Note. PJSC Aeroflot holds a stake in A-Technics via Aeroflot-Finance. PJSC Aeroflot also holds 45.0% in JSC AeroMASH – AS, 8.96% in JSC Sheremetyevo International Airport, 3.85% in PJSC Transport Clearing House, and 49.0% in TRANSNAUTIC Aero GmbH (in liquidation).
In line with top standards and requirements, PJSC Aeroflot's corporate governance system aims to implement the principles of transparency and accessibility of information about the Company and ensure equitable treatment of minority and majority shareholders.
As part of its efforts to improve corporate governance, in 2013, PJSC Aeroflot started implementing the roadmap on introduction of recommendations of nonprofit partnership Russian Institute of Directors, in 2015 the Company started implementing the recommendations of the Corporate Governance Code, as approved by the Board of Directors of the Bank of Russia on 21 March 2014.
On 19 March 2015, PJSC Aeroflot's Board of Directors approved the Action Plan (Roadmap) to improve corporate governance practices at PJSC Aeroflot. In 2016, we continued to implement recommendations of the Corporate Governance Code and approved the Corporate Conduct Code of PJSC Aeroflot, the Regulations on the Executive Secretary of the Board of Directors and the Board of Directors Office of PJSC Aeroflot, amended the Regulations on the Personnel and Remuneration Committee, and took major efforts to enhance Aeroflot Group's integrated risk management system.
PJSC Aeroflot also contributes greatly to the improvement of the corporate governance regulation framework through involvement in dedicated working groups and round table discussions.
Corporate governance is exercised by PJSC Aeroflot's governance and supervisory bodies, including the General Meeting of Shareholders, the Board of Directors, the Management Board, the CEO, and the Revision Committee.
The responsibilities of PJSC Aeroflot's corporate secretary are vested with the Executive Secretary of the Board of Directors, also holding the position of Director of PJSC Aeroflot's Corporate Governance Department. For two consecutive years (2015 and 2016), tthe Director of Aeroflot's Corporate Governance Department – was recognised as one of the best corporate governance directors by the Independent Directors Association (IDA).
PJSC Aeroflot's financial and business activities are audited by an external auditor in accordance with both the Russian Accounting Standards (RAS) and the International Financial Reporting Standards (IFRS), as well as by the Internal Audit Department functionally reporting to the Audit Committee of the Board of Directors of PJSC Aeroflot.
* As at the publication date of this Annual Report – data for 2015 (published in 2016).
< Note. Statistics are based on the Corporate Governance Code Compliance Report (Appendix to this Annual Report).
In addition, the Company is developing the Corporate Governance Code of PJSC Aeroflot, which provides for high quality corporate governance standards at PJSC Aeroflot.
PJSC Aeroflot controls interests in (holds shares in the charter capital of) a number of subsidiaries, including airlines, where PJSC Aeroflot also ensures compliance with the top standards of corporate governance by development and implementation of Group-wide policies and principles. On top of that, the Company developed and put in place a cross-functional governance system for its aviation subsidiaries.
To ensure supervision over financial and business activities of its subsidiary airlines, the Group enabled each of them to have a dedicated revision committee made up of PJSC Aeroflot's representatives. In addition to revision committee inspections, the airlines are subject to inspections by an auditor approved pursuant to the relevant bidding procedures.
In accordance with the applicable laws and their articles of association, each subsidiary airline developed and adopted dedicated internal documents stipulating the responsibilities of its governing bodies.
Superior expertise of PJSC Aeroflot's management team has been widely acclaimed in the business community.
The General Meeting of Shareholders is the Company's supreme governing body. The respective scope of authority and procedures for convening, holding and summarising Annual General Meetings of Shareholders (AGMs) are set forth in the Company's Articles of Association and Regulations on the General Meeting of Shareholders. The Company holds its AGMs in June every year.
In 2016, PJSC Aeroflot convened the Annual General Meeting of Shareholders in Moscow on 27 June (Minutes No. 38 dated 30 June 2016). The meeting was attended by holders of 71.27% of PJSC Aeroflot's share capital.
The Annual General Meeting of Shareholders approved the Company's Annual Report, 2015 financial statements (including the profit and loss statement), the Board's recommendations on the distribution of the net profit for FY2015, and the remunerations of the members of the Board of Directors and the Revision Committee, as recommended by the Board of Directors. The Company also approved a number of related-party transactions.
The Meeting approved a new composition of the Board of Directors and the Revision Committee, and the Company's auditor for 2016 annual accounting (financial) statements (selected pursuant to the relevant bidding procedures). It also adopted new versions of PJSC Aeroflot's Articles of Association, Regulations on the General Meeting of Shareholders, Regulations on the Board of Directors, and Regulations on the Management Board.
The Annual General Meeting of Shareholders resolved not to announce or pay out dividends on PJSC Aeroflot's shares for FY2015, since Aeroflot Group reported no net profit for that year. This resolution took into account the recommendations of PJSC Aeroflot's Board of Directors and was passed in line with the Company's Dividend Policy, which stipulates that Aeroflot Group's net profit (under IFRS) forms the base for calculating dividends.
The Extraordinary General Meeting (EGM) of Shareholders held on 26 December 2016 (Minutes No. 39 dated 27 December 2016) was attended by holders of 67.81% of PJSC Aeroflot's share capital.
The EGM approved the related-party transaction (several associated transactions) related to assignment of the right to acquire 22 Boeing 787 aircraft.
PJSC Aeroflot's Board of Directors has overall supervising authority over the Company. The Board of Directors is responsible for the Company's operations, excluding matters within the authority of PJSC Aeroflot's General Meeting of Shareholders, Management Board, and Chief Executive Officer. The procedures for convening and holding the Board meetings, along with other Board activities, are stipulated by the Regulations on the Company's Board of Directors in line with the Federal Law On Joint-Stock Companies.
The Board's key focus areas include the Company's long-term sustainable development, effective oversight of its executive bodies, uncompromising observance and protection of shareholder rights and their legitimate interests.
approve the Company's special registrar and the terms and conditions of the contract therewith, as well as the contract termination.
In line with the action plan for the Board of Directors, the Board meetings are held at least once a month. The action plan for the Board of Directors is approved at the end of the year preceding the year covered in the plan. As a rule, the action plan includes essential matters concerning the Company's operations (strategy, finance, budget and risks, human resources, etc.), which are to be discussed in line with the strategic and business planning cycle. Proposals made by members of the Board of Directors and the Company's management are factored in. Extraordinary meetings may be convened to make decisions on urgent matters.
The agenda of the Board of Directors' meetings must include items proposed for discussion by shareholders who in aggregate hold at least 2% of shares, members of the Board of Directors, the Revision Committee and the Management Board, and by the CEO.
All items on the agenda of the Board of Directors' meetings are generally previewed by dedicated committees to enable a more detailed discussion and prepare recommendations for voting to the Board of Directors.
The Board of Directors' meetings held in absentia consider matters on which members of the Board of Directors do not have any material comments, as well as matters of procedure. However, a matter may be moved to the agenda of a meeting held in person upon request of two members of the Board of Directors.
controls the execution of resolutions passed by the Board of Directors and the General Meeting of Shareholders.
Independent directors promote opinions and judgements unaffected by relations with the Company's shareholders or executive bodies, as well as decision-making which benefits different groups of stakeholders.
The presence of independent directors enhances corporate governance in the Company. Independent members of the Board of Directors are actively involved in the activities of the Board committees. In accordance with the requirements of the Moscow Exchange, independent directors head the Board of Directors' Audit Committee and Personnel and Remuneration Committee. The majority of members of the Board of Directors' Committees are also independent directors, which helps achieve a balanced and independent position on agenda items.
As at 31 December 2016, PJSC Aeroflot's Board of Directors was comprised of the Chairman (non-executive director), one executive director, seven non-executive directors (including the Chairman), and three independent directors.
PJSC Aeroflot's Board of Directors is largely independent of the Company's management: the only executive director on the Board is Vitaly Saveliev, the Chief Executive Officer and Chairman of PJSC Aeroflot's Management Board.
Members of the Board of Directors efficiently performed their functions and tasks notwithstanding their service on boards of directors at other companies.
The Chairman and members of the Board of Directors, except for Vitaly Saveliev, held no stake in PJSC Aeroflot during the reporting year. In the reporting year, no members of the Company's Board of Directors purchased or disposed of their shares in the Company.
In 2016, no claims were filed against members of the Board of Directors.
Born on 13 June 1972. In 1994, graduated with honours from St Petersburg Maritime Engineering University (School of Engineering and Economics). In 2000, presented his thesis to and was awarded a PhD degree at St Petersburg State University of Economics and Finance. From 2003 to 2005, received training at Chicago University Business School (Executive MBA). From 2000 to 2004, First Deputy CEO at LENENERGO; from 2004 to 2005, Director of the Department for Government Regulation of Tariffs and Infrastructural Reforms at the Ministry of Economic Development and Trade of the Russian Federation; since November 2005, Deputy Minister for Economic Development and Trade of the Russian Federation. From April 2008 to April 2010, Deputy Head of the Executive Office of the Government of the Russian Federation.
Since 2010, Managing Partner at Altera Capital. Member of boards of directors at Otkritie Holding, Russian Machines, Altera Investment Fund, Ruspetro plc, RUSNANO Management Company. At different periods, served on boards of directors at RAO UES of Russia, Rosneft, Zarubezhneft, VTB, Svyazinvest, All-Russian Exhibition Centre (VVC), Channel One Russia. Since 2011, member of the Public Council under the Federal Tax Service of Russia; since 2012, professor at the Higher School of Economics. Member of the Civic Chamber of the Russian Federation and member of the Public Council under the Ministry of Energy of Russia.
Currently, holds the position of the Managing Director at Altera Investment Fund SICAV-SIF.
Does not own PJSC Aeroflot's shares.
Born on 4 January 1964. In 1986, graduated with honours from Moscow Finance University (Finance Academy under the Government of the Russian Federation) with a degree in Finance and Credit. In 1992, presented his thesis and was awarded a Doctor of Economics degree. From 1989 to 1991, Senior Expert, Lead Expert, Department Head, Deputy Head of the Main Directorate at the USSR Ministry of Finance. In 1992, joined the Management Board at Mezhkombank. In 1995, left for ONEXIM Bank as Deputy Chairman of the Board of Directors. From 1999 to 2006, Senior Vice-President and Deputy Chairman of the Management Board at Rosbank.
From 2006 to 2008, President and Chairman of the Management Board at Rosprombank.
Since 2008, Chairman of the Management Board at UniCreditBank.
Born on 25 January 1968. In 1993, graduated from Moscow State Pedagogical Institute with a degree in Russian Language and Literature. From 1992 to 1998, Vice-President at Soyuzcontract. In 1999, Vice-President at Rosbank. From 2000 to 2002, Advisor to the Chairman of the State Duma. From 2002 to 2009, member of the Council of the Federation, Deputy Chairman of the Council of the Federation Committee. From 2009 to 2015, Chairman of the Board of Directors at Renaissance Capital. Currently, holds the position of the Managing Director at Renaissance Broker.
Born on 19 July 1977. In 1998, graduated from the Department of Economics, and in 2002, from the Department of Journalism at Lomonosov Moscow State University; in 2008, graduated from Cranfield University, UK (Executive MBA). From 2002 to 2009, Deputy CEO at Severstal Group; from 2009 to 2012, director at Moscow SKOLKOVO Management School; from 2012 to 2014, Director, member of the Executive Board and advisor to the Russian Direct Investment Fund. Currently, independent director on boards of directors at Unipro (formerly, E.On Russia), Bank St Petersburg, and Ameriabank (Armenia). At different periods, served on boards of directors at a variety of Russian transport companies, such as Siberia Airlines, Irkutsk International Airport, Rossiya State Transport Company, SG-Trans, etc. For the past four years, was named among Russia's 50 best independent directors in the rating compiled by the Russian Union of Industrialists and Entrepreneurs with PwC and the IDA. Member of the Board at Endowment Asset Маnagement Fund "Development of Saint Petersburg State University", Chairman of the Corporate Governance Committee at the Expert and Advisory Council of the Federal Agency for State Property Management.
Born on 4 March 1971. Graduated from Makarov State Marine Academy. He holds MBA degree from the Graduate School of International Business at the Russian Presidential Academy of National Economy and Public Administration (Moscow) and a degree from Kingston University (UK). Started his career at Northern Shipping Company. From 1996 to 1998, Senior Expert for corporate customers at Inkombank. From 1998 to 1999, Deputy Chairman of the Management Board at Maritime Bank. From 1999 to 2004, CEO at IC Center Capital. From 2004 to 2008, Deputy CEO and CEO at VIM-avia. From 2008 to 2009, Executive Director at Atlant Soyuz Airlines. From 2009 to 2010, CEO at Rossiya State Transport Company, Advisor to Deputy CEO at ROSTEC Corporation. Since September 2010, CEO at Aviacapital-Service.
Born on 26 December 1975. Graduated from Voronezh State University in 1998. In 1999, obtained a Master's degree in Political Studies from Moscow School of Social and Economic Sciences and the University of Manchester. Since 2000, has led the strategy development exercise, chaired the Internet Policy Centre and overseen the establishment of the Russian International Studies Association at Moscow State Institute of International Relations (MGIMO University). Last position held — Deputy Scientific Vice-President, Innovation Director. Since 2009, Head of Strategic Initiatives at All-Russian Exhibition Centre (VVC). Since 2011, Director of Young Professionals at the Agency for Strategic Initiatives. Member of the Government Expert Council, member of the Board of Directors at RVC.
Born on 18 January 1954. In 1977, graduated from the Department of Mechanics and Engineering at Leningrad Polytechnic Institute with a Mechanical Engineer degree (Construction and Road Machinery and Equipment); in 1986, graduated from Leningrad Institute of Engineering and Economics. Since 1987, Deputy Head of Civil Engineering at Glavleningradinzhstroi. Since December 1988, CEO at US-Soviet Union joint venture DialogInvest (Leningrad office). In 1989, co-founder and member of the Board of Directors at Dialogue Bank. From 1990 to 1993, CEO at the US-Soviet Union joint venture DialogInvest; from 1993 to 1995, Chairman of the Management Board at Rossiya Bank; since November 1995, Chairman of the Management Board at Menatep Saint Petersburg; since September 2001, Deputy Chairman of the Management Board at Gazprom; from 2002 to 2004, Vice-President at GROS United Company, Financial and IT Advisor to the CEO at Svyazinvest; from 2004 to 2007, Deputy Minister for Economic Development and Trade of the Russian Federation. From 2007 to April 2009, First Vice-President and Head of Telecom Assets at Sistema Financial Corporation. Has held his current role since 10 April 2009.
Holds 0.121% of PJSC Aeroflot's share capital.
Born in 1974. In 1996, graduated from Moscow State Law Academy with a degree in Law. PhD in Law (2000). In 2001, graduated from Cornell Law School. From 1996 to 1998, Chief Legal Adviser at Bank Menatep. From 2001 to 2004, Division Head and Director of M&A and Capital Markets Department at MTS. From 2004 to 2006, Deputy CEO for Corporate Affairs and Finance at SkyLink; from 2006 to 2007, CEO at Moscow Cellular Communications; from 2007 to 2009, Director of Transaction Support, Deputy Head of the Legal Division at Sistema Financial Corporation. From July 2009 to July 2013, Deputy CEO for Legal and Property Issues at PJSC Aeroflot. From July 2013 to November 2015, Deputy CEO for Sales and Property Issues at PJSC Aeroflot. Since November 2015, CEO at Rossiya Airlines.
Born on 2 February 1971. In 1993, graduated from Moscow State Institute of International Relations (MGIMO University) with a degree in International Public Law, and from Wharton Business School of the University of Pennsylvania with a degree in Finance. From 1997 to 2000, Deputy CEO at Svyazinvest. From 2000 to 2003, First Vice-President at Sistema Telecom. From 2003 to 2006, President at MTS. From 2006 to 2010, co-owner of Telecom Express Group. Since 2010, Managing Partner at Euroatlantic Investments Ltd. Since June 2012, members of the Board of Directors at Russian Railways. Since 2012, CEO at the Agency for Recapitalisation of Infrastructure and Long- Term Assets.
Born on 20 July 1974. In 1996, graduated from Lomonosov Moscow State University with a degree in Law. In 2003, completed a post-graduate programme at the Academy of National Economy under the Government of the Russian Federation. PhD in Economics. Until 2003, worked with various business entities. Since 2003, Commercial Director at Rostvertol (Rostov-on-Don). In 2009, was appointed Assistant to the Minister of Industry and Trade of the Russian Federation. In 2010, Director of the Aviation Industry Department at the Ministry of Industry and Trade of the Russian Federation. In 2012, was appointed Deputy Minister of Industry and Trade of the Russian Federation. Since January 2015, President at United Aircraft Corporation.
Born on 20 August 1952. Graduated from Irkutsk Institute of National Economy, completed Advanced Courses at the Military Academy of the General Staff of the Russian Armed Forces. Doctor of Economics, Professor, full member of the Academy of Military Science. Started his career at Irkutsk Scientific and Research Institute for Rare and Non-Ferrous Metals. Since 1980, worked at the Luch Research-Industrial Association. From 1983 to 1988, served as Head of the Luch Association representative office in East Germany. From 1988 to 1996, Deputy CEO at Sovintersport. From 1996 to 1999, Head of Foreign Economic Relations at the Administrative Office of the Russian President. From 1999 to 2001, CEO at Promexport. Since February 2001, First Deputy CEO at Rosoboronexport. From 2004 to 2007, CEO at Rosoboronexport. Since December 2007, CEO at ROSTEC Corporation (a state corporation set up to further the development, manufacture and export of hi-tech industrial products). Member of the Bureau of the Supreme Council of United Russia Party. Chairman of the public organisation "Russian Engineering Union". President of the Russian Union of Engineering Employers. Head of the Department of Military and Engineering Cooperation and High-Tech at Moscow State Institute of International Relations (MGIMO University). Chairman of boards of directors at Rosoboronexport, VSMPO-AVISMA Corporation, Kamaz, and Uralkali. Member of boards of directors at United Aircraft Corporation, International Financial Club, and Alliance Rostec AUTO BV Joint Venture. Member of supervisory boards at Rostec State Corporation, United Rocket and Space Corporation, and Roscosmos. Mr Chemezov has received high government awards and won a large number of other prestigious awards.
Marlen Manasov – stepped down from the Board of Directors as from 27 June 2016 by resolution of the Annual General Meeting of Shareholders (Minutes No. 38 dated 30 June 2016).
Aleksey Germanovich – elected to the Board of Directors as from 27 June 2016 by resolution of the Annual General Meeting of Shareholders (Minutes No. 38 dated 30 June 2016).
There were no other changes in the membership of PJSC Aeroflot's Board of Directors in 2016. Other members of the Board of Directors were re-elected at the 2016 AGM.
In 2016, PJSC Aeroflot's Board of Directors held 18 meetings, including 9 meetings in person and 9 meetings in absentia. The said meetings addressed over 180 items and passed over 440 resolutions on matters of the Board.
develop and improve corporate policies.
Note. Data format: the number of meetings attended by the member of the Board of Directors / the total number of meetings held in 2016. Attendance through written opinions or questionnaires (for meetings held in absentia) is shown in brackets..
* Member of the Board of Directors as from the Annual General Meeting of Shareholders held on 27 June 2016.
** Member of the Board of Directors up to the Annual General Meeting of Shareholders held on 27 June 2016.
approval of PJSC Aeroflot's related-party transactions.
The Board of Directors' Committees are elected by the Board of Directors and act in compliance with relevant Committee Regulations approved by the Company's Board of Directors. The Committees act as per the Board's resolutions and action plans based on the Board's action plan.
In 2016, the Board of Directors' Committees held a total of 22 meetings, addressing matters related to the operations of Aeroflot Group and submitting detailed recommendations and proposals to the Company's Board of Directors and Management Board.
The Audit Committee supervises the Company's financial and business operations to protect shareholder interests and ensure the growth of the Company's assets. Coordinating with the Company's executive bodies, the Revision Committee, and the Internal Audit Department, the Audit Committee prepares and submits for consideration by the Board of Directors recommendations and proposals on matters of the Board.
In 2016, the Audit Committee held a total of nine meetings (in person). The Committee's meeting agendas were compiled in line with the Committee's activities plan approved by the first post-election meeting, and reflected the instructions of the Board of Directors.
PJSC Aeroflot's internal documents, including Operational Quality Guidelines of PJSC Aeroflot; Aeroflot Group's Risk Register; Aeroflot Group's Risk Map; Aeroflot Group's Investment Programme; the Regulations on Procurement of Goods, Works, and Services; the Regulations on the Internal Audit Department.
Personnel and Remuneration Committee promotes the development of the HR policy, supervises matters concerning the Company's organisational structure, selection and assessment of persons appointed to the Company's governing bodies, their remuneration, and the remuneration system. In 2016, the Personnel and Remuneration Committee held a total of six meetings, including one meeting held in absentia. The Committee's meeting agendas were compiled in line with the Committee's action plan approved by the first post-election meeting, and reflected the instructions of the Board of Directors.
PJSC Aeroflot's internal documents, including the Regulations on PJSC Aeroflot's Key Performance Indicators; the Regulations on the Long-Term Incentive Programme; the Regulations on Remuneration of Employees of PJSC Aeroflot out of the Net Profit for the Year; the Policy on Exercising the Rights to PJSC Aeroflot's Phantom Shares; the Regulations on the Executive Secretary of the Board of Directors and the Board of Directors Office of PJSC Aeroflot, the new version of the Regulations on the Personnel and Remuneration Committee.
* By Resolution of the Board of Directors dated 22 December 2016 (Minutes No. 7), Mikhail Alekseev was removed from the Personnel and Remuneration Committee (with his consent).
In December 2016, the number of members of the Personnel and Remuneration Committed was reduced from six to five members to comply with the recommendations of the Corporate Governance Code and the Rules of the Moscow Stock Exchange on the undisputed majority of independent directors on the Committee.
The Strategy Committee was set up to prepare recommendations and proposals to the Board of Directors, enhancing the Company's performance and improving its long-term strategy.
In 2016, the Strategy Committee held a total of seven meetings (in person). The Committee's meeting agendas were compiled in line with the Committee's action plan approved by the first post-election meeting, and reflected the instructions of the Board of Directors.
PJSC Aeroflot's sole executive body, the CEO, and collective executive body, the Management Board, are charged with running the Company's ongoing operations. The executive bodies report directly to the Board of Directors and the General Meeting of Shareholders. The CEO also acts as the Chairman of the Management Board. The Board of Directors is authorised to appoint members of the Management Board, and remove them from office before the end of their term. The Management Board acts in compliance with PJSC Aeroflot's Articles of Association and Regulations on the Management Board as approved by the General Meeting of Shareholders of PJSC Aeroflot.
In the reporting period, members of the Management Board had no transactions with PJSC Aeroflot's shares.
Born on 18 January 1954 in Tashkent. In 1977, graduated from the Department of Mechanics and Engineering at Leningrad Polytechnic Institute with a Mechanical Engineer degree (Construction and Road Machinery and Equipment); in 1986, graduated from Leningrad Institute of Engineering and Economics. Since 1987, Deputy Head of Civil Engineering at Glavleningradinzhstroi. Since December 1988, CEO at US-Soviet Union joint venture DialogInvest (Leningrad office). In 1989, co-founder and member of the Board of Directors at Dialogue Bank. From 1990 to 1993, CEO at the US-Soviet Union joint venture DialogInvest; from 1993 to 1995, Chairman of the Management Board at Rossiya Bank; since November 1995, Chairman of the Management Board at Menatep Saint Petersburg; since September 2001, Deputy Chairman of the Management Board at Gazprom; from 2002 to 2004, Vice-President at GROS United Company, Financial and IT Advisor to the CEO at Svyazinvest; from 2004 to 2007, Deputy Minister for Economic Development and Trade of the Russian Federation. From 2007 to April 2009, First Vice-President and Head of Telecom Assets at Sistema Financial Corporation. Has held his current role since 10 April 2009.
Born in 1953. Graduated from Moscow Railway Engineering Institute.
From 1977 to 1995, served in the armed forces.
From 1995 to 2011, Deputy CEO for Economic and Aviation Safety, Deputy CEO for Aviation Safety, Deputy CEO for Aviation and Operating Safety, and First Deputy CEO for Operations at PJSC Aeroflot.
Since 2011, First Deputy CEO for Aviation Safety at PJSC Aeroflot.
Holds 0.000425% of PJSC Aeroflot's share capital.
Born in 1954. Graduated from Dzerzhinsky Higher Naval Engineering College.
From 1997 to 2013, Head of Administration, Director of the Department of General Affairs, Deputy CEO – Executive Director at PJSC Aeroflot.
Since 2013, Deputy CEO for Administrative Management at PJSC Aeroflot.
Holds 0.0000002% of PJSC Aeroflot's share capital.
Born in 1984. In 2005, graduated from Kutafin Moscow State Law University; in 2016, graduated from the Russian Presidential Academy of National Economy and Public Administration (RANEPA).
Held senior positions at the Prosecutor General's Office of the Russian Federation and the Investigative Committee of the Russian Federation.
From 2013 to 2015, Deputy Head of the Legal Support Section of the Legal Department, Deputy Director of Legal Department, Advisor to the CEO for government relations.
In August 2015, he was appointed Legal Department Director at PJSC Aeroflot.
Since 1 July 2016, Deputy CEO for Legal and Property Matters at PJSC Aeroflot.
Born in 1963. Graduated from Kalinin Leningrad Polytechnic Institute.
From 2002 to 2004, Advisor to the Vice-President at United Company GROS.
From 2004 to 2007, Executive Director at RAMAX International.
From 2007 to 2009, Director of Development and Control at Telecom Assets at Sistema Financial Corporation.
Since 2009, Deputy Head of IT at PJSC Aeroflot, Advisor to the CEO, Deputy CEO for IT.
Born in 1970. Graduated from St Petersburg University of Economics and Finance. PhD in Economics.
From 2001 to 2008, Deputy Director of the Department for Government Regulation of Foreign Trade at the Ministry of Economic Development and Trade of the Russian Federation.
From 2008 to 2009, Director of Government Relations at Sistema Financial Corporation.
From 2009 to 2012, Advisor to the CEO, Deputy CEO for Customer Relations and Deputy CEO for Operations and Quality Management at PJSC Aeroflot.
Since 2012, Deputy CEO for Customer Service at PJSC Aeroflot.
Born in 1959. Graduated from Turin Polytechnic University (Italy). From 1986 to 1989, VP of Sales, member of the Board of Directors and the Executive Committee at Malan Viaggi.
From 1990 to 2011, Sales Manager, Vice-President for Sales, Vice-President for Business Development, Vice-President for Alliances, Business Development and International Relations, Executive Vice-President for Alliances and Strategies at Alitalia.
Since 2011, Deputy CEO for Strategy and Alliances at PJSC Aeroflot.
Born in 1978. Graduated from Moscow State Institute of International Relations (MGIMO University). PhD in Economics.
From 2004 to 2007, Deputy CEO for Finance and Investment at Sistema Telecom.
From 2007 to 2009, Director of Investments, Deputy Head of the Finance and Investment Division at Sistema Financial Corporation.
From 2009 to 2013, Advisor to the CEO, Deputy CEO for Finance and Investment and Deputy CEO for Commerce and Finance at PJSC Aeroflot.
From 2013 to 2016, Deputy CEO for Finance and Network and Revenue Management at PJSC Aeroflot.
Since 2016, Deputy CEO for Commerce and Finance at PJSC Aeroflot.
Born in 1953. Graduated from the Academy of Civil Aviation. PhD in Technical Science.
From 2001 to 2012, Deputy Chief Flight Safety Inspector and Deputy Director of Flight Safety Management at PJSC Aeroflot.
Since 2012, Director of Flight Safety Management at PJSC Aeroflot.
Born in 1961. Graduated from Moscow Institute of Civil Aviation Engineers.
From 2001 to 2011, Head of Programme, Deputy Director of the Aviabusiness Higher Commercial School.
Since 2011, Acting Technical Director, Technical Director, Deputy CEO and Technical Director at PJSC Aeroflot.
Holds 0.000007% of PJSC Aeroflot's share capital.
Born in 1957. Graduated from Aktyubinsk Higher School of Civil Aviation.
From 2003 to 2008, Commander of the A320 Air Squadron at PJSC Aeroflot.
From 2008 to 2010, Commander of the A330 Air Squadron at PJSC Aeroflot.
Since 2011, Deputy CEO and Commander of Flight Operations at PJSC Aeroflot.
Recipient of the honorary title of the Honoured Pilot of the Russian Federation, the Medal of Nesterov, and awards of government agencies.
Holds 0.000117% of PJSC Aeroflot's share capital..
As from 24 June 2016, Vladimir Alexandrov, Deputy CEO for Legal and Property Matters, was appointed to PJSC Aeroflot's Management Board. As from the same date, Nikolay Altukhov, Deputy CEO for Sales and Property Management, stepped down from PJSC Aeroflot's Management Board.
In 2016, the Management Board of PJSC Aeroflot held a total of 35 meetings, including 5 meetings in absentia.
management and internal control processes.
In pursuit of recommendations and proposals aiming to boost the Company's business efficiency, PJSC Aeroflot set up the Committee for Finance and Investments and the Committee for Innovative Development.
The Committee for Finance and Investments is a permanent collective advisory body of PJSC Aeroflot. In its operation, the Committee is guided by the applicable laws of the Russian Federation, resolutions of PJSC Aeroflot's Board of Directors, other regulations, rules and procedures of the Company, and the Regulations on the Committee for Finance and Investments.
The Committee is charged, among other things, with monitoring progress on the Company's ongoing investment projects, providing expert reviews of any such projects, passing resolutions on suspension of investment projects, determining their efficiency assessment criteria and drafting proposals on Aeroflot Group's financial, economic, and marketing policies.
In 2016, the Committee for Finance and Investments held a total of 20 meetings.
The Committee for Innovative Development is a permanent collective advisory body of PJSC Aeroflot's Management Board. It was set up to provide recommendations and proposals for the Management Board to boost the Company's business efficiency.
In its operation, the Committee is guided by the laws of the Russian Federation, resolutions of PJSC Aeroflot's Board of Directors and Management Board, other regulations, rules and procedures of the Company, and the Regulations on the Committee for Innovative Development.
The Committee is charged with reviewing innovative projects and providing assessment of their efficiency, monitoring progress on the ongoing innovative projects, passing resolutions on project suspension, setting out requirements for the design and quality of innovative development materials submitted to the Management Board, and recommending projects for implementation.
In 2016, the Committee for Innovative Development held a total of two meetings.
The Company has in place a structured remuneration system for members of the governing bodies designed to link the amount of bonus payments to the achievement of short-term targets, and align the interests of the Company's management and its shareholders. Short-term incentive is provided in the form of cash bonuses, while long-term incentive implies payments based on share capitalisation benchmarked against different indicators.
Guidelines for Board remuneration calculation and payouts are set forth in the Regulations on Remuneration and Compensation Payments to the Members of the Board of Directors of PJSC Aeroflot, in line with the Federal Law On Joint-Stock Companies, other applicable laws of the Russian Federation and the Company's internal documents. These Regulations were approved by PJSC Aeroflot's AGM on 27 June 2016. One of the key amendments was the adoption of the July to June corporate year, in line with the Board of Directors' election cycle. The Board remuneration framework comprises fixed and variable components. The size of the fixed component depends on involvement of members of PJSC Aeroflot's Board of Directors in its activities and includes the fixed base pay and additional payments for discharging extra duties. The variable remuneration component is directly linked to the Company's market capitalisation growth on the Moscow Exchange as benchmarked against MICEX Index and market prices of shares issued by foreign carriers.
PJSC Aeroflot's market capitalisation performance against MICEX Index (maximum weight of 1/3).
50% of the remuneration amount accrued for the relevant corporate year is paid out to the members of the Board of Directors simultaneously with the principle remuneration for the relevant year. 50% of the remuneration amount accrued for the relevant year is not paid out, but set aside until the end of the LTP (June 2019), added together and paid as a lump sum upon resolution of the General Meeting of the Company's Shareholders, subject to the capitalisation of at least RUB 100 billion. Calculations incorporate the high water mark principle, i.e. if capitalisation goes below the high water mark in the current interim period, the capitalisation growth base for the next interim period shall be the peak capitalisation value that was reached in the past period.
The remuneration system designed for the management and the other staff enables the Company to engage and retain highly qualified professionals. Remuneration for management is comprised of the fixed component (official salary) and the variable component (current bonuses and long-term incentives).
Current bonuses depend on the Group-wide performance and are calculated in accordance with the Company's KPI-Based Employee Bonus System. The KPI-Based Employee Bonus System is defined by the Regulations on Bonus Payments to the Managers and Specialists of PJSC Aeroflot (approved on 2 February 2011 and amended on 22 December 2016). The Regulations stipulate that the bonus component of the management compensation amount shall depend on their quarterly and annual performance against the KPIs approved for the relevant reporting period.
achievement of the capitalisation target following the Long-Term Incentive Programme.
Remuneration under the Programme is paid based on the same principles as for the long-term incentive programme for members of the Board of Directors (50% of the remuneration amount is paid out on an annual basis, and the remaining 50% are set aside until the end of the Programme).
The list and weights of KPIs for the CEO of PJSC Aeroflot for 2016, which form part of the corporate KPI framework, were approved by the Board of Directors of PJSC Aeroflot on 29 October 2015 (Minutes No. 5) and were updated by the Resolutions of the Board of Directors of PJSC Aeroflot dated 28 April 2016 (Minutes No. 15) and dated 8 September 2016 (Minutes No. 2). The 2016 KPI targets for the CEO of PJSC Aeroflot were approved by the Board of Directors of PJSC Aeroflot on 24 December 2015 (Minutes No. 9) and updated for 2H 2016 by the Resolution of the Board of Directors of PJSC Aeroflot dated 27 October 2016 (Minutes No. 4).
From 2015 onward, the scope of the CEO's KPI list (with KPI weights and targets) is fully in line with the KPIs of our Long-Term Development Programme and extended to include all members of the PJSC Aeroflot's Management Board to provide incentives for the management to pursue Groupwide corporate objectives and improve the Group's overall performance. The KPIs for other employees of PJSC Aeroflot were approved by the CEO on 30 December 2015 and updated for H2 2016 on 23 December 2016.
the list, weights and targets of the KPIs within Aeroflot Group's Long-Term Development Programme, and the 2016 KPIs for PJSC Aeroflot's CEO.
Share of State-Subsidised Funding in Total Funding Secured KPI – in line with paragraph 2 of Instruction of the Russian Prime Minister Dmitry Medvedev No. AD- P36-4617 dated 11 July 2015 on including the indicator showing investment capital raised in the private equity market.
The list and weights of KPIs for the CEO of PJSC Aeroflot for 2016 were approved by the Company's Board of Directors on 29 October 2015 (Minutes No. 5) and were updated by the Resolutions of the Board of Directors dated 28 April 2016 (Minutes No. 15) and dated 8 September 2016 (Minutes No. 2). The 2016 KPI targets for the CEO of PJSC Aeroflot were approved by the Board of Directors of PJSC Aeroflot on 24 December 2015 (Minutes No. 9) and updated for 2H 2016 by the Resolution of the Board of Directors of PJSC Aeroflot dated 27 October 2016 (Minutes No. 4).
** The cost-cutting instruction of the Board of Directors of PJSC Aeroflot for 2016, dated 25 August 2016, and issued in pursuance of the Russian Government's Directive No. 4750p-P13 dated 4 July 2016, was deemed actually implemented by resolution of the Board of Directors of PJSC Aeroflot.
*** Overall Productivity KPI target does not provide for higher productivity due to the social commitment to take on former Transaero employees. Excluding Transaero staff, the overall productivity growth will stand at 7%.
In 2016, the actual KPI values of PJSC Aeroflot's CEO exceeded targets as a result of implementation of initiatives to reduce costs and enhance overall productivity, as well as efficient operational management.
The list and weights of KPIs for the CEO of PJSC Aeroflot were approved by the Board of Directors of PJSC Aeroflot on 24 November 2016, and the KPI targets for the CEO of PJSC Aeroflot were approved by the Board of Directors of PJSC Aeroflot on 22 December 2016.
*All KPIs calculated for Aeroflot Group except for PJSC Aeroflot's Flight Safety.
**The target value assumes 50% of the net profit for 2016 distributed as dividends.
***The target value of 4.9 cent per ASK (the lowest value achieved by Aeroflot Group) is determined in line with the Guidelines for Cost Saving Estimates issued by Federal Agency for State Property Management (Order No. 90 dated 10 March 2016).
****The Overall Productivity target (for Aeroflot Group) is proposed to be +5% of the estimated actual value for 2016, in line with instructions issued by federal executive authorities. The Group's approved 2017 consolidated budget for Aeroflot Group provides for more aggressive growth in overall productivity, at about 7%.
* All KPIs calculated for Aeroflot Group except for PJSC Aeroflot's Flight Safety.
** The target value assumes 50% of the net profit for 2016 distributed as dividends.
*** The target value of 4.9 cent per ASK (the lowest value achieved by Aeroflot Group) is determined in line with the Guidelines for Cost Saving Estimates issued by Federal Agency for State Property Management (Order No. 90 dated 10 March 2016).
**** The Overall Productivity target (for Aeroflot Group) is proposed to be +5% of the estimated actual value for 2016, in line with instructions issued by federal executive authorities. The Group's approved 2017 consolidated budget for Aeroflot Group provides for more aggressive growth in overall productivity, at about 7%.
The 2017 KPIs for PJSC Aeroflot's CEO reflecting PJSC Aeroflot's KPI system were amended versus 2016 to replace the CASK Reduction KPI (for Aeroflot Group) with the CASK KPI (for Aeroflot Group). Aeroflot Group optimised its operations to achieve the Group's CASK target and provide for average annual cost savings of 10% since 2011. Aeroflot Group ranks first among peers by cost savings.
The Annual General Meeting of Shareholders held on 27 June 2016 resolved to pay members of PJSC Aeroflot's Board of Directors the total remuneration of RUB 44,876,254 for 2015, with additional RUB 24,744,515 paid under the Stock Option Plan (in 2015, the remuneration amounted to RUB 23,603,280 with no payments under the Stock Option Plan). In 2015, PJSC Aeroflot's market capitalisation grew by 68.9% (following the calculation method applicable for the Plan) and ranked first among peers by growth rate. The upward trend continued in 2016, with capitalisation growing by 172.5% – the highest growth among airlines used as benchmarks for the incentive programme.
The total remuneration accrued to members of PJSC Aeroflot's Management Board for 2016 stood at RUB 598,825,846 (RUB 362,594,270 in 2015).
As part of its efforts to provide insurance protection, PJSC Aeroflot has signed an agreement for liability insurance of the Company's directors and officers, as well as representatives of PJSC Aeroflot on governing bodies of its subsidiaries, providing for reimbursement for loss caused to third parties, arising from claims filed by third parties against the insured due to their wrongful acts committed in their management roles. A securities claim filed against the Company also constitutes an insured event. The amount of cover is USD 100 million per claim and in total. The insurance period is one year. The total insurance premium is USD 99,000.
Aeroflot Group has in place a centralised internal audit function, headed by the Director of the Internal Audit Department who functionally reports to the Board of Directors of PJSC Aeroflot and to the Audit Committee of the Board of Directors. Depending on the scale of their business and related risks, the Company's controlled entities arrange for internal audit to be conducted by either PJSC Aeroflot's Internal Audit Department or the internal audit unit or permanent internal auditor of their own. Heads of such units and internal auditors of controlled entities functionally report to the Direct or of the Internal Audit Department of PJSC Aeroflot.
The internal control systems are designed to maximise the Aeroflot Group's transparency, economic efficiency, and compliance with the applicable laws.
The Board of Directors of PJSC Aeroflot approves internal documents regulating its general policy on risk management and internal controls and establishes principles of and approaches to the risk management and internal control system within PJSC Aeroflot.
The Audit Committee of PJSC Aeroflot's Board of Directors enhances supervision over financial and business operations to optimise capex, protect shareholder interests, and ensure the growth of PJSC Aeroflot's assets.
recommendations and proposals on other matters, as resolved by the Board of Directors of PJSC Aeroflot.
Matters concerning assessment of risk management and internal controls based on the reports by the Company's Internal Audit Department are regularly discussed by the Audit Committee of the Board of Directors. When conducting audits, the Internal Audit Department draws conclusions on the performance of the risk management and internal controls for each audited entity. To further improve risk management across key business processes within PJSC Aeroflot, the Audit Committee of the Board of Directors also receives regular reports on the Company's key risks.
PJSC Aeroflot has in place a practice of confidential reporting to the Board of Directors (the Internal Audit Department), its corporate Hotline. The Hotline functions on the principles of confidentiality and anonymity. All received reports are reviewed by the Internal Audit Department.
In 2016, the Audit Committee of the Company's Board of Directors reviewed, on a quarterly basis, the day-to-day operations of the Internal Audit Department and the results of conducted audits. The 2016 action plan of the Internal Audit Department was approved by the Audit Committee. The Director of the Internal Audit Department held regular meetings with the Audit Committee. The Committee reviewed, approved, and gave a positive assessment of the Internal Audit Department's performance in 2016.
In 2016, the Company also performed internal assessment of its internal audit function quality, supported by PricewaterhouseCoopers.
The Audit Committee reviews, on an annual basis, the results of external audit of PJSC Aeroflot's accounting (financial) statements prepared under the RAS, and, on a quarterly basis, of the consolidated financial statements prepared under the IFRS. Opinions issued by external auditors in 2016 received a positive assessment by the Audit Committee.
The Internal Audit Department is established by the Resolution of the Board of Directors of PJSC Aeroflot dated 1 July 2009. In its operation, the Department is guided by the International Standards for the Professional Practice of Internal Auditing and the underlying principles of independence, objectivity, proficiency, and professional care. The Director of the Internal Audit Department functionally reports to the Board of Directors of PJSC Aeroflot and to the Audit Committee of the Board of Directors.
The purpose of the Internal Audit Department is to support: economic efficiency and solid performance of PJSC Aeroflot; achievement of financial and operational KPIs; protection of assets; fair disclosures of the Company's financial and operational data; compliance with the applicable laws.
The Internal Audit Department strives to assist PJSC Aeroflot in achieving its strategic goals through applying a holistic consistent approach to assessment and improvement of risk management, internal control, and corporate governance processes.
In 2016, the Board of Directors of PJSC Aeroflot approved a new version of the Regulations on the Internal Audit Department, developed together with the Audit Committee of the Board of Directors and CJSC PricewaterhouseCoopers Audit. These Regulations are in line with the requirements set out in the Guidelines of the Federal Agency for State Property Management, the International Standards for the Professional Practice of Internal Auditing, the Code of Ethics for Internal Auditors, and the Corporate Governance Code approved by the Board of Directors of the Bank of Russia on 21 March 2014.
In the reporting period, the Internal Audit Department conducted a total of 60 audits of the Company's units and subsidiaries to identify potential risks and assess efficiency in PJSC Aeroflot's key business lines and processes. Audit findings enabled the management to come up with proposals on further improvements in the Company's key operations, with the majority of them successfully implemented by the management.
The Internal Audit Department regularly reports to the Audit Committee of PJSC Aeroflot's Board of Directors on its progress in the implementation of the annual action plan, audits made, and application of the Department's recommendations.
The Revision Committee supervises PJSC Aeroflot's financial and business operations to provide reasonable assurances of the Company's business fully meeting the interests of its shareholders and requirements set forth in the applicable laws of the Russian Federation. In its operation, the Revision Committee is guided by PJSC Aeroflot's Articles of Association and the Regulations on the Revision Committee.
As prescribed by the respective Regulations, the Revision Committee checked for accuracy the information contained in the RAS-based annual financial statements for 2016, including the Income Statement and other documents submitted to the General Meeting of Shareholders for review. The Committee benchmarked the metrics of the Company's financial and business operations in 2012–2016 and their compliance with the applicable laws in 2016.
Based on these audits, the Revision Committee prepared and approved a relevant report containing the balance sheet and financial performance assessment results. The Committee's report reflects changes in the balance sheet structure and key change drivers, assessing a wide range of the Company's financial and business operations, including risk management and internal controls, and compliance. The conducted audits and checks enabled the Committee to provide recommendations meant to improve the Company's performance and thereby increase earnings and cut costs.
In its report, the Revision Committee passed a positive opinion on the accuracy of the Company's financial statements citing no material grounds to disprove the information provided in the Balance Sheet and Income Statement of PJSC Aeroflot as at 31 December 2016. The report also provides the Committee's recommendations on the Company's financial and business performance.
Vasily Shipilov – Deputy Head of Division at the Ministry of Economic Development of the Russian Federation.
The General Meeting of Shareholders also resolved to pay members of the Revision Committee the total remuneration of RUB 2,441,574.
Each year, PJSC Aeroflot engages external auditors to conduct independent assessment of its financial statements. External auditors are engaged through public tenders which ensure unbiased selection of the successful bidder based on auditing experience, the proposed audit scope and timeline, and the track record in the Company's industry. The audit firm, which won the public tender for conducting annual audit of the Company's accounting (financial) statements, is recommended by the Board of Directors for approval by the Annual General Meeting of Shareholders in accordance with the applicable laws.
The Annual General Meeting of Shareholders approved AO BDO Unicon (Minutes No. 38 dated 30 June 2016) as the Company's external auditors to provide independent review of PJSC Aeroflot's 2016 accounting statements prepared under the Russian Accounting Standards (RAS).
The total fees paid to AO BDO Unicon for its audit and non-audit services in 2016 amounted to RUB 8,853 thousand (including VAT); in 2016, AO BDO Unicon also received payment of RUB 2,625 thousand for non-audit services provided in 2015. The key scope of services rendered under the 2016 contract included audit of interim and annual statements, development of regulations, preparation of reporting recommendations, and tax advisory services.
The AGM approved JSC PricewaterhouseCoopers Audit (Minutes No. 38 dated 30 June 2016) as the auditor of the Company's consolidated financial statements for 2016 prepared under the International Financial Reporting Standards (IFRS).
The total fees paid to PricewaterhouseCoopers International Limited for audit, audit-related, and other services for 2016 amounted to RUB 93,518 thousand (excluding VAT). The key scope of services rendered under the 2016 contract included general review of the IFRS interim and condensed consolidated financial statements for 6M and 9M 2016, audit of the IFRS consolidated financial statements for 2016, services on developing the segmentation of PJSC Aeroflot's target customers, and services on standardisation and automation of the Company's business processes.
Aeroflot Group openly states its rejection of unfair and illegal business practices and takes additional voluntary anticorruption commitments recommended by international and Russian laws.
Aeroflot is currently working on the implementation of corporate anti-corruption programmes. The Company operates on the basis of public anticorruption principles and measures, transparent and open procurement processes, and rejection of illicit benefits, creates effective feedback channels, and fights corruption by sharing information. In 2015, PJSC Aeroflot signed up to the Anti-Corruption Charter of the Russian Business.
On 21 December 2015, the Company's Board of Directors (Minutes No. 8) approved Aeroflot Group's Anti-Corruption Policy designed to create a uniform approach to adhering to Federal Law No. 273-FZ On Countering Corruption dated 25 December 2008, which provides for development and adoption of measures to prevent and counter corruption.
PJSC Aeroflot has in place a procedure for reporting on corrupt practices or conflicts of interest.
The Company also has a roadmap for anti-corruption risk management and internal control processes at PJSC Aeroflot, approved by its Board of Directors. We are also working to integrate the Guidelines on anti-corruption risk management and internal controls in partially state-owned joint-stock companies, approved by the Federal Agency for State Property Management 2 March 2016.
From August to September 2016, the Internal Audit Department conducted audit (assessment) of the performance of the Company's anti-corruption risk management and internal controls, followed by development and implementation of measures to further enhance these processes.
As part of the effort to integrate the Guidelines on anti-corruption risk management and internal controls in partially state-owned joint-stock companies, approved by the Federal Agency for State Property Management on 2 March 2016, the Company introduced the role of Deputy Director of the Economic Security Department responsible for compliance management.
developed a standard Anti-Corruption Clause to be incorporated into contracts and agreements with PJSC Aeroflot's counterparties, and introduced its application procedure.
PJSC Aeroflot set up a dedicated incident reporting channel – okb@aeroflot.ru, which is described on the Company's website. The Company guarantees confidentiality when receiving and reviewing incident reports and no negative consequences for individuals who raised their concerns in good faith.
To enhance its corporate transparency and equity story, the Company strives to ensure timely disclosure of complete and accurate material information on its operations. The Company is guided in its information disclosure by requirements and recommendations of federal laws, the Bank of Russia, Russian and foreign trading hubs where the Company's securities are listed, as well as corporate documents such as the Regulations on the Corporate Information Policy and the Regulations on Providing Access to Insider Information.
Information on PJSC Aeroflot is promptly communicated to the widest possible audience through publication of such messages, press and news releases in the news feed updated in real time on PJSC Aeroflot's disclosure page (http://disclosure. skrin.ru/disclosure/7712040126) and in the IR section of Aeroflot's website (http://ir.aeroflot.com).
For more details on information disclosure see the Investor Relations section.


text:
Seed Health Closes $40 Million in Series A Financing
LOS ANGELES, April 21, 2021 /PRNewswire/ -- Seed Health, a microbial sciences company developing next-generation probiotic applications and live biotherapeutics, today announced the close of a $40 million Series A financing led by impact investor, The Craftory, alongside TechBio investor ARTIS Ventures and life science investor GISEV, with participation from existing investors, Founders Fund and 8VC.
This funding will support the Company's rapid growth and power upcoming category launches, clinical research, digital health initiatives, microbial stabilization technologies, and international expansion.
"Advances in research reveal the vast potential of microbes to transform how we live and care for ourselves, our children, and our environment. We are inspired to steward this next generation of probiotics and microbiome-based innovations that will disrupt and forever change the global categories of health, hygiene, diet and self-care," said Ara Katz, Seed Health co-founder and co-CEO.
With the Company's Scientific Board of leading microbiome researchers, clinicians and academic partners, Seed Health has assembled an Intellectual Property estate and Master Cell Bank (MCB) with microbial applications across gastroenterology, dermatology, oral hygiene, pediatrics, women's health, and nutrition.
"We are converging advances in sequencing technologies, metabolomics, and functional strain characterization to gain insight into microbial communities and develop interventions that are effective across a heterogeneous population or personalized," said Raja Dhir, Seed Health co-founder and co-CEO. "These proceeds accelerate our multi-platform, multi-technology approach to efficiently take breakthrough research from discovery to market across ecosystems of the body at various life stages, developmental windows, and health conditions."
Seed Health Expands Clinical Roadmap
Seed Health's flagship DS-01™, a 24-strain broad spectrum probiotic, recently received IND authorization for a clinical trial in IBS patients with Dr. Anthony Lembo at Harvard Medical School. It is also under study in four additional clinical trials to evaluate efficacy in endpoints related to constipation, post-alcohol gut microbiota restoration, urolithin production, and recovery after broad-spectrum antibiotics.
The clinical pipeline includes a slate of randomized, triple-blind, placebo-controlled trials evaluating the Company's interventions and characterizing distinct microbiomes on and within the human body.
"We are inspired to support Seed Health's bold vision to realize the potential of microbes to impact health, sustain life on our planet and revolutionize how we live," said Ernesto Schmitt, Craftory co-founder. "Their commitment to rigor and transparency goes beyond exceptional science and probiotic innovation. They have quickly become industry leaders in their field and stewards of a new standard in science communication and global brand-building in consumer health. Their education and sustainability-first ethos reflects our mission to invest in challenger companies and founders with conviction."
Beyond the consumer health roadmap, Seed Health's first live biotherapeutic will enter FDA and EMA (European Medicines Agency) trials this year for recurrent Urinary Tract Infection (UTI) with renowned vaginal microbiome researcher, Dr. Jacques Ravel, in partnership with LUCA Biologics.
"We are incredibly impressed with Seed Health's decentralized model in microbiome, which enables them to efficiently advance breakthrough research from discovery to development, validation, clinical research, and scale up. Their combination of scientific rigor, human-centered design and omni-channel expertise, uniquely positions them in the fast-growing global field of probiotics and live biotherapeutics," stated ARTIS Ventures' Managing Partner, Stuart Peterson.
Establishes SeedLabs to Address Environmental Health
Beyond human health, the Company established SeedLabs to develop microbial applications for pressing ecological and environmental challenges. The first innovation was a probiotic for honey bees (Time's 'Best Inventions,' Fast Company's 'World Changing Ideas'). The next initiatives will focus on coral regeneration, biomaterial development, and space, and will be announced later this year.
"I am inspired by Seed's bold vision to ferment the future, using microbes to rethink health," stated George Church, PhD, SeedLabs Advisor and Head of Synthetic Biology at Harvard Wyss Institute.
The universe in size is hard to fathom When composed in a region small as a single atom One billionth the size the point of a pen Microscopic, on a macro level within GZA, The Spark1
This announcement was originally published in PRNewswire. Read the full story here: https://www.prnewswire.com/news-releases/seed-health-closes-40-million-in-series-a-financing-to-launch-new-categories-accelerate-global-distribution-and-expand-clinical-research-301273425.html

redpajama_set_name: RedPajamaCommonCrawl


text:
Sadie Hawkins Day is an American folk event and pseudo-holiday originated by Al Capp's classic hillbilly comic strip Li'l Abner (1934–1978). This inspired real-world Sadie Hawkins events, the premise of which is that women ask men for a date or dancing. "Sadie Hawkins Day" was introduced in the comic strip on November 15, 1937; the storyline ran until the beginning of December. The storyline was revisited the following October/November, and inspired a fad on college campuses. By 1939, Life reported that 201 colleges in 188 cities held a Sadie Hawkins Day event.

Comic strip
In Li'l Abner, Sadie Hawkins was the daughter of Hekzebiah Hawkins, one of Dogpatch's earliest settlers and the "homeliest gal in all them hills". She grew frantic waiting for suitors until she reached age 35 and was still a spinster, and her father was worried about her living at home for the rest of her life. In desperation, he called together all the unmarried men of Dogpatch and declared it "Sadie Hawkins Day". A foot race was decreed with Sadie pursuing the town's eligible bachelors. If Sadie caught a bachelor, he would be forced to marry her. She was specifically interested in a handsome boy named Adam who was already in a courtship with Theresa, whose father was the area's largest potato farmer. Unlike Sadie, Theresa had a number of courtship offers.

As the event became a tradition in the comic strip, Capp added more story elements. Each year, the Sadie Hawkins storyline begins with a prophecy by Old Man Mose, who gives Li'l Abner a cryptic clue about the end of the storyline, which always comes true in a roundabout, surprising way. The storyline sometimes also includes the Sadie Hawkins Eve Dance which is held on the previous evening, when the young women wear hob-nailed boots and stomp on their partners' feet, to make the bachelors run slower during the event.

Impact
Inspired by Capp's satiric race in which eligible women chase down terrified bachelors for the purposes of wedlock, the event reverses the cultural norms of men as the romantic pursuers. Arthur Berger says that the day "represents a fertility rite and awakens an awareness of the relationship between the American courtship and more "primitive" rites."

Date
The date for Sadie Hawkins Day most commonly reported is November 13, two days before the first appearance in the comics. The date has on occasion been confused for February 29 (Leap Day), the date for Bachelor's Day according to the original Irish tradition of women being allowed to propose marriage.

Al Capp finally set the date for Sadie Hawkins Day as November 26, in his last Li'l Abner daily strip on November 5, 1977.

See also
Sadie Hawkins dance

References

Further reading
 "Some Fun Is on the Way — Sadie Hawkins Day Is Near", The Pittsburgh Press (Oct 19, 1940)
 "On Your Marks, Girls! Sadie Hawkins Day Is Nov. 9", The Jackson Clarion-Ledger (Oct 20, 1946)
 "Al Capp Tells How to Conduct a 'Sadie Hawkins Day'" by Paul F. Kneeland, The Boston Sunday Globe (Nov 6, 1949)
 "Carbon Carbonettes to Sponsor Annual Sadie Hawkins Day Events Tomorrow", The Price Sun-Advocate (Nov 23, 1950)
 "Sadie Hawkins Day comes and goes: Tradition used to empower women diminishes as society changes" by Matt Katz, The Camden Courier-Post (Feb 26, 2004)

Fictional elements introduced in 1937
Folk festivals in the United States
Fictional holidays
Li'l Abner
Days celebrating love
November observances
Characters created by Al Capp

redpajama_set_name: RedPajamaWikipedia


text:
Variations in Quercus sp. Pollen Seasons (1996--2011) in Poznań, Poland, in Relation to Meteorological Parameters
Grewling, Ł., Jackowiak, B. and Smith, Matt ORCID: https://orcid.org/0000-0002-4170-2960 (2014) Variations in Quercus sp. Pollen Seasons (1996--2011) in Poznań, Poland, in Relation to Meteorological Parameters. Aerobiologia, 30 (2). pp. 149-159. ISSN 0393-5965 Online: 1573-3025
10.1007/s10453-013-9313-3.pdf - Published Version
Official URL: https://doi.org/10.1007/s10453-013-9313-3
The aim of this study is to supply detailed information about oak (Quercus sp.) pollen seasons in Pozna\', Poland, based on a 16-year aerobiological data series (1996--2011). The pollen data were collected using a volumetric spore trap of the Hirst design located in Pozna\' city center. The limits of the pollen seasons were calculated using the 95 % method. The influence of meteorological parameters on temporal variations in airborne pollen was examined using correlation analysis. Start and end dates of oak pollen seasons in Pozna\' varied markedly from year-to-year (14 and 17 days, respectively). Most of the pollen grains (around 75 % of the seasonal pollen index) were recorded within the first 2 weeks of the pollen season. The tenfold variation was observed between the least and the most intensive pollen seasons. These fluctuations were significantly related to the variation in the sum of rain during the period second fortnight of March to first fortnight of April the year before pollination (r = 0.799; p < 0.001). During the analyzing period, a significant advance in oak pollen season start dates was observed (â��0.55 day/year; p = 0.021), which was linked with an increase in the mean temperature during the second half of March and first half of April (+0.2 °C; p = 0.014). Daily average oak pollen counts correlated positively with mean and maximum daily temperatures, and negatively with daily rainfall and daily mean relative humidity.
trends, climate change, Poland, central Europe, pollen season, meterological parameters,
G Geography. Anthropology. Recreation > GE Environmental Sciences
https://link.springer.com/journal/10453


In light of BOTTOS (BTO) communities issues and to protect the interests of Bibox users, we have reached an agreement through effective communication with BOTTOS team to immediately suspend Bibox BTO trading and deposit. BTO withdrawal will not be affected. The trading pairs involved are BTO/BTC,BTO/ETH,BTO/BIX. The system will automatically cancel the market orders once the suspension is in effect.
Bibox will consider resuming BTO trading and deposit according to the latest development of the project. Please stay tuned for the official announcement. We apologize for the inconvenience this brings to you. Thank you for your understanding.


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'Anything Is Possible' – This Trinidadian Leadership Coach Says He Went From $7k To 7 Figures
in Business & Opportunities, Featured Posts
by How Africa News September 20, 2021, 11:58 am
Gary McSween is an entrepreneur and hails from Trincity, Trinidad. Gary worked in the oil and gas industry for more than nine years after obtaining a bachelor's in Process & Utilities Engineering. In 2011, Gary was introduced to network marketing and he is currently the CEO of iBelieveVentures, which provides leadership coaching.
ALSO READ: South Africa To Replace Nuclear Power With Renewable Energy
Gary has always had doubts about motivational tactics and the inspiration people find in motivational speaking. This was before he attended an event in Dallas, Texas and met with the multiple seven-figure earner David Imonitie, his now mentor.
ALSO READ: Good Friday's Quote- We Will Have Peace Even If It Means Fighting For It, Dwight Eisenhower
Gary said after that meeting, his belief system exploded. "Came back to my home and started building aggressively," he said.
Gary was awarded a 'Rookie of the year' within two years in his first company. In his second company, he became one of the fastest to make $25,000 per month in residual income. He went on to achieve $1 million within 16 months.
Gary said he went on to build a sales and marketing organization with over 10,000 customers and IBOs in 45 countries, including Trinidad, Jamaica, U.S.A, Canada, Nigeria, South Africa, London, Dubai, Netherlands, South America and several Caribbean islands, with annual sales of tens of millions of dollars.
Despite his success, the journey has not always been smooth sailing for Gary. According to him, his biggest challenge was self-belief. He noted that he never believed in the power of believing. However, his experience alongside mentorship has helped him gain confidence in understanding the process of believing. He now empowers others to find that belief in themselves.
"…Believing that you can do it, once you believe you can do it and it's the right vehicle anything is possible. Success is a moving target. Success for me is not the destination but is the path to the destination. There are so many people my age with less education who are having the massive success that most in the corporate world would not earn or even think about" Gary explained.
The leadership coach also said his business took a hit with product prices and a lack of fulfillment by the company. According to Gary, this drastically affected his income and he struggled to pay his rent and put food on the table. But thanks to his mentor, he overcame those challenges.
In a piece of advice, Gary said potential entrepreneurs should make their goals clear and also find a mentor who has achieved success in the area they are venturing.
"Listen to exactly what they say to you to do. Do it until you win. Success is also 90 – 99% mental and 1 – 10 % Skill. If you don't win the battle in the mind you will not win in the physical. Success in all you do happens in the mind first." Gary advised.
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Digital Preservation of Museums
Indian Museum, Kolkata
Allahabad Museum, Allahabad
National Gallery of Modern Art, New Delhi
National Gallery of Modern Art, Mumbai
National Gallery of Modern Art, Bengaluru
Victoria Memorial Hall, Kolkata
Archaeological Survey of India, Goa
Archaeological Survey of India, NagarjunaKonda
Salar Jung Museum, Hyderabad
Search All Museums Allahabad Museum, Allahabad ASI, Goa Indian Museum, Kolkata National Museum, New Delhi NGMA, Bengaluru NGMA, New Delhi NGMA, Mumbai ASI, Nagarjunakonda Salar Jung Museum, Hyderabad Victoria Memorial Hall, Kolkata Exact Match
Krishna and Yasoda (Kālīghāṭ painting)
Title Krishna and Yasoda (Kālīghāṭ painting)
Accession Number R4628
Museum Name Victoria Memorial Hall, Kolkata
Gallery Name NA
Object Type Painting
Medium Watercolour
Main Artist Unknown
Artist's Nationality Indian
Provenance Sri D N Mullick, Calcutta
Origin Place Bengal, India
School Kālīghāṭ School of Bengal, 19th century
Brief Description Kālīghāṭ painting represents the style of watercolour painting produced in the 19th century in India by artists in the Calcutta marketplace for sale to pilgrims visiting the Kālīghāṭ temple. The style is characterized by broad sweeping brush lines, bold colours, and simplification of forms suitable for their mass production. The paintings, usually 17 by 11 inches (43 by 28 centimetres), were done on blank sheets, with no attempt made to fill in the backgrounds. Most usually depicted were the popular Hindu deities, but scenes of contemporary life are also found. The school, which rose in response to the competition of cheap coloured lithographs, soon lost the contest and disappeared rapidly. The charm and vigour of Kālīghāṭ painting had an influence on a number of modern Indian painters, as can be seen in the work of Jamini Roy.


text:
'use strict';

var applyFilters = require('./');

var help = require('help-version')(usage()).help,
    optArray = require('opt-array'),
    codeDumpParser = require('v8-code-dump-parser'),
    concat = require('parse-concat-stream');

var fs = require('fs');

function usage() {
  return 'Usage:  v8-print-code-filter [filter_expr]... [file]';
}

(function main(optv) {
  var filters = [];
  var input;

  optv.forEach(function (opt) {
    if (!opt.option) {
      if (input) {
        return help(1);
      }
      else {
        input = opt.value;
        return;
      }
    }

    filters.push({
      key: opt.option.replace(/-/g, '_'),
      value: opt.value
    });
  });

  if (!filters.length) {
    return help(1);
  }

  (input = input ? fs.createReadStream(input) : process.stdin)
    .pipe(concat({ parse: codeDumpParser }, function (err, sections) {
      if (err) throw err;

      var onWarning = function (warning) {
        console.error('Warning: ' + warning);
      };

      sections = applyFilters(sections, filters, { onWarning: onWarning });
      process.stdout.write(codeDumpParser.stringify(sections));
    }));
}(optArray(process.argv.slice(2))));

redpajama_set_name: RedPajamaGithub


text:
3650 NW 82nd Ave #301, Doral, FL 33166
I-CAT 3D DENTAL IMAGING
AMALGAM-FREE FILLINGS
DENTAL DENTURES
LAVA ZIRCONIA CROWNS
PRECISION ATTACHMENT PARTIALS
WHITE FILLINGS & BONDED FILLINGS
DENTAL MEMBRANE
LANAP – LASER GUM TREATMENT
OVERDENTURES – REPLACEMENT TEETH
CUSTOM MOUTHGUARDS
MIGRAINE PREVENTION
IV Conscious Sedation
Nitrous-Oxide
Why Inflammation in Your Mouth May Raise Your Risk of Cancer
Women with gum disease are 14% more likely to develop cancer than those with healthy teeth and gums, according to a study published in Cancer Epidemiology, Biomarkers & Prevention. The link appears to be strongest for esophageal cancer, but associations were also found between poor oral health and lung, gallbladder, breast, and skin cancer.
The study looked at data from nearly 66,000 postmenopausal women, ages 54 to 86, who were followed for about eight years. At the start of the study, they completed a health survey and reported whether they had ever been diagnosed with periodontal disease, an inflammation off the gums that can lead to tooth loss.
Gum disease is caused by sticky, bacteria-laden plaque that forms on teeth. In the early stages, known as gingivitis, the gums can be swollen and bleed easily. Daily flossing and brushing can usually reverse gingivitis. If plaque is left on teeth, it can progress to periodontal disease, which is inflammation around the teeth that causes gums to pull away and form pockets, which can trap more food and bacteria. With time, the bacteria, inflammation, and body's immune reaction can damage teeth and supporting bone structures, which can lead to tooth loss.
During the study's follow-up period, about 7,100 of those women developed cancer. Overall, those with a history of periodontal disease were more than three times as likely to develop esophageal cancer—and nearly twice as likely to develop gallbladder cancer—than women without. Their risk for lung cancer, skin melanomas, and breast cancer was also increased by 31%, 23%, and 13%, respectively.
Periodontal disease is more common in people who smoke and drink, which are also risk factors for several types of cancer. And in the new study, women with periodontal disease were more likely to report a history of smoking, exposure to secondhand smoke, and alcohol consumption.
But even among non-smokers, gum disease was still associated with a 12% increased risk of developing cancer overall. For some types of cancer, the link to gum disease did disappear when the researchers factored out smoking habits. For other types—like melanoma and cancers of the gastrointestinal tract—the connection remained.
This isn't the first study to suggest that gum disease is associated with certain cancers, but few studies—and none on older women—have calculated an overall increased risk. The researchers focused on this population because risks for gum disease and cancer both increase with age, and because a link had already been established in men.
Researchers don't know for sure why gum disease and cancer are linked, says senior author Jean Wactawski-Wende, dean of the School of Public Health and Health Professions at the State University of New York at Buffalo. But she and other researchers believe that bacterial pathogens in the oral cavity may play a role.
"These pathogens can travel to different parts of the body through your saliva, and they come in contact with your stomach and esophagus when you swallow, or end up in your lungs through aspiration," says Wactawski-Wende. When gums become inflamed and infected, pathogens—or disease-causing toxins—can also permeate the tissue and enter the blood stream, and travel to other parts of the body as well.
Previous studies have shown that these pathogens may play a direct role in the formation of cancer tumors and other inflammatory health issues throughout the body. Gum disease has also been tied to obesity, diabetes and cardiovascular disease, but it's not clear whether gum disease contributes to these conditions or vice versa.
The study authors point out that they were only able to find an association, not a cause-and-effect relationship, between gum disease and cancer risk. And it's possible that gum disease in the study was under-reported, they add, since they relied on survey responses rather than a doctor's or dentist's exam.
But the large study size and the strength of their findings make a good argument for more research, they say. In fact, they're currently studying the oral microbiome—the type and variety of mouth bacteria—of women with gum disease, and they plan to see if there are any patterns or links to the cancers the women may develop n the future.
The study also makes a good argument for taking care of those pearly whites, says Wactawski-Wende—and the gums that keep them in place."Between this and other studies, we've seen a link between periodontal disease and heart disease, diabetes, and now cancer, so it seem to me that it would be prudent to recommend maintaining good oral health," says Wactawski-Wende. "That involves brushing and flossing, but also seeing a dental professional who can monitor and clean your teeth, and who can prevent periodontal disease or treat any cases that do arise."
By doralsedatio|2020-06-09T12:57:32+00:00August 27th, 2017|blog|
¿Qué Hacer Cuando Una Corona Dental SE Cae?
Foods That Strengthen Kids' Teeth
What Is a Lava Crown, and What Are Its Benefits?
Los Efectos Negativos de Chuparse el Dedo
¿Cuánto Dura Un Relleno Dental?
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text:
AGSM 2020
Juanicipio JV
Financial Matrix
Drilling Commences at Juanicipio
View PDF (84 kB)
MAG Silver Corp. (TSX-V: MAG) is pleased to announce that drilling commenced on its Juanicipio Property at Fresnillo, Zacatecas on Saturday, May 10, 2003. The 3,500 metre program is designed to test a series of target structures that are aligned with the major veins currently in production, or under advanced exploration, at the Fresnillo Mine. Juanicipio lies 5km from the principal production head-frame of the Fresnillo Mine, and approximately 3km from the western-most underground workings. Exploration and development of the mine continues to advance west towards Juanicipio. Structures in Juanicipio show substantial geological, geochemical and geophysical similarity to the principal Fresnillo veins and are inferred to be the on-strike continuation of the district.
Juanicipio is covered by a 3km by 8km blanket of pervasive silicification from 50-100 metres thick believed to be related to early stage Fresnillo mineralization. This silicification is cut by later structures carrying argillic and advanced argillic alteration similar to that marking the upper-most reaches of later stage high-grade Fresnillo veins. These later structures are MAG's targets.
The first angle hole will test a 150 metre wide structural zone on trend with a string of over 10 Peñoles drill holes. The zone consists of at least 12 parallel fault strands carrying strong pyrite and hematite mineralization. Geochemical signatures are similar to those of the veins of the district. The drill road has exposed advanced argillic alteration of volcanic rocks beneath the silicification that is stronger than anything seen previously on the property. Geological data indicate that target style mineralization is expected to lie at roughly 500 metres depth, which is reinforced by strong NSAMT geophysical anomalies appearing at that depth on the structures. The angle hole is planned to continue to 750 metres (down hole) to cut as many of the structures as possible. Alteration intercepts on structures above the target depth may yield targets for subsequent holes.
The Fresnillo Mine is operated by Industrias Peñoles and currently produces 12% of the world's silver from high-grade (23oz/T Ag plus up to 0.1oz/T Au) veins. Overall production plus reserves for Fresnillo since 1560 is around 1 billion ounces of silver with roughly 400 million ounces of production coming since 1976, when the veins currently being mined were found.
On behalf of the Board of
MAG SILVER CORP.
"George S. Young"
President, Director
The TSX Venture Exchange has not reviewed and does not accept responsibility for the accuracy or adequacy of this news release, which has been prepared by management.
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text:
Q: Flask App Builder url_for views I am struggling on how to connect URL_for links in my app.
I have a the basic skeleton app set up.
I wish to make a link to a function (that runs code) that is built in a view (MyView).
I essentially want to pass a variable (var1) to the view 'myview/method2/var1' and have that link showing in the ContactModelView.
Thanks
class MyView(BaseView):
route_base = "/myview"
@expose('/method2/<string:var1>')
@has_access
def fun_var(self, var1):
    # go to function_file and run function with var1
    param1, param2 = func_file.function(var1)
    self.update_redirect()
    return self.render_template('method3.html',
                                param1=param1,param2=param2, param3=prospects)

My models.py file has the following:
class Contact(Model):
id = Column(Integer, primary_key=True)
name = Column(String(150), unique = True, nullable=False)
var1 = Column(String(150))
contact_group_id = Column(Integer, ForeignKey('contact_group.id'))
contact_group = relationship("ContactGroup")

def prospect(self):
    return Markup(
        'prospect')

def __repr__(self):
    return self.name

I then have in views:
class ContactModelView(ModelView):
datamodel = SQLAInterface(Contact)

label_columns = {'contact_group':'Contacts Group'}
list_columns = ['name','var1','contact_group', 'action']

show_fieldsets = [
                    (
                        'Summary',
                        {'fields':['name','var1','contact_group', 'prospect']}
                    )
                 ]

A: In the documentation regarding BaseView, we see that

Its constructor will register your exposed urls on flask as a Blueprint

So make sure you add the view you created, in order to 'register the blueprint'. Use something like
appbuilder.add_view_no_menu(MyView())

You can run fabmanager list-views on the console to make sure your view was registered.
As your endpoint requires a var1 parameter, you have to provide that to url_for. Something like this will work:
class Contact(Model):
    var1 = Column(String(150))
    ...
    def prospect(self):
        return Markup(
            'prospect')

redpajama_set_name: RedPajamaStackExchange


text:
Home Featured Gif Essay: New LoL Season! New LoL You! Maybe?
January 19, 2016 Laura Kelly 0
Gif Essay: New LoL Season! New LoL You! Maybe?
January 19, 2016 Laura Kelly
New Gameplay Overview And Release Date For LEGO Star Wars Revealed
Xbox Announce Purchase Of Activision Blizzard
Devs Reveal New Modes And Map For Year 2 Of HITMAN 3. Plus Game Pass Inclusion
12 Games Coming In 2022
The Game Awards 2021 Winners
Sora Announced As Final Smash Character. Kingdom Hearts Titles Also Coming To Switch
PlayStation Showcase Predictions
Horizon Forbidden West Coming February 2022. New PS5 Patch Released For Horizon Zero Dawn
Hello dear readers! Today, we're going to be talking about something that is surely going to consume my life and more likely a good chunk of those of you reading this now, very soon: League of Legends Season 6.
For anyone who plays the game regularly I shouldn't have to explain why the beginning of a new season can be both a stressful and refreshing time all at once. However, for those who aren't quite so addicted, allow me to explain the highs and lows of starting fresh in a new season.
Imagine your first day of School…
You're excited, but anxious. You hope that it'll be just as much fun as you've been led to believe by your overenthusiastic parents (read; Riot Games), but you're also terrified of the unknown and the idea that literally any mistake you make could haunt you for the rest of the year. After all, first impressions last!
You only have 10 games…
That's right. Your entire future is decided in 10 games. So what happens if you go on tilt, or your mum decides that right when you've started a team fight is the perfect time to knock the plug out of the router with the hoover? I'll tell you what happens, you're screwed!
You have to bring your baggage…
For those of us with a season or two under our belts, your previous placement will affect how you place in the new season. It's tied to you like an anchor, dragging down your ELO and making you pay for every little stupid mistake you made when you were still naive in the ways of the world. Going back to the school metaphor, imagine someone from your primary school is still in your class and is telling all the cool kids about that time you peed your pants during lunch. Yeah, you're still paying for that one.
New Season means new players…
Maybe this won't be so bad! New players will bring diversity and fresh ideas to the rift! Maybe one of your team mates will go on to become the next Faker, who's to say! …Wait is he locking in Tahm Kench AD carry? And no one wants to jungle, so it's double top?
Yeah, that's never a good sign. I'm sorry, but no matter how many normal games you've played, I guarantee you screw up your first ranked games. The environment is completely different between these two modes. It's a difference between being able to pull of that sweet 360 no-scope in private and then failing miserably when you try to show people. The competition of ranked brings with it a new attitude towards your plays and makes everything a lot more pressure. You're gonna need some practice before you get to where you need to be.
After all your effort, you're still gonna have to fight…
Here's something you might not know about the League ranking system, it'll intentionally place you lower than it thinks you deserve in order to ensure accuracy. Theoretically, if you deserve Silver 3, it will place you in Silver 5 because hey, if you really deserved Silver 3 you would get it no problem, right? Well that's assuming you can avoid…
The Dreaded Fifth Division…
Anyone who has been stuck at rank V for a considerable length of time knows precisely what i'm talking about here. In LoL, it's nearly impossible for you to drop between tiers unless you make considerable effort to do so. So say there was a player who deserved Bronze, but got some lucky placements and wound up in Silver through sheer luck. The fifth division is where they will spend the rest of their days, unable to drop to where they belong, but fully convinced they're better than anyone in bronze and fully willing to shout about that fact. Should you be unlucky enough to play alongside these creatures for any length of time you may find yourself caught in the cycle of defeat, wherein you will struggle to climb only to be cast back down from the highest point. It's a cruel fate, and to those who land here, may Illaoi's squid god have mercy on your soul…
Good luck in placements everyone!
Laura Kelly
tags: bronze elo hell Games Gif Essay League of Legends MOBA Riot Games satire summoners rift
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text:
What's On In Uxbridge
Things to do in Uxbridge
Kids & Family Activities
Gyms & Fitness Clubs
Battle of Britain Bunker
Hillingdon Court Park
London Motorcycle Museum
Uxbridge News & Events
"What's on in Uxbridge" is the 'go to' website, packed with information for residents and visitors, to make your time in Uxbridge an enjoyable. Great ideas on what to do and see, the best places to eat and stay, attractions, events, news and more…
What's On In Uxbridge has 1000's of visitors to its website. Everyday people are looking for Restaurants, Hotels, Things to do, Pubs, Places to visit, Attractions, Golf Clubs, Events, Festivals, Activities and more, and we offer them all the information they need to help them enjoy their time in Uxbridge.
Home Uxbridge News
Sadiq Khan demands Tier 2 in London after national lockdown
London should be put in Tier 2 local lockdown when national restrictions end next week, Sadiq Khan has said.
The Mayor of London said a Tier 3 lockdown that forced restaurants and cultural venues to close in the run-up to Christmas would be a "hammer blow" to the capital's economy.
It comes after Prime Minister Boris Johnson confirmed yesterday (Monday November 23) that the national lockdown will end as planned on December 3.
Regions will then return to a ramped-up local tier system, with tougher measures to control the spread of coronavirus ahead of Christmas.
Shops, hairdressers and gyms across the country will be allowed to open when national restrictions ease.
But in the toughest Tier 3 lockdown – classed as 'very high risk':
Restaurants and pubs will be takeaway only.
Indoor entertainment venues like cinemas and museums will be closed.
In Tier 2 or 'high risk' areas:
Pubs and restaurants will be allowed to open until 11pm, but they will only be allowed to serve alcohol with a meal.
Households will be allowed to mix outdoors such as in beer terraces, parks and private gardens though the rule of six will still apply.
Concerts and live sports will resume with a limited number of spectators.
In the least affected areas – classed as Tier 1 'medium risk' regions:
Households will be allowed to mix indoors if they follow the rule of six.
Pubs and restaurants will still shut at 11pm, but there won't be restrictions on serving alcohol.
People will still be encouraged to work from home and avoid travel.
The Government has not yet announced which regions will be in which tier – but Mr Khan said putting the capital in Tier 3 lockdown would cause "irreversible damage" to the UK economy.
"London going into Tier 2 next week would seem the right and sensible decision," he claimed.
The Mayor said Covid-19 cases are lower in the capital than in other regions expected to enter the 'high risk' tier when lockdown ends, and he is lobbying Government for Tier 2 measures in the city.
"London's unique ecosystem of bars, restaurants, clubs and cultural venues have been through an extremely tough year," Mr Khan explained.
"If they had to close throughout the Christmas period and beyond in Tier 3 it would be a hammer blow that many might not recover from."
The Government is expected announce London's local lockdown tier on Thursday (November 26).
Hillingdon Times | News
UK coronavirus hospital deaths increase by 1,185
The UK's coronavirus hospital death toll has increased by 1,185 – the biggest single-day jump of the entire pandemic. Hillingdon Times | News …
Memories of late Watford manager Ken Furphy in pictures
Prior to Graham Taylor's golden era at Vicarage Road, only one man had led Watford into the second tier of the Football League in the club's history. Hillingdon Times | News …
Action taken to protect trees at Bushey Hall Golf Club
A tree preservation order has been served on a golf course which has been mooted as a potential site for a football stadium. Hillingdon Times | News …
Ealing small businesses in 'terrible trouble' after Brexit changes
Small businesses in Ealing have expressed concern regarding the impact of the Brexit deal. Hillingdon Times | News …
Angela Rayner 'concerned' that Lib Dems are sending leaflets
Labour's deputy leader Angela Rayner has said she is "deeply concerned" that the Liberal Democrats are continuing to send out political leaflets despite lockdown guidelines. Hillingdon Times | News …
Uxbridge News
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text:
package org.apache.causeway.extensions.executionoutbox.jpa.integtests;

import org.springframework.boot.SpringBootConfiguration;
import org.springframework.boot.autoconfigure.EnableAutoConfiguration;
import org.springframework.boot.autoconfigure.domain.EntityScan;
import org.springframework.boot.test.context.SpringBootTest;
import org.springframework.context.annotation.ComponentScan;
import org.springframework.context.annotation.Import;
import org.springframework.context.annotation.PropertySource;
import org.springframework.context.annotation.PropertySources;
import org.springframework.test.context.ActiveProfiles;

import org.apache.causeway.core.config.presets.CausewayPresets;
import org.apache.causeway.core.runtimeservices.CausewayModuleCoreRuntimeServices;
import org.apache.causeway.extensions.executionoutbox.applib.integtest.ExecutionOutbox_IntegTestAbstract;
import org.apache.causeway.extensions.executionoutbox.applib.integtest.model.ExecutionOutboxTestDomainModel;
import org.apache.causeway.extensions.executionoutbox.jpa.CausewayModuleExtExecutionOutboxPersistenceJpa;
import org.apache.causeway.extensions.executionoutbox.jpa.integtests.model.Counter;
import org.apache.causeway.security.bypass.CausewayModuleSecurityBypass;

@SpringBootTest(
        classes = ExecutionOutbox_IntegTest.AppManifest.class
)
@ActiveProfiles("test")
public class ExecutionOutbox_IntegTest extends ExecutionOutbox_IntegTestAbstract {

    @SpringBootConfiguration
    @EnableAutoConfiguration
    @Import({
            CausewayModuleCoreRuntimeServices.class,
            CausewayModuleSecurityBypass.class,
            CausewayModuleExtExecutionOutboxPersistenceJpa.class,
    })
    @PropertySources({
            @PropertySource(CausewayPresets.UseLog4j2Test)
    })
    @EntityScan(basePackageClasses = {Counter.class})
    @ComponentScan(basePackageClasses = {AppManifest.class, ExecutionOutboxTestDomainModel.class})
    public static class AppManifest {
    }

    protected org.apache.causeway.extensions.executionoutbox.applib.integtest.model.Counter newCounter(String name) {
        return Counter.builder().name(name).build();
    }

}