Split by business model and job role, the only outlier from a broadly harmonious trend was the chief operating officer role, with three of the four female incumbents across the top 100 airlines working in the low-cost/leisure sector.
CHIEF EXECUTIVES
Only three chief executives at the top 100 airlines are women: Air France's Anne Rigail, Air Europa's Maria Jose Hidalgo, and VietJet Air's Nguyen Thi Phuong Thao.
Last year, the total was one higher thanks to Zuks Ramasia's time as acting chief executive at South African Airways.
Since then, Ramasia has left SAA, and the ailing airline has dropped out of the top 100 carriers by traffic anyway.
Outside the top 100 carriers there are other examples of female leaders, including RwandAir's Yvonne Makolo, Wingo's Carolina Cortizo, Blue Air's Oana Petrescu, Transavia France's Nathalie Stubler and Indonesia AirAsia's Veranita Yosephine Sinaga.
Speaking to FlightGlobal earlier this year, Makolo acknowledged that the airline sector has taken steps to address the gender imbalance, she also noted that "a lot more work needs to be done to really bring more women into the industry".
"There is a gap, definitely, and I don't think I should stand out as a woman in aviation. It should be the norm – more than 'there's the one woman CEO'.
Source: RwandAir
RwandAir chief executive Yvonne Makolo
"The good thing is, everybody recognises that there is an issue there, and IATA is addressing it and different organisations are addressing it, so I look forward to seeing more women in the aviation industry at leadership positions."
Since the deadline for this year's survey, Virgin Australia – which did make the top 100 airlines list this year – announced that the former head of Jetstar Group Jayne Hrdlicka would become the airline's new chief executive later in 2020.
OTHER NOTABLE APPOINTMENTS
Across the rest of the C-suite there have been a number of notable appointments in the past 12 months.
Among them, Vanessa Hudson became Qantas Group chief financial officer in October 2019.
Shilpa Bhatia became chief commercial officer at SpiceJet in February this year, while Charlotte Svensson took up the role of chief information officer at European carrier SAS in the same month.
At Iberia, Maria Jesus Lopez Solas became commercial, network development and alliances director in September this year.
Source: Iberia
Maria Jesus Lopez Solas became Iberia's commercial, network development and alliances director in September this year
More recently, Leanne Geraghty was appointed as Air New Zealand's chief customer and sales officer in October.
SPLIT BY REGION
North America is again significantly ahead of other regions in terms of women in the C-suite, with some 29% of surveyed roles taken by women across the 14 carriers in the top 100 – albeit more than half of them were accounted for by the HR director position, with a female incumbent in that role at 10 of the 14 carriers surveyed.
In Air Canada, North America also features one of the few airlines that had female incumbents in 50% of the roles surveyed.
AirAsia Group, Air New Zealand and TUI Group were the only other carriers in the top 100 to achieve that 50:50 split, with no operators having more women than men in the six roles.
This nevertheless marks a minor uptick from the 2019 survey, when three carriers had a 50:50 split.
On a regional level, Asia-Pacific – across 36 carriers in the top 100 – and Europe – 32 carriers – both saw upticks in female representation year-on-year, at 15% and 18% female incumbents respectively.
Across the Middle East, ailing El Al continues to account for two of the four women in the surveyed C-suite roles across seven airlines.
In Latin America, a trend of slight year-on-year improvement in gender balance was reversed this year across the nine airlines in the top 100.
The relatively small number of African carriers – two in this year's top 100 – means year-on-year comparisons are difficult, but the region has seen a relatively high proportion of women in senior roles among its smaller carriers.
COMPARED WITH THE WIDER ECONOMY
FlightGlobal's survey shows that the airline industry continues to lag the wider economy in terms of women in C-suite roles.
Data released in September by non-profit organisation Catalyst – which works to build workplaces "that work for women" – shows some 32 chief executives among S&P 500 companies were women, based on the December 2019 S&P 500 list. That translates to 6.4%, versus just 3% across the top 100 airlines.
Source: BillyPix
As JetBlue's president and chief operating officer, Joanna Geraghty is one of the most senior women in the North American airline industry
Airlines also trail FTSE100 firms. Data from financial services company IG shows in a report released earlier this year that 5% of FTSE 100 chief executives were women.
Across other roles in the C-suite, the airline industry is also behind wider trends.
Grant Thornton's Women in Business 2020 report – which surveys thousands of mid-sized firms across different industries – shows, for example, that some 30% of chief financial officers were women, versus 15% at the top airlines.
Airlines also trail the wider economy in the chief operating officer role – 4% versus 18% – the chief information officer role – 13% versus 16% – and the chief people officer position – 37% versus 40%.
NOTES: FlightGlobal's survey of gender diversity in the top 100 airlines is based on publicly available data. The primary sources are company websites, financial reports and FlightGlobal data. Research was undertaken through to early October 2020. Given the fluid nature of employment, the survey can only give an indicative snapshot of the industry. The 100 airlines and groups surveyed are drawn from FlightGlobal's 2020 ranking of carriers by full-year 2019 revenue passenger-kilometres (RPKs). Similar roles of equivalent seniority are considered where the specified job titles are not used.
Vietjet profitable in 2020, banks on ancillary revenue and cargo
Vietjet Air reports a profitable year in 2020 despite the pandemic, banking on ancillary revenue and cargo.
Qantas to outsource ground handling at 10 Australian airports
Qantas has rejected in-house bids from its employees after a three-month process and decided to outsource its ground handling at 10 airports across Australia.
Pain persists for Virgin's lessors despite Bain sale close
Lessors with exposure to Virgin Australia will have been relieved to see the successful completion of the carrier's sale to Bain Capital last week, but the airline will still require concessions from lessors as it eases into its new business plan.
More Strategy
Airline CEO churn moderated in 2021 – with Canada clearout the exception
Fifteen of the world's top 100 airlines and groups welcomed new chief executives in the 12 months to early December 2021, according to FlightGlobal's latest survey, with upheaval among North American airlines a notable theme – and one that is set to continue into 2022.
Akasa's Vinay Dube banks on resurgent Indian air travel growth
The chief executive of start-up Akasa Air believes the Indian aviation pie is plenty large enough to accommodate a new, professionally-run low-cost carrier.
SIA Group maintains capacity outlook as December traffic hits new high
Singapore Airlines and low-cost unit Scoot will maintain passenger capacity through February, despite a tightening of travel restrictions in recent months following a spike in coronavirus cases.


So what do you call an arrogant thief falling from a building? Condescending. Did you hear that the Energizer Bunny was arrested? He was charged with battery. What was the charge when Ole threw sodium chloride at Sven? A salt. A lawyer was interviewing his plaintiff, and the conversation went like this.
Lawyer: Tell us about the fight. Witness: I didn't see no fight. Lawyer: Well, tell us what you did see. Witness: I went to a dance at the Turner house, and as the folks swung around and changed partners, they would slap each other, and one fellow hit harder than the other one liked, and so the other one hit back and somebody pulled a knife and someone else drew a six-shooter and another guy came up with a rifle that had been hidden under a bed, and the air was filled with yelling and smoke and bullets. Lawyer: You, too were shot in the fracas? Witness: No sir, I was shot midway between the fracas and the navel.
This morning we continue the Lenten series on Brokenness. It began with the brokenness of vessels/people, and the woman who broke and poured out a jar of perfume on Jesus' head. Week two dealt with the story of Judas breaking his trust with Jesus. Last week time was spent on broken promises and the incident of Peter's promises to be faithful to Jesus and the rooster's crowing revelation of the broken promises. In dealing with all these rather personal and close topics, it wasn't just about the brokenness, but about how Christ's life, death and resurrection restores our brokenness.
While the first three sermons used the gospels of Mark and Matthew, this morning we meander over to one of the famous letters written by the apostle Paul to the churches in Corinth. In Paul's day, there were some 750,000 people in Corinth, perhaps mostly because it was on the north-south trade route, and from east to west, it was only four miles, versus the 200 miles to sail around the island of Peloponnese. The incredible trading routes also brought many different faith practices, although the main temple was to the Greek goddess, Artemis. Most of the people that became Christians in Corinth were from the middle and lower economic classes, and they had trouble leaving their old lives behind them.
As I've been "observing" the threads of communication in the last six months or so, for some reason, there seems to be a resurgence of women and their roles in ministry and life. This morning's message is not to stand on a soapbox to defend women's rights. But part of the message is to understand the culture at the time, and how the apostles were trying to raise up the early Christians.
One way to get people to notice you is to do something drastically different. So we've been through the eras of big hair and permed hair, bell-bottoms and skinny legged jeans, Goth and preppy. In a sense, the apostle Paul was trying to get the early Christians to "stand out" by not doing things like everyone else.
To get people back then to "notice" Christians, the apostles told the followers to cover their heads, or to be respectful, or any of the other "behaviors" that have been pulled out of contexts. To fix the broken ways of how they treated each other, new ways needed to be implemented for the time, so that through following Christ, that which sin had broken - could be restored. That is why all the cultural education of the day is needed in the hearing of this morning's scripture.
16 So from now on we regard no one from a worldly point of view. Though we once regarded Christ in this way, we do so no longer. 17 Therefore, if anyone is in Christ, the new creation has come: The old has gone, the new is here! 18 All this is from God, who reconciled us to himself through Christ and gave us the ministry of reconciliation: 19 that God was reconciling the world to himself in Christ, not counting people's sins against them. And he has committed to us the message of reconciliation. 20 We are therefore Christ's ambassadors, as though God were making his appeal through us. We implore you on Christ's behalf: Be reconciled to God. 21 God made him who had no sin to be sin for us, so that in him we might become the righteousness of God.
Thank you, Bob. At the first reading of this passage, I sort of glossed over the word "ambassadors," but one of my old commentary buddies, William Barclay, brought the word to life, even though he wrote this in 1952, hence all the pronouns "he." He said, "There is no more responsible position than that of an ambassador. An ambassador of Britain is a Briton in a foreign land. His life is spent among people who usually speak a different language, who have a different tradition and who follow a different way of life. The Christian is always like that. He lives in the world; he takes part in all the life and work of the world; but he is a citizen of heaven." "The honour of a country is in its ambassador's hands. His country is judged by him. His words are listened to, his deeds are watched and people say, "That is the way such-and-such a country speaks and acts."
Remember that most of the new Christians in Corinth were middle and lower class citizens. Thinking of themselves as an ambassador was a crazy as, say, both Michigan and Michigan State basketball teams making it into the elite eight bracket. Better yet, it would be like me, running for president of the United States. Sure, the potential is there, but seriously….
Seriously, God always saw the Corinthian people as honored and beloved, but they couldn't see it for themselves. Christ's sacrifice on the cross was a way to help them - and us - see the depth of love and honor that God has for us - that God would give up God's own son for us to see it.
There is a little video clip on the internet of a woman filming a guy driving too close behind her. Before the story even starts, there are all kinds of wrong: filming a video while driving - in the left lane of a four lane highway. Despite all her excuses, basically she was not driving very politely. As they say, it is what it is, so we have this little two minute clip that catches the young man behind her, eventually passing her on her right side, slowing down in the same lane so that he can pass her again, but this time with a little sign-language, if you catch my drift.
As the young man pulls up in front of the lady again, not watching his own driving, he swerved to keep from hitting a bendable divider pole, overcompensated the swerve, hitting another divider pole, skidding out to 180 degrees, running backward into the opposite ditch, across two lanes of on-coming traffic. Some people use the word karma, others use justice, but I'm pretty sure that whatever a person calls it, that young man probably won't do that little stunt again.
I will point out that although the word "justice" is in today's sermon title, it is not found in the scripture passage. But listen how Merriam Webster defines it. "the maintenance or administration of what is just - especially by the impartial adjustment of conflicting claims or the assignment of merited rewards or punishments." Since that is a mouth-full, I'll repeat it. "the maintenance or administration of what is just especially by the impartial adjustment of conflicting claims or the assignment of merited rewards or punishments."
Too often, churches, ministers, well-meaning individuals "preach" about the punishment part, and give little more than passing thought to the maintenance or administration of what is just" - like reminding each other that we have a royal brother, which makes us princes and princesses of the most high God. The longer I look at what God has given us in Christ and in God's word, the more it seems that it is about restoring the brokenness and oppression that has ruled us for so long. The truth is that while a broken justice system put Jesus on the cross, his resurrection and ascension back to God restored us all to being members of a royal priesthood and ambassadors in a weary land.
Paul tells us that God has committed to us the message of reconciliation. Most of us could come up with Merriam Webster's definition of reconcile: "to cause people or groups to become friendly again after an argument or disagreement." But that is not the first definition. That one is, "to find a way of making (two different ideas, facts, etc.) exist or be true at the same time." There are so many folks that need to be reminded that they are of great value to God, because they are beloved. There are so many hurting hearts that need us to help them see that while the way may be dark, Christ is the light of the world. And there are so many ready to give up on God and/or Christianity, that our openness, encouragement and embrace is the breath of fresh air that will help them live into their new creation.
For such an high calling, we should most definitely pray. Holy and Great God, you have given us a great calling. We do our best work when you enable and empower us, so we ask for extra measures of those things. Give us energy to reach out to those needing your love, especially when we don't feel so energetic or so lovely ourselves. Help us to not regard anyone from a worldly view, but from your view, no matter how good - or not so good - he or she might be. And thank you, God, for so loving us that you have gone to a great length to give us justice, mercy and grace. Thank you for the love that gave us Christ and restored us to your intended life for us - at least as much as is possible - until we return to eternity with you. For all your blessings, all your people say, Amen.


The first 3 are tags that I've made.
The two above are part of a 3 piece forum set.
There is an avatar that matches.
There is also an avatar that matches the siggy above.
Thank you Gail for the awesome tag.
You really brought Matthias to life.
Thank you for the amazing tag Dottiemaye.


text:
PID Prime Minister Bangabandhu Sheikh Mujibur Rahman National Gold Cup Football Tournament Boys Under-17 and Sheikh Fazilatunnesa Mujib National Gold Cup Football Tournament Girls Under-17 distributed trophies to runners-up and champions
The prime minister called for necessary preparations to play World Cup football in the future
Bangladesh Live News | @banglalivenews | 31 Dec 2022, 12:28 am
#Football, #Sport, #WorldCup, #SheikhHasina, #Bangladesh
Dhaka, December 31:Prime Minister Sheikh Hasina said her government is working to ensure sports for all. She urged the football players to prepare themselves in such a way that they can play the World Cup in future.
She said, "The World Cup football tournament ended a few days ago, however, Bangladesh could not qualify. I hope Bangladesh will play World Cup football in the future and you (footballers) should prepare yourselves accordingly."
The Prime Minister said this while distributing trophies and prizes among the runners-up and champions of Bangabandhu Sheikh Mujibur Rahman National Gold Cup Football Tournament Boys Under-17-2022 and Bangamata Sheikh Fazilatunnessa Mujib National Gold Cup Football Tournament Girls Under-17-2022 on Thursday. The Ministry of Youth and Sports organized the event at the Bangladesh Army Stadium in the capital.
Referring to the participation of 1 lakh 10 thousand 552 boys and girls from the upazila, district and national levels in the football tournament, Sheikh Hasina said, "This is a wonderful event. I think there is no other country in the world where such a large number of footballers have participated in such a tournament."
Referring to the Bangabandhu and Bangamata football tournament, the Prime Minister said that since coming to power for the second time in 2009, Trinamool has been organizing sports competitions at the primary school, high school, college and university levels to bring out talented people. He said they have even encouraged people with special needs to take up sports and have won many international awards.
Apart from constructing mini stadiums in every upazila and academies in every district, he said that stadiums have already been constructed in 56 districts.
The Prime Minister said they will establish BKSP in each category, which aims to provide proper training facilities to athletes of each sport, as, he believes, Bangladesh has the capability to compete on the world-class sporting stage. He said that swimming pools, shooting ranges, kabaddi and volleyball stadiums and sports complexes are being constructed across the country with the aim of bringing sports to the grass roots.
"We are making arrangements so that everyone can participate in sports everywhere," she said.


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The Story of Satyam Ramalinga Raju
November 28, 2021 by Kishore Borra
Mr. Raju is someone whom I have looked up to for a very long time, and he is the poster boy of the Information Technology Industry of Hyderabad city, which I call my home. The story of Ramalinga Raju, promoter of the blue-chip software company Satyam in Hyderabad, and his rise and fall has no parallel in the Indian IT industry. He created a $ 2 billion company in two decades, only to leave it penniless. He rose to fame due to his brilliance and business acumen but eventually lost everything due to a loss of trust and integrity. Thus, he became a stunning example of a leader without credibility. Now, he has completely disappeared from the IT industry space, even though his personal brilliance and business acumen are perhaps not lost or forgotten. Let's take a closer look at his origins, the inspiring 'rags-to-riches' story, and the missteps of eagerness that eventually led to his downfall.
Mr. Byrraju Ramalinga Raju's father was a farmer who scouted for fortune around the combined state of Andhra Pradesh from the 1950s to the 1970s. Eventually, he made money through farming and settled in Hyderabad, where he bought land and began grape cultivation. Mr. Raju was born in 1954 and was the eldest of four children. Before moving to the United States for his Masters, he earned his Bachelor's degree from Andhra Loyola College at Vijayawada, India. After that, Mr. Raju did his Master's in Business Administration (MBA) at Ohio University. He then returned to India in 1977 and started industrial, real estate, and construction firms with mixed results.
In 1987, Mr. Raju started Satyam computers, which eventually became one of India's first outsourcing firms, and went public in 1992. Within the next 20 years, it had over 53,000 employees, served nearly 200 Fortune 500 companies as its clientele, and reported revenues worth $2 billion. Demonstrating his entrepreneurial skills, Raju built Satyam into an Information Technology giant. By the start of 2009, Satyam was India's fourth-largest IT firm. Satyam has provided Information Technology and accounting services to global giants such as World Bank, General Electric, Nestle, and British Petroleum. Raju achieved all this within two decades before he turned fifty-four. He became an icon in my hometown of Hyderabad and a middle-class household name across India.
Mr. Raju was once considered one of India's IT emperors and the Bill Gates of Andhra Pradesh. He had the rare opportunity to share the dais when Bill Clinton, the then president of the United States, visited India. Mr. Raju was one of the pioneers of offshoring and started delivering IT services to some US clients in 1991 remotely. A huge success in delivering software services, followed by the Y2K boom, helped Satyam enter the top league. Mr. Raju played a crucial role in helping Hyderabad to emerge on the world's IT map.
Mr. Raju listed Satyam computers on the New York Stock Exchange (NYSE) in 2001. The company's revenues exceeded the $1 billion mark in 2006 and the $2 billion mark in 2008. Raju also had a long list of awards, including the E&Y Entrepreneur of the Year Services award 1999, the Dataquest IT Man of the Year Award 2000, the Asia Business Leader Award 2002, and the Golden Peacock Award for Corporate Governance.
The Byrraju Foundation, a family-run philanthropic organization by Mr. Raju, was started in July 2001 and adopted 200 villages in 6 districts of Andhra Pradesh. The foundation sponsored various programs like healthcare, environment improvement, sanitation, primary education, adult literacy, skills development, etc., impacting over 7 million people.
Mr. Raju has also set up a state-of-the-art and first-of-its-kind 24X7 emergency service named Emergency Management and Research Institute (EMRI 108) in 2005. It was modeled after the 911 service in the United States of America and gave citizens an emergency number to receive timely attention and support. It was done by providing a single toll-free number accessible from mobile and landline. EMRI expanded to 15 states and two union territories in India within no time, serving nearly 30,000 emergencies per day, covering 750 million people. While state Governments provided most of the funding, EMRI part-funded and managed public-private-partnership(PPP) mode services.
Mr. Raju was instrumental in launching another successful PPP model between Satyam and The Government of Andhra Pradesh in 2007, termed Health Management and Research Institute (HMRI). Before its launch, the local government faced a massive shortage in Primary Healthcare Centres (PHC) and Community Healthcare Centres (CHC). It resulted in a stressed public healthcare system in the state, which meant lower-quality care for its citizens. By providing a helpline for all types of health-related queries and telemedicine, HMRI reduced the public health system's burden. The program was aimed at the rural poor who had little or no access to qualified doctors and healthcare services. It also instituted a training program for Registered Medical Practitioners (RMPs) and ran mobile health clinics.
It was mentioned that Mr. Raju had a promoters' equity holding of 18 percent in Satyam after the initial public issue in 1992, in which he offered 82 percent to the public. At the peak of his success in the IT industry, it is unclear why Mr. Raju developed an eagerness for land acquisition, although it may have to do something with his family roots and upbringing. As Hyderabad grew fast and became a global name in the IT industry during the 20th century, Raju stepped up his land purchases. As a result, he needed more funds and began selling off his shares and his family members' shares in Satyam. Since the land laws in Andhra Pradesh state did not allow any individual to own more than 54 acres, he began creating many privately held companies to purchase land. By the time the law caught up with him, it seems Raju had set up over 325 companies, which were, on paper, owned by his immediate and extended family. The companies were duly registered and stated their official purpose to be agricultural and allied pursuits. However, all of them had their official address at only a dozen-odd locations in Hyderabad city.
Many people say that his love for land has allegedly resulted in siphoning Satyam's money to finance his land acquisition deals and creating fictitious revenues and profits in the company's books. At the heart of the scandal lays his family's traditional business and their craving for land. By 2006, Raju was buying land so furiously that the sale of his Satyam shares could no longer match his hunger for land. He also pledged the shares to financial institutions as collateral and raised money. The land was an investment for him, and he bought it to speculate or develop real estate.
Raju was smart in capitalizing on his newfound status due to his massive success in the IT industry to further his land purchasing business. This strategy worked for a while because as the city grew rapidly, so did land prices, but no profits from his land dealings came to Satyam. It is to be believed that the money went into buying more land. In the beginning, Mr. Raju's stake in Satyam was 100 percent, but it became about 18 percent after the first public issue. And it finally reached almost zero percent by the end of 2008.
It is believed that Raju started hiding information from his shareholders from the beginning of 2001. By his own admission, Raju started fudging his book of accounts by showing higher than actual revenues and profits for Satyam to make the company look impressive and boost its share prices, to keep the company's reins in his hands once he realized that he became a minority stakeholder.
Mr. Raju and his team had grossly inflated the revenues, operating profits, interest liabilities, and even cash balances, thereby misrepresenting the company's accounts to all its stakeholders, including the board, the investors, and even the stock exchange. Spiraling stock prices of Satyam raised the company's rating in the market. They also directly benefited Raju because he was gradually selling his shares in Satyam. Of course, the money was being used to buy more land and promote its construction and infrastructure.
Somewhere down the line, as Mr. Raju was busy building his empire in technology, realty, and infrastructure sectors, he seemed to have lost his sense of right and wrong and his sense of balance. Even after studying abroad, it never occurred to his mind that cooking up balance sheets to a tune of a billion dollars would probably be detected at some stage. His love for land set the stage for his debacle. For him, the whole world revolved around land and his immediate family members.
As the years progressed, Raju was encouraged by the fact that his actions went undetected. Therefore, it propelled him to fudge even more. The process reached its climax in 2008 when Raju's fudging figures at will, resulted in Satyam becoming a $2 billion company. In this whole process, it is alleged that Raju and his team created false bank statements, customer invoices, and even nearly 13000 fake salary accounts. The company also forged board resolutions to obtain loans that were never declared on the balance sheet, raising the money to keep the scam going. By September 2008, reported sales were 25% higher than actual sales, while assets were overstated by $1.47bn. Finally, fate caught up with Mr. Raju in the form of the global recession hitting the Indian shore. As a result, Raju's assets' value in land started diminishing as the real estate sector went downhill.
By then, Raju was almost shutting himself off from Satyam, the company that made him what he was. He had either sold his shares in the company or pledged them to raise loans to buy more land. But, Raju's confession states that the money was being raised to be pumped into Satyam. Financial institutions from whom Raju had borrowed money were after him because he had placed his shares with them as collateral. With share prices falling and the worth of the collateral declining, the banks wanted to be compensated. Of course, Raju did not have the cash to do so. As a result, his wealth also declined greatly.
At the end of 2008, when the market was dry, and the liquidity became a challenge, Raju hatched a plan to merge Maytas Infra, a realty company owned by his family members, with Satyam. Raju's strategy was to cover up the missing cash of Satyam with the real assets of Maytas. The board rejected the idea as they perceived Raju trying to merge with a not-too-well-performing Maytas into Satyam. The fact of the matter is that Raju was doing the reverse; he tried to save Satyam by using Maytas. The acquisition deal raised red flags because of the deal's value, lack of shareholders' approval. As foreign investors backed out, Satyam was forced to back out of the deal but had already done the damage. After the acquisition move, Satyam's investment banker DSP Merrill Lynch informed SEBI of irregularities in the company accounts.
It all came crashing down in 2009 when the Indian IT industry's poster boy Mr. Raju resigned as chairman of Satyam Computer Services while admitting that its account books and profits were inflated over many years. And on 7th January 2009, Mr. Raju confessed to falsifying the company accounts over the past few years in his resignation letter to the board. In his confession, Mr. Raju mentioned, "What started as a marginal gap between actual operating profit and the one reflected in the books continued to grow over the years. It has attained unmanageable proportions as the size of the company's operations grew over the years. It was like riding a tiger, not knowing how to get off without being eaten."
Thousands of investors lost their fortune in this biggest financial fraud. It's such an embarrassment that Mr. Raju could continue to fudge the accounts of a publicly listed company for nearly eight years reflects poorly on the country's corporate governance. Everyone wondered what the independent directors listed in this company were doing besides collecting their fees and questioned the integrity and credibility of the auditors.
Some people call the Satyam scandal as India's Enron Scandal. Siphoning off Satyam's money to finance land deals and creating fictitious revenues and profits in the company's books, Mr. Raju has compromised the position of Indian corporates in a way that nobody has ever done before. According to one estimate, by the time Mr. Raju went behind bars, his family was officially the owner of 6,800 acres of prime land in Hyderabad, Bangalore, Chennai, and Nagpur. While most of it lay vacant, Raju allegedly developed high-end commercial and housing spaces in some areas. It isn't easy to value this land, but Raju had on record estimated the value of his 6,800 acres at Rs 6,500 crore. Even if one assumes that Raju had overestimated his land worth by 50 percent, the value of his landholdings would be approximately Rs 3,250 crores ($440 million).
It started with a small gap in the balance sheet but, over several years, ended with revenues being overstated by ₹588 crores ($80 million). In the resignation letter, Mr. Raju stated that not a single penny was used for personal gains. However, soon after, Raju and his brother, the company's managing director, were arrested by the state Criminal Investigation Department (CID) on charges of cheating, breach of trust, conspiracy, and records falsification. As a result, the company shares fell to ₹11.50 after hitting a high of ₹588 in 2008. CID also alleged that the company fudged the records to show 13,000 extra employees.
In 2015, six years after the case first came to light, Ramalinga Raju and his brother were sentenced to 7 years in jail and fined up to ₹5.5 crores each. Apart from them, eight other associated also received rigorous punishments and were fined ₹25 lakh each. However, after just a month, all the accused were granted bail. Raju and his brother's seven-year-long imprisonment was also suspended on furnishing personal bonds of ₹1 lakh each and two sureties of the like sum.
The good Satyam story has a happy ending and was redeemed within four months after the starting confession by Raju. None of the Satyam employees lost their jobs. After the scam, Tech Mahindra took over Satyam Computers in a government-sponsored auction, and the new entity was named Mahindra Satyam. The Satyam brand became history in 2013 with the merger of Mahindra Satyam with Tech Mahindra. Mr. Raju continued to face investigation by multiple law enforcement agencies in India. Raju's is a gripping tale of lack of credibility laced with selfish ambition and probably a father's love for his sons over his responsibility to the investors. It is a cautionary tale for our times.
Losing your credibility will ruin your career. If you have no credibility, people won't trust you. And when they don't trust you, you will become increasingly irrelevant within no time, no matter how brilliant and successful you are. Even today, I often come across some of the senior folks working in the IT industry in Hyderabad showing immense respect and gratitude towards Raju for changing their lives by providing unique work opportunities at Satyam. Mr. Raju's story is a classic example of how a genius with no credibility will get erased from history and ignored by people.
P.S: All views expressed here are my personal views based on the below internet articles. These opinions have nothing to do with the organization I work for.
https://en.wikipedia.org/wiki/Ramalinga_Raju
https://bit.ly/3j3mBuZ
https://bit.ly/3j02mhG
https://bit.ly/3DGDNhJ
https://bit.ly/2YPpJnr
https://bit.ly/3FM3oaS
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Pupils from Dundee's Rockwell Learning Centre recently linked up with sustainable energy solutions company Vital Energi, where they visited Vital Energi's Biomass Energy Centre in Guardbridge, Fife.
This educational site visit was facilitated through Marketplace, a new online platform which provides an opportunity for employers and education to link more easily together. Employers can register and post 'offers' to schools such as site visits to their workplace, staff coming out to schools to deliver class talks, practical sessions on CV writing and Interview Preparation, and a whole host of other 'offers' that a business may want to post that is relevant and of interest to them as business. Schools can then log in to Marketplace and book these offers on a first come first served basis, making the process simple and easy to use.
The Rockwell and Vital Energi site visit was our DYW Dundee and Angus Team's first booking on Marketplace before the summer holidays, which we were very excited about!
After booking this visit through Marketplace, 6 pupils accompanied by Rockwell Teachers travelled to the Vital Energi Biomass Energy Centre in Guardbridge, near St Andrews.
This £25 million Biomass Energy Centre & District Heating Network for the University of St Andrews was created in partnership between Vital Energi and the University. The vision of the University was to create a campus-wide low carbon energy system, by refurbishing an Old paper mill building, transforming it into a state of the art Biomass based Energy Centre.
The energy system feeds remote University Buildings more than 6km away through a highly thermally efficient 23km underground district heating network. The project will bring significant environmental benefits which will see carbon emissions reduced by over 6,000 tonnes per year.
The pupils were given a full site tour of the Biomass plant, including the chipping yard and the internals of the Energy Centre by Scott Harding, one of Vital Energi's Operation & Maintenance Engineers.
Scott explained the day-to-day operations of the plant, what each piece of equipment is, how it works and how the whole Energy Centre functions to generate heat and hot water for the University.
The pupils were really interested throughout the whole tour and asked some excellent questions, which was great!
This feedback proves how important industry visits like this are for young people. Not only do they learn about career opportunities in new sectors, they also benefit from speaking to and listening to experienced professionals outside of their normal school environment which challenges them and positively pushes them outside their comfort zone.
Ross Paterson, Employer Liaison Advisor from Dundee & Angus Developing the Young Workforce team believes that this type of opportunity for pupils to experience industry first-hand is invaluable. "Our DYW Team was delighted to work with Vital Energi to help facilitate this industry insight for pupils." Vital Energi staff have been excellent throughout the entire process and by offering this fascinating insight into the Renewable Energy sector, they have given the pupils an appreciation and understanding of a sector they previously knew nothing about, which can only help to widen their horizons for their own careers.


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LG Minister inaugurates WSSP' SCADA system on tube-wells
PESHAWAR: Khyber Pakhtunkhwa Local Government Minister Faisal Amin Khan Gandapur on Wednesday inaugurated Supervisory Control and Data Acquisition (SCADA) system and Automatic Water Testing Devices installed on Water and Sanitation Services Peshawar (WSSP) tube-wells.
In an effort to switch towards automation, the company installed first of its kind SCADA system on 46 tube-wells in the province and automatic water quality sensors to check water quality in its first phase. The project is implemented with financial assistance of UNICEF and technical support from University of Engineering Technology Peshawar (UET) at a cost of Rs12.9 million.
Chief Executive Officer WSSP Dr Hassan Nasir, General Manager Planning, Monitoring, Evaluation and Reporting (PMER) Syed Zamirul Hassan, Zonal Manager Anwarul Haq were present on the occasion.
General manager of PMER briefed the minister on importance and operation of SCADA which will enable WSSP automatic switching of tube-wells and get accurate data on electrical and water supply parameters.
He said the data would be saved through GSM or mobile SIM on a website and a monitoring dashboard that help WSSP measures exact power consumption of each tube-well and quantity of water it pumps into water supply system.
"WSSP can also ascertain if a tube-well's water production capacity is increasing or decreasing, enabling the company to devise long-term plan on basis of that data in future," the general manager said.
The minister was also briefed on installation of automatic water quality sensors installed on six tube-wells at a cost of Rs5 millions.
The general manager explained that the devices would automatically take samples from water and test its quality. "It will instantly test water sample with less chances of error, save transport cost and timely identification of contamination," he said. The project also being implemented with financial assistance from UNICEF and technical assistance of UET.
The minister lauded the company for moving towards automation of its water supply system and said that the system would help the company to improve its services.
The minister asked other water and sanitation companies in KP to follow WSSP in modernizing its services. To a question, he said that WSSP was one of the examples to prove that the government is working on policies that will strengthen departments.
Tags: Khyber PakhtunkhwaPMERSCADAUETWSSP
GSTAR 2022 Curtain Raiser


Linnalabor invites you to an international workshop taking place 14 – 20 June 2012 in Tallinn, Estonia. The workshop is part of the European Commission's Lifelong Learning Programme (LLP) Grundtvig and it is organized by Linnalabor (Estonian Urban Lab).
You need to apply for the workshop, deadline is now past (Wednesday 29.2.).
The workshop explores questions and issues of urban activism in post-socialist context, bringing together different people from all over Europe and sharing ideas on how to enliven and make difference in the public space. During one week the participants study city activism examples in Tallinn, Estonia, Europe and the whole world and elaborate new methods and tools for realizing ongoing events and interventions.
The workshop is followed by the 22nd INURA (International Network for Urban Research and Action) conference in 17-24 June. The workshop participants have the possibility to participate in some of the conference events.
More info can be found on workshop blog.


text:
Q: Is this a right approach to show that $\partial_{\mu} \phi \partial^{\mu} \phi $ is Lorentz Invariant? When trying to convince myself that $\partial_{\mu} \phi  \partial^{\mu} \phi $ is Lorentz Invariant, I stumbled upon this approach:

The last equation should read - $\partial_{i} \phi \partial^{i} \phi = \partial_{i^{'}} \phi^{'} \partial^{i^{'}} \phi^{'} $
Here since $C_1$, $C_2$ and $C_3$ are just scalars, it permits us do something like $\frac{C_1 C_2}{C_3}$. And this shows that $\partial_{\mu} \phi  \partial^{\mu} \phi $ is Lorentz Invariant.
Does this seem logical to do this and prove it this way? I understand that there exist other better methods to show the same, I am just wondering if this method is consistent.
** $dx$ and $dx'$ are related by the Lorentz Transform.

A: It's not really consistent. You're manipulating symbols in a way that doesn't make sense, especially when you bring together $c_1$, $c_2$ and $c_3$ in $c_1 c_2/c_3$. Just start by showing how
$$\frac{\partial}{\partial x^\mu} \phi$$
transforms under a Lorentz transformation $x \to x' = \Lambda \cdot x$. Finally use a key fact you know about the matrix $\Lambda$, namely $\Lambda^T \cdot \eta \cdot \Lambda = \eta$.

redpajama_set_name: RedPajamaStackExchange


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The safest way to build your home abroad. On a turnkey basis – hassle free!
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If you're an investor, this means you can start marketing the property months earlier – with the most advanced tools available. High resolution 3D, virtual reality visits, and 360º panoramas are all available early on.
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Corporate chair massage has quickly become a not niche in the massage therapy sector. Companies such as Google HQ has always hired and employed full time massage therapists even when they were still just a start up. In the book, "Giigle: How I got Lucky Massaging Google," the author explains her role in the company. One of the reasons why the startup got so much done is because they took great care of their employees. Having the programmers take a 1 hour break in the middle of the workday to get a back massage helped them refocus and clear their brains. This allowed the workers to want to stay later for the free dinner and not just go home at five sharp.
Having visited the campus I ate at some of the best cafeterias with fresh, delicious organic food, prepared by tops chefs and people that actually cared about your happiness. I didn't get the chance to get a massage while I was there but I did get to check out their gym and personal trainers. Even if your company isn't a fortune 500 yet, the value in having a bodyworker come in once a week or even twice a month is amazing. Instead of offering free massages, have a discounted co-pay. Work out a deal where the employee pays $20 for a 30 minute chair massage instead of the normal $40 or $60 rate it would be. Having a half an hour break doesn't take away from productivity, in fact it boosts it. Most employees will come in early or stay thirty minutes later anyways because they will feel bad taking the long break anyways.
Having a therapist come in with their portable massage chairs is a great way to boost your employees happiness, productivity and longevity in your company.


Christian support for the Iraq war raises the critical question: To whom do we belong?
To whom do we belong? This is really a question of worship, of baptism, and of fundamental Christian identity. It's a critical question, because other identities—competing senses of belonging—are always tugging at Christians. Are we Christians first, as most believers would in principle agree that we should be, or are we first American, or middle-class, or white—or any other racial, economic, or national identity that would compete with our Christian identity?
trying to change their posture in the world. They want to show, in their own personal and congregational lives, the kind of compassion that God has for people living in extreme poverty, afflicted with pandemic diseases, suffering the violations of their human rights, or being made victims of genocide. They want to show that they belong to their Creator by being concerned with God's creation—our natural environment threatened with all sorts of dangers, from toxic waste to global warming. The fact that these concerns are growing among Christians around the world offers the real promise of re-establishing the identity of the Body of Christ as a global community of faith.
Support for U.S. wars and foreign policy is still the area where American Christians are most "conformed to the world" (Romans 12:2). This is our Achilles' heel, our biggest blind spot, our least questioned allegiance, the worst compromise of our Christian identity, and the greatest failing of our Christian obedience.
We live in an increasingly globalized and interdependent world. Our prosperity and even our security are more and more tied to the health and economic well-being of the rest of the world. The Body of Christ is also global—when we think about a Christian in the world today, we should think about a woman living in a rural village in Nigeria or a child in a favela in Brazil—the majority of our sisters and brothers in Christ are now in the global South.
So what is "true security" in the world today?
My favorite prophet of national security is Micah, who says we will not "beat our swords into plowshares" (reduce violence and even terrorism) unless "all sit under their own vines and under their own fig trees," where "no one shall make them afraid." Our security therefore depends on more than military might, but on other people's security, well-being, and a hope that replaces anger and fear. A world where half of the people live in extreme poverty is neither just nor secure.
We all lament the suffering and violence in Iraq. We mourn the 3,800 Americans who have lost their lives, the tens of thousands wounded in body and mind, and the unknown tens of thousands of Iraqis who have died.
Recent U.S. claims of modest security gains in certain sectors of Iraq do not justify extending the U.S occupation, especially when four years of occupation has not produced the political reconciliation necessary for real security and stability. The fragile security improvements are not sustainable without a political solution, which is simply not forthcoming. And without a clear path to political progress, we will simply see more of the same failed strategy and a scenario of American occupation in the midst of bloody sectarian warfare with absolutely no end in sight—and with a real prospect of compounding the tragedy by attacking Iran as well. The nation sorely needs political leadership to find the most responsible way to end the war in Iraq that protects as many lives as possible.
Both the teachings of Jesus ("blessed are the peacemakers," "love your enemies") and the rigorous criteria of the "just war" tradition clearly leave believers with at least a presumption against war. The ignominious origins and now-disputed rationales for the Iraq war, along with its enormous human cost, clearly put the burden of proof on the war's supporters much more than its critics—that is, if we are to be Christians about all this, and not just American nationalists or neoconservative apologists for American hegemony in the world.
Since the Bible instructs us to be peacemakers and since Christians are to have a strong presumption against war, two things must be said: First, Christians should be among the hardest, not the easiest, to convince, and should require the highest burden of proof, before military force is used. And second, Christians should not delegate to any president or national government the decision about whether a war is just or not. That decision must be made by the collective discernment of God's people, including the international Body of Christ.
Because of my work and transatlantic family ties, I travel extensively around the world, frequently talk to others who do, regularly read the international press, host international Christian leaders on a regular basis, and often attend international Christian gatherings. My experience convinces me that a vast majority of the world's people—and the Body of Christ in particular—are steadfastly against the American war in Iraq and current U.S. foreign policy in general.
Even in the subset of born-again, Bible-believing evangelical Christians around the world, an overwhelming majority are against American policy in Iraq. Many Christians I've spoken to go further and say that America's aggressive role in the world today has hurt the cause of Christ globally, especially when an American president dangerously conflates America's role with God's purposes.
Some on the American Christian Right are now calling for all-out war against "Islamofacism," and recent presidential endorsements from the Religious Right even suggest that winning the "clash of civilizations" with Islamic fundamentalism is really another "life" issue, perhaps even a higher priority than their traditional concerns such as abortion. Shouldn't it give us pause that virtually no other Christians or churches around the world take this position, finding it utterly appalling and contrary to the gospel of Christ? Do these militant Christian nationalists, who would again call us to war, know something that the rest of world Christianity does not? Even many Christians who live in or near Muslim countries, and sometimes suffer for their Christian identity, find the warlike theology of their aggressive American brothers and sisters very frightening.
Could it be that far too many American Christians are simply Americans first and Christians second? To say, "We are to be Christians first and members of a particular nation second" is more about our understanding of church than it is about our politics. That simple affirmation, if ever applied, would utterly transform the relationship of American Christians to the policies of their own government.
For all the vitriolic debate about politics in relationship to the war in Iraq, I think the real issue is our theology and ecclesiology—our understanding of the nature of church. Many U.S. Christians listened more to a version of American nationalism than they did to the Body of Christ. The two are now in conflict, and we must decide to whom we ultimately belong. That's the real issue.
With the international Body of Christ, I believe that the pre-emptive and unilateral war in Iraq was not a war of last resort. In my most prayerful and prudential judgment, the war was one of choice and not of necessity. Before the invasion of Iraq, some people sincerely believed it could be a just war. But after five years of conflict, continuing war in Iraq cannot be reconciled with the standards of a just war—nor could the threatened U.S. military attack on Iran. Ending unjust wars, as well as preventing future wars, is an obligation of faith.
Sadly, I believe this war has undermined our best religious and national values and severely damaged America's moral standing in the world. Even worse, international perceptions of American church support for the war have hurt the cause of Christ around the world.
I've had several visits and phone calls lately from evangelical Christian leaders. In the privacy of personal conversations, they've told me they now believe they were wrong about the war in Iraq, and that the disastrous war policy of their nation and the president they supported have provoked a profound soul-searching in them. Many have specifically told me they feel a need to "repent" of their support for the war. They say that they believed their government too quickly and too easily, and in the future they vow to be much harder to convince to go to war.
The failure of the war policy to either bring democracy or to make us safer has prompted these Christian leaders to ask if war-making is the best way to achieve either security or stability. They are much more interested in how generous leadership to combat poverty and disease, for example, might be a more effective way to make friends in the world. Many of them are also more engaged now in talking to other church leaders from around the world and are more open to listening to the perspectives of others than they were before. They still take the reality of evil seriously, but they wonder if a primarily military response to evil is either the most effective or the most Christian approach.
Repentance means more than just being sorry. It means both admitting that the course you have been on is wrong and committing to begin walking in a new direction. That is the biblical meaning of "metanoia," the New Testament word used for "repentance," which comes from the root for the word "metamorphosis." Repentance has to do with transformation, and that's exactly what the American church needs to break out of its conformity to the American government's foreign policy of fear and war. There is a better way. The global church feels it, and the world is hungry for it.
Given how important the issues of Iraq, Iran, and U.S. foreign policy will be in the 2008 elections, there is no better time than now for the American churches to offer words and acts of repentance for their misguided and misleading support for America's mistakes. It's finally time for the American churches to find their voice for Jesus' way of peacemaking and to demonstrate—in matters of war, peace, and the critical area of conflict resolution—just who we belong to.
Nationalism doesn't go well with the kingdom of God. The church is the international Body of Christ, and "God Bless America" is not found in the Bible. To take a global perspective on politics, to value other countries' interests as much as our own, and, perhaps most critically, to count all the world's children as important as our own—all will significantly alter our political views.
Jim Wallis is editor-in-chief of Sojourners and author of The Great Awakening: Reviving Faith & Politics in a Post-Religious Right America (HarperOne, January 2008).


text:
Business and Management with French
UCAS Code: N1R1
Full-time with time abroad | 2020
Our BSc in Business and Management with French will prepare you for a career in the world of business. This degree is accredited by the **Chartered Institute of Management Accountants (CIMA)** and is engineered for a student who wants to excel and succeed to the top level of global business management practice, in France or another French-speaking country.
Our academic staff will guide you through areas of marketing, operations management, finance, accounting, strategy and human resource management, entrepreneurship in addition to the range of cutting-edge specialist modules. You will also learn more about the French language and culture and will see your spoken and written competencies improve.
Within Aberystwyth Business School and the Department of Modern Languages, you will cover Changes in the regulatory and legal environment; strategic marketing and digital marketing; French literature; European Culture; The Language of French Business and intensive French language development that focuses on the four key areas of aural, writing, translation and oral.
A highlight for all students on this course is the year abroad. All of our students have the choice of studying or working abroad (undertaking a paid or unpaid placement). We are partnered with various Universities in France and other French-speaking countries around the world. The year abroad is where our graduates are more distinguished than others. Upon successful completion of the year abroad, students return with an increased skill set, stronger language competencies and the ability to adapt in any situation.
Upon completion of this degree, you will have developed a broad understanding of management in practice; Possess the ability to communicate in both English and French simultaneously; In-depth knowledge of trade and commerce in both the public and private sector; A solid grasp in the complexity of management challenges and the combined impact of the economic, financial, human and legal issues that leaders encounter.
Our degree generates a high and successful level of graduates who enter employment or further training in:
+ Chartered Accountancy;
+ Investment Banking;
+ Insurance;
+ Underwriting;
+ Risk Management;
+ Retail Management;
+ Marketing Management;
+ Distribution and Logistics Management;
+ Sales Executive;
+ Health Service Management;
+ Fashion Industry.
Aberystwyth University offers a valuable package of scholarships and bursaries to support students. Our long-established Entrance Scholarship competition means you could get up to £2,000 a year towards your living and study costs. You can combine an Entrance Scholarship with any or all of our other awards, to make your financial package more valuable. Our awards include the Academic Excellence Studentship, means-tested Aberystwyth Bursary, Sport and Music Scholarships, Bursaries for Care Leavers/Young Carers and a range of department specific awards. Please visit our website for full details.
Main Site (Aberystwyth)
Aberystwyth Business School
Business studiesManagement studiesFrench studies
Applied Business
Info. and Comm. Technology
Teaching and educational professionals
It's often said the UK doesn't produce enough modern language graduates, and graduates from French courses have a lot of options available to them when they complete their courses. About one in five working graduates from 2015 got jobs overseas — often as English teachers — which is much higher than for most subjects. Those who want to stay at home to work find jobs in education, and anywhere where good communication skills are a must. That means you can find French graduates in education, in marketing, in the arts and in business and finance as teachers, writers, personnel officers, financial advisors, analysts, sales people and marketers. But remember — whilst employers say they rate graduates who have more than one language, you need to have them as part of a whole package of good skills.
What's it like studying a degree in Business and management studies
What's it like studying a degree in French
Business and Management/French
4.0 years | Full-time with time abroad | 2020
Grwp Llandrillo Menai
Gradd Sylfaen (FdA) Busnes Rheoli (Dwyieithog) / FdA Business Management (Bilingual)
Business Management and French (4 years)
Business and Management/German


Young and Entertaining: Treat Yourself Tuesday!
I'm a firm believer in Treat Yourself Tuesday…and Wednesday…Thursday.. You get the idea! Last night I had a reunion dinner with my two former roommates, Kelly and Stephanie. We lived together for years, in college and a few years after, and we used to love going to our favorite restaurant, Brasserie du Soleil, just for any occasion. My menu favorite is their Filet Bordelaise. It's the perfect portion of Filet Mignon, in a rich and decadent red wine reduction, topped with a roasted shallot, and served with a paper cone of perfectly crisp pomme frites on the side. The best part is, no matter how full you are (I insist you eat every bite!), there is always room for one of their miniature desserts. Isn't my cheesecake with blueberry compote darling? Tiny spoon included!


text:
Q: Why can i not import geotools RasterToVectorFactory to my project? I am currently trying to convert a raster file (.tif) into a vector file of polygones. I tried using geotools (version 17 or 19) but the import org.geotools.process.raster.RasterToVectorFactory could not be resolved with any of these versions. I integrated the gt-process dependency to my pom.xml.
This is my method: (RasterToVecorFactory and GT_NAMESPACE cannot be resolved)
private void polygonize(GridCoverage2D coverage) {
        ReferencedEnvelope env = new ReferencedEnvelope(0.0, 8.0, 0.0, 8.0, DefaultGeographicCRS.WGS84);
        /*
         * Parameters for the raster to vector process
         */
        final Map<String, Object> params = new HashMap<String, Object>();
        params.put(RasterToVectorFactory.RASTER.key, coverage);
        params.put(RasterToVectorFactory.BAND.key, Integer.valueOf(0));
        params.put(RasterToVectorFactory.BOUNDS.key, env);
        params.put(RasterToVectorFactory.OUTSIDE.key, Collections.singleton(0.0d));
        final Process r2v = Processors.createProcess(new NameImpl(ProcessFactory.GT_NAMESPACE, "RasterToVectorProcess"));
}

And this is my pom.xml:
<project xmlns="http://maven.apache.org/POM/4.0.0" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance"
xsi:schemaLocation="http://maven.apache.org/POM/4.0.0 http://maven.apache.org/xsd/maven-4.0.0.xsd">
<modelVersion>4.0.0</modelVersion>

<groupId>gisprog</groupId>
<artifactId>Area</artifactId>
<version>0.0.1-SNAPSHOT</version>
<packaging>jar</packaging>

<name>Area</name>
<url>http://maven.apache.org</url>

<properties>
    <project.build.sourceEncoding>UTF-8</project.build.sourceEncoding>
    <geotools.version>19-SNAPSHOT</geotools.version>
</properties>

<dependencies>
    <dependency>
        <groupId>junit</groupId>
        <artifactId>junit</artifactId>
        <version>3.8.1</version>
        <scope>test</scope>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-main</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-referencing</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-epsg-extension</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-epsg-hsql</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-shapefile</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-swing</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools.jdbc</groupId>
        <artifactId>gt-jdbc-postgis</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-geopkg</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-process</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-wms</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-geotiff</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-image</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>javax.json</groupId>
        <artifactId>javax.json-api</artifactId>
        <version>1.0</version>
    </dependency>
    <dependency>
        <groupId>org.glassfish</groupId>
        <artifactId>javax.json</artifactId>
        <version>1.0.4</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-geojson</artifactId>
        <version>${geotools.version}</version>
    </dependency>
    <dependency>
        <groupId>javax.json</groupId>
        <artifactId>javax.json-api</artifactId>
        <version>1.0</version>
    </dependency>
    <dependency>
        <groupId>org.glassfish</groupId>
        <artifactId>javax.json</artifactId>
        <version>1.0.4</version>
    </dependency>
    <dependency>
        <groupId>org.geotools</groupId>
        <artifactId>gt-jts-wrapper</artifactId>
        <version>${geotools.version}</version>
    </dependency>
</dependencies>

<repositories>
    <repository>
        <id>maven2-repository.dev.java.net</id>
        <name>Java.net repository</name>
        <url>http://download.java.net/maven/2</url>
    </repository>
    <repository>
        <id>osgeo</id>
        <name>Open Source Geospatial Foundation Repository</name>
        <url>http://download.osgeo.org/webdav/geotools/</url>
    </repository>
    <repository>
        <snapshots>
            <enabled>true</enabled>
        </snapshots>
        <id>boundless</id>
        <name>Boundless Maven Repository</name>
        <url>http://repo.boundlessgeo.com/main</url>
    </repository>
</repositories>

Thanks in advance

A: As far as I can tell that process doesn't exist any longer (and hasn't since version 2.7). Other than a residual reference in the example of how to call a process in the documentation that you seem to have copied.
You probably want to use the PolygonExtractionProcess in the gt-process-raster module.


OK, so you know you have to fill in timesheets, and you know why…but it's still not a highlight of the week. Synergist makes recording time as painless as possible. So, your company can get the information it needs to plan, estimate, quote and schedule. And you can get on with your 'real' job.
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