text:
Halifax > Business
Deutsche Post CEO could become Deutsche Telekom chairman - report
Reuters | Posted: Dec. 4, 2021, 12:50 p.m. | Updated: Dec. 4, 2021, 2:42 p.m. | 2 Min Read
BERLIN (Reuters) - Frank Appel, the chief executive of German logistics company Deutsche Post, is the favourite to become the next supervisory board chairman of Deutsche Telekom, the Handelsblatt newspaper reported on Saturday.
A preliminary decision could be made at a meeting of the supervisory board on Dec. 15, with Appel potentially proposed for election at the annual meeting on April 7, Handelsblatt reported, citing five people familiar with the matter.
The newspaper said there were also talks under way about an early contract extension for Telekom CEO Timotheus Hoettges. Both companies declined to comment on the report.
The term of office of Telekom chairman Ulrich Lehner, who has headed the Telekom supervisory body since 2008, ends at next year's shareholder meeting. He had already confirmed that an external search for a successor was under way.
Appel's predecessor at Deutsche Post, Klaus Zumwinkel, also served as supervisory board chairman of Telekom.
The German government holds stakes in both companies.
Appel, a former McKinsey consultant, has been with Deutsche Post since 2000. In 2002, he became a member of the board of management, and in 2008 he moved up to the post of CEO.
His contract runs until 2022 and a decision on his future at the Post had been expected soon. Some industry insiders have speculated that Appel could be ready to move on given that Deutsche Post has posted record results through the pandemic.
(Reporting by Matthias Inverardi and Nadine Schimroszik; Writing by Emma Thomasson; Editing by Kevin Liffey)
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redpajama_set_name: RedPajamaCommonCrawl


Opinion: By Bertram de Souza | July 22, 2018 at 12:00a.m.
Green's letter was a plaintive plea for help from the one man who has the power to stop GM from closing the 52-year-old car assembly plant.
A telephone call from Trump to Chief Executive Officer Mary Barra would force the giant automaker to reassess its elimination of two shifts that resulted in more than 7,000 workers in the area losing their jobs.
But here's the reality check: Donald Trump is not going to intervene to save one of the leading employers in the Mahoning Valley.
Why? For the simple reason that the Republican occupant of the White House knows he will continue to enjoy strong support in this predominantly Democratic region even if GM pulls up stakes.
Trump's supporters are so blindly committed to him that they will point the finger of blame at everyone but the president. Such is his appeal. The billionaire from New York City and former reality TV showman knows how to tug at the heartstrings of white Americans – especially blue-collar males – whose lives have changed for the worse because the global economy has forced a redefinition of the workplace.
No longer is it possible to land and keep a high-paying job with great benefits and a lucrative pension with only a 12th-grade education. Technology is changing the way products are made, and that means the demand for a knowledgeable labor force has exploded.
Nonetheless, Trump keeps promising a return to the heydays of manufacturing when huge factories dotted the skyline. That promise has struck a chord in the Valley.
During the 2016 election, the then-billionaire real-estate developer who had never run for office came to this region and promised to resurrect the massive steel mills. He also pledged to revive the American automobile industry by forcing GM, Ford and Chrysler to restore the domestic jobs that were lost when plants were shuttered in the U.S. and opened abroad.
The Rust Belt was the perfect setting for Trump's "Make America Great Again" shtick.
Autoworkers at GM's Lordstown plant and other blue-collar Democrats were drawn to the slick salesman like moths to a flame. And they kept coming, despite this writer's numerous warnings during the campaign that they were in danger of getting burned.
The warnings were triggered by Trump's own words regarding the 2008-2009 rescue of the American automobile industry.
It was former President Barack Obama, a Democrat, who, along with Democratic members of Congress, put together a $50 billion investment by the federal government in General Motors.
Had Obama and the Democrats not acted, GM would have gone bankrupt and most likely would have closed its Lordstown assembly complex that makes the once extremely popular Chevrolet Cruze.
The federal bailout not only enabled GM to restructure, but it helped turn the company's fortunes around. The $50 billion has been repaid in full, and the company's profitability has been growing each year.
For instance, in 2016, GM reported that its third-quarter earnings were up 104 percent.
As has been noted many times in this space, had GM been forced to file for bankruptcy, the Lordstown plant would have been one of the first casualties of the financial upheaval.
Nonetheless, voters in the predominantly Democratic Mahoning and Trumbull counties threw caution to the wind in 2016 and supported a man who had filed for bankruptcy four times in his career as a real-estate developer. The Republican nominee defeated Democrat Hillary Clinton in Trumbull County and came close to victory in Mahoning.
As union President Green admitted in his letter to Trump seeking his intercession to save the Lordstown plant, many autoworkers cast their ballots for the Republican.
Here's a question for all the Valley Democrats who viewed Trump as the "second coming": Why hasn't the president called GM CEO Barra?
And while they're trying to pull an answer out of thin air, here's another question: Where are Trump's plans for the brand-spanking new steel mills that he said would be built along the banks of the Mahoning River?
The White House cannot feign ignorance about what's going on at the GM Lordstown plant. U.S. Sen. Sherrod Brown, D-Ohio, last month talked to Trump about the uncertain future of the facility and urged him to intervene with the decision-makers in Detroit.
Indeed, Brown talked to Barra, who refused to make a commitment with regard to the plant's future.
No one wants to hear the words "I told you so," but the autoworkers and other Democrats in the Valley who remain unabashed in their support of Trump have earned such snarkiness.
December 22, 2018 12:10 a.m.
July 9, 2018 9:24 p.m.


text:
Q: C++. Calling a virtual member function in destructor Every class that gets extended with this calls abort in the destructor and the call stack tells me that the function that called abort was called from a unreasonable spot in the header file. The other functions get overriden and work fine though.
Renderable.h
#pragma once
class Renderable
{
public:
    virtual void update(long delta) = 0;
    virtual void destroy() = 0;
    virtual void render() = 0;
    virtual ~Renderable();
};

Renderable.cpp
#include "Renderable.h"

Renderable::~Renderable()
{
    (this->*(&Renderable::destroy))(); // GLUtils::runOnUIThreadWithContext(this, &Renderable::destroy, true);
} // It says that it gets called from here.

A: When instantiating an object the base class gets initialized and then the subclass gets initialized.  When destructing an object the subclass gets destructed and then the base class.  After the subclass is destructed, its members and virtual methods are unavailable—there is no destroy() method to be invoked.  I suggest you move the logic in the destroy() method to the subclass destructor.

redpajama_set_name: RedPajamaStackExchange


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Key benefits of this investment.
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It was important to us to work with a company that were passionate about securing the right investments for us, and not focused on any commissions from developers. Redbrick Wealth's values and approach fitted perfectly with this and we have invested through them on several projects. I wouldn't hesitate to recommend them.


The boy walked two blocks alone and barefoot to alert a relative that he thought his parents were dead.
An Ohio boy saved his overdosing parents after walking two blocks barefoot and alone in the dark. According to Fox News, he left his home at 5 a.m. to find and tell a relative that he thought his family was dead.
Officers arrived at the couple's home Thursday morning to find the couple overdosed on heroin.
Emergency responders used a drug-overdose antidote to revive the couple. A 3-month-old baby girl was allegedly sitting in a car seat nearby.
"This 5 year old child, a hero, saved 3 lives today. How can something so awesome be so sad all at the same time? We brought the young boy and infant into the police department after the incident. He was given a badge for being so brave," Middletown Division Police posted on their Facebook page.
The couple, Lee Johnson and Chelsie Marshall, admitted to using heroin and were jailed on child-endangerment charges.
Police posted a list of addiction resources on their Facebook.


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text:
Q: How to programmatically enable or disable Bluetooth Profiles in Android? I have a requirement in which I have a list of paired devices connected via bluetooth to my phone. At some point, I have to disable/enable the sharing of media or contact details to my paired devices.
My requirement is to do this programmatically in android.
I have searched this, but i could not find any solution for it.
Please let me know if it is possible?

A: Just try enabling or disabling Bluetooth.
BluetoothAdapter mBluetoothAdapter = BluetoothAdapter.getDefaultAdapter();

            if (mBluetoothAdapter.isEnabled()) {
                mBluetoothAdapter.disable();
            }else {
                mBluetoothAdapter.enable();
            }

A: Try
Get default bluetooth adapter
BluetoothAdapter bluetoothAdapter = BluetoothAdapter.getDefaultAdapter();

Enable
 bluetoothAdapter.enable();

Disable
bluetoothAdapter.disable();

Check Status
bluetoothAdapter.isEnabled();


text:
Q: Does modern C++ have any equivalent/replacement to boost::archive::iterators? I have a code base with just one use of boost, which decodes 64bit data... it's very old code and I do not know what expected inputs or outputs look like, but if I can remove dependency on boost I'd like to:
#include <boost/archive/iterators/binary_from_base64.hpp>
#include <boost/archive/iterators/transform_width.hpp>

namespace ai = boost::archive::iterators;
typedef ai::transform_width< ai::binary_from_base64<std::string::const_iterator >, 8, 6 > It;

void base64_to_byte(const std::string& in, std::vector<char>& out)
{
  out.assign(It(in.begin()), It(in.end()));
}

It and all this template-driven approach is something I'm struggling to get my head around, is this an area of Boost which
has a direct C++14/17/20 parallel? What is it doing?
I can't even find documentation for it on https://www.boost.org/doc/libs/1_76_0, archive isn't listed as a library?
(If there is not an easy replacement, I will not make changes)


text:
Staying Solar Strong
SolarCity's Military Project Moves Forward
Written by Brianna Panzica
A major residential solar project was nearly derailed in September as Solyndra's bankruptcy jolted the federal loan guarantee program.
SolarCity and Bank of America Merrill Lynch (NYSE: BAC) announced SolarStrong, a program that would put 160,000 solar power systems on military homes. But they were hoping for guarantees on $344 million in loans to make it possible.
The government had offered an 80% guarantee on this loan for a project that would extend across 33 U.S. military bases and generate 371 megawatts of solar-powered energy, according to Forbes.
But after the Solyndra fiasco, the loan guarantee could not be carried out in time.
This didn't stop the two companies, however, which decided to take matters into their own hands.
Though the project financing went up once the loan guarantee was gone, Bank of America has been able to create a plan for their loans toward the project.
SolarCity has scaled back the project a bit to make up for the loss, now aiming for 120,000 solar arrays instead of 160,000.
But officials are still positive. As CEO of SolarCity Lyndon Rive told USA Today:
"This is uncharted territory for residential solar. The fact that SolarStrong can move forward without a federal loan guarantee is a clear indication that long-term incentives such as the investment tax credit are working."
And it is also made possible by still-falling solar panel prices. A year ago, this sort of thing couldn't have happened.
Bank of America's Jonathan Plowe told Forbes that it is also due to their experience in Project Amp, a huge solar project led by NRG Energy (NYSE: NRG) that Bank of America Merrill Lynch funded, albeit with a loan guarantee.
This experience in solar financing has helped show the company what could be possible and what sort of funding plans are best to use, Plowe said.
As Forbes reports, the companies aren't going into the project without any help at all. They have been granted a 30% federal tax subsidy that will last until 2016.
The project will still be extensive. Lyndon Rive told Forbes that it will probably create thousands of jobs, and "we'll have a big focus on hiring veterans."
SolarStrong is aimed at helping those who serve the country, and is taking its job seriously.
That's all for now,


text:
Tata's Scunthorpe steel works © Press Association Images
Sale agreed for Tata's Scunthorpe steel works
posted by Natalie Wain
in Supply chain
Tata Steel has agreed to sell part of its British business to distressed debt investment firm Greybull Capital for a nominal £1, as part of a deal that will save more than 4,000 jobs.
The deal comprises a £400m restructuring package for Tata's Long Products Europe division, that includes its 2,000 acre Scunthorpe plant, which will be renamed British Steel.
The acquisition is expected to complete in eight weeks, although is subject to a ballot of Unite trade union members who will vote on a raft of proposed cost-cutting initiatives.
As part of the deal backed by Greybull, staff at the Scunthorpe plant have been asked to accept a 3% pay cut, as well as reduced pensions contributions. The proposals form part of Greybull's plan to return the loss-making site to profitability within one-to-two years.
Two mills in Teesside, an engineering workshop in Workington, a design consultancy in York, a mill in Hayange, France, as well as sales and distribution facilities will also be saved in the deal.
The sale brings to an end more than two years of uncertainty for Scunthorpe steelworkers.
Bimlendra Jha, chief executive of Tata's Long Products Europe business, said: "Today marks a significant milestone in the sale of the Long Products Europe business.
"This sale is the best possible outcome for employees who have worked relentlessly to ensure the business's survival, and helped to make it attractive to a potential buyer."
Scunthrope MP Nic Dakin welcomed the deal, and responded by posting on his Facebook page: "I welcome today's news that the process of sale of Long Products from Tata to Greybull is reaching a positive conclusion but recognise there is still some work to do to complete the deal. I will be working with everyone to ensure this is positively concluded."
However, Dakin urged the government to do more to support the British steel industry. He added: "The UK government still needs to do more… It has taken over three years for it to deliver the promised mitigation package on energy costs. Its new procurement rules have still to be tested."
Tata also confirmed today that it has formally begun the sales process for the rest of its UK business, which includes the Port Talbot plant. Business secretary Sajid Javid is due to update Parliament on the government's progress to help find a buyer.
Greybull CapitalSteelTata Steel
UK steelmakers' power costs £47m more than competitors
Turkish pension fund set to buy British Steel
Government urged to 'buy British' by steel producers
Trump aims to boost domestic steel in federal projects
Price rise warning follows British Steel collapse


text:
Q: AS3 - stop onEnterFrame Function from constantly running Okay, I have a collisionTest function that is tied to my "onEnterFrameHandler" function.
So to simplify the way it looks:
onEnterFrameHandler(e:Event):void{
testCollision();
}

testCollision():void{
  trace("always running");
  if(1_MC.hitTestObject(2_MC)){
    //do stuff
  }
}

The thing is, it is always running. Constantly running in order to test for a collision. I have a feeling that it is what may be causing the lag on this project.
Do you know of a good way to control a function that needs to be able to check, at any time, an event, yet not run while the even is not occurring?

A: It's hard to answer this question as it is pretty vague when you're not checking for collision. To improve the performance it's not about changing how to collision test, but when to do the check.
so you could do this by simply adding an if statement like so:
if (doCollisionTest){testCollision();}

but that doesn't solve when doCollisionTest is true or false, and that's the tricky part, that cannot be answered from the information you provided.

A: If you don't need to check every single frame, you can use a Timer to only check as often as you like, for instance, if you deemed it good enough to check 3 times per second, you'd set it up like this:
var timer:Timer = new Timer(333); //run 3 times a second
timer.addEventListneer(TimerEvent.TIMER, collisionTest, false, 0, true);
timer.start();

function collisionTest(e:Event = null):void {
   //do you collision stuffs
}

Then, if for whatever reason you want to temporarily disable it, use timer.stop() , then timer.start() again

A: Usually you are always checking for collisions in a game loop. You provide a flag to indicate if something needs to be checked or not.
On a side note, consider using collision detection kit, I think you'll find it takes care of just about every scenario you can have regarding collisions.


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Can also be used as a preventative.
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Free from Animal derived ingredients.
Colour and fragrance may wary due to natural ingredients.
Avoid contact with eyes, if it does then simply rinse with clean cold water.
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I've recently become weary of when management uses the phrase "we need your help". This phrase is usually a cultural builder if you will, letting the employees know they have a say in the direction of the company, and that the management is interested in their ideas for setting new direction and improvements.
"Needing help" in this context is not, helping because there is so much work. Of course management needs help there. When I say management, I also mean the leaders in your relative work environment. This might be your direct team mangers, or the department mangers, or company mangers. Basically, those in charge of direction and strategy.
I used to like this phrase. It would motivate me to think, share and collaborate. I would pass these things to my management in an effort to help or possible change things for the better. I am not so sure of the value anymore.
My new though is if your management team isn't sure of their direction and strategy, there is a major problem. First, nothing is going to get executed against because of the idea search. It will be continuous. Unless there is immediate acknowledgment of a change it will likely be never attempted. If you don't feel the fail fast approach, you'll likely see the fail long on the wrong set of over thought objectives. I expect them to utalized me to explore their direction, since I am a executor on the team, and not the manger. If they are asking me for what they should be having the team do, I've begun to step back to assess the abilities of that manger and if I am on the right team.
Second, if they don't know where they want to take the company in terms of an innovate or new change, its again a warning. I imagine most everyone has a preference, or some unsupported reason to try something different. If this is missing in your management team, they lack the drive and inspiration to really set the team in a new direction.
As a counter, if your management team is wildly making changes on edge to see what lands while still conducting the core business strategy in a good direction, I believe this is the best approach for accepting ideas from the staff into the company direction. When they need help, honestly, and aren't afraid to immediately attempt something new, there is faith in the team regardless of the failure that might soon occur. They've realized now short term that something will or will not work. And again, they honestly need help.
If you feel you don't honestly have a say or opportunity in the direction of your team, I would suggest moving on. If you feel your management lacks their own ability to spawn ideas for change. I would again, suggest moving on.


text:
package com.librato.metrics.client;

import com.fasterxml.jackson.annotation.JsonTypeInfo;

import java.util.Map;

/**
 * For users which need control of actually making an HTTP submission
 */
@JsonTypeInfo(use = JsonTypeInfo.Id.NAME, property = "type", defaultImpl = DefaultPoster.class)
public interface IPoster {
    HttpResponse post(String uri, Duration connectTimeout, Duration readTimeout, Map<String, String> headers, byte[] payload);
}

redpajama_set_name: RedPajamaGithub


Grab a cool treat to beat the summer heat at the annual ice cream social July 14.
Sponsored by the Employee Activities Committee and the Staff Advisory Committee, the social will be held from 2 to 4 p.m. in the West Servery (Duncan and McMurtry Colleges). All Rice employees are welcome.


text:
#pragma once
#include <aws/dms/DatabaseMigrationService_EXPORTS.h>
#include <aws/dms/model/ReplicationInstance.h>

namespace Aws
{
template<typename RESULT_TYPE>
class AmazonWebServiceResult;

namespace Utils
{
namespace Json
{
  class JsonValue;
} // namespace Json
} // namespace Utils
namespace DatabaseMigrationService
{
namespace Model
{
  /**
   *

   */
  class AWS_DATABASEMIGRATIONSERVICE_API CreateReplicationInstanceResult
  {
  public:
    CreateReplicationInstanceResult();
    CreateReplicationInstanceResult(const AmazonWebServiceResult<Aws::Utils::Json::JsonValue>& result);
    CreateReplicationInstanceResult& operator=(const AmazonWebServiceResult<Aws::Utils::Json::JsonValue>& result);

    /**
     *
The replication instance that was created.

     */
    inline const ReplicationInstance& GetReplicationInstance() const{ return m_replicationInstance; }

    /**
     *
The replication instance that was created.

     */
    inline void SetReplicationInstance(const ReplicationInstance& value) { m_replicationInstance = value; }

    /**
     *
The replication instance that was created.

     */
    inline void SetReplicationInstance(ReplicationInstance&& value) { m_replicationInstance = value; }

    /**
     *
The replication instance that was created.

     */
    inline CreateReplicationInstanceResult& WithReplicationInstance(const ReplicationInstance& value) { SetReplicationInstance(value); return *this;}

    /**
     *
The replication instance that was created.

     */
    inline CreateReplicationInstanceResult& WithReplicationInstance(ReplicationInstance&& value) { SetReplicationInstance(value); return *this;}

  private:
    ReplicationInstance m_replicationInstance;
  };

} // namespace Model
} // namespace DatabaseMigrationService
} // namespace Aws


text:
New Jersey law firm to fight Pansy Ho-MGM Mirage opponent
A New Jersey law firm representing Hong Kong businesswoman Pansy Ho has asked three Web hosting companies to take down the Web site of a religious group disseminating negative information about MGM Mirage's designated business partner in its Macau operations.
Gilbert Brooks, an attorney with Wolf, Block, Schorr and Solis-Cohen of Cherry Hill, N.J. sent a letter in late March warning that the Web hosting companies are legally liable for the content of New York-based Family Focus Coalition's online site, which includes a mass of newspaper clippings and two reportedly confidential reports detailing personal information about Pansy Ho and her billionaire father, Macau casino magnate Stanley Ho.
"It is an outrageous attempt to unfairly smear Ms. Ho. Knowingly or not, you are conspiring in tortuous (sic) activity, in particular the disclosure of private facts," the letter reads, later citing the publication of Pansy Ho's U.S. Social Security number, personal addresses and telephone numbers as well as credit records as examples of private information disclosed on Family Focus' Web site.
Brooks also alleges the publication of copyrighted information in the form of news clippings and says that, too, is reason enough to end Family Focus' online presence.
The coalition's president, the Rev. Gary Kellner, with the help of an unnamed attorney responded with a searing letter of his own. In it, Kellner cites several legal precedents, including truth as a defense against defamation charges, supporting his group's right to disseminate the confidential information, which alleges all manner of organized crime links and criminal behavior on the parts of Pansy and Stanley Ho. Kellner has said previously that he would invite a legal showdown over publishing the reports in question.
"On the one hand, we would welcome legal action on your part as we would be anxious to schedule depositions of Stanley Ho, Pansy Ho, Terry Lanni (MGM Mirage's chairman and CEO)," Kellner's letter reads. "On the other hand, your allegations against Family Focus are so unsupportable under the law that I would have to instruct our attorney to seek sanctions against you."
Kellner's group has vowed to press on with its attack, which started in February two days before the Nevada Gaming Control Board approved Pansy Ho's suitability as a partner with MGM Mirage. The Nevada Gaming Commission last month followed the control board's recommendation.
New Jersey has not yet ruled, however, becoming the next battleground for Family Focus' fight. At least one New Jersey legislator, Assemblyman Richard Merkt, says he supports the group's efforts. Merkt is a former deputy attorney general in New Jersey's Division of Gaming Enforcement.
Sources at MGM Mirage believe Family Focus is backed by the company's competitors in Macau's gambling market, where rivals Wynn Resorts and Las Vegas Sands currently operate. Kellner has repeatedly denied his group is funded by casino interests anywhere.
Leading Asian operator, Pansy Ho, joins MGS Summit speaker lineup
Die leere Glashülle im CityCenter Las Vegas – Abriss fällig?
Das Neue Las Vegas
Erstes Hotel-Casino von Pelli Clarke Pelli Architects in Las Vegas eröffnet
Las Vegas Sands, MGM and Wynn have negative expectations for casinos in 2009


The Maltese coat is long and silky and requires much care and good quality products to keep it in optimum show condition. From the very start, a puppy coat ought to be groomed with a Plush Puppy Cushioned Pin Brush and bathed weekly. When bathing the puppy, use a gentle shampoo Plush Puppy Conditioning Shampoo at 5 parts water to 1 part shampoo) and a light protein conditioner Plush Puppy Silk Protein Conditioner at 5:1 and then carefully blow dry on a medium heat.
The biggest mistake is to cook the products onto the coat by using an overhot dryer. Even in winter, a cool to warm dryer is all that is needed. Warm the room - not the dryer. As the puppy grows through the coat change stage (9 - 12 months), groom daily, being careful to keep the coat mat free. Use a Spray Bottle with 1/2 Plush Puppy Reviva Coat to 1/2 water to dampen the coat slightly prior to brushing. Plush Puppy Reviva Coat is a good quality moisturising product that will protect the coat against splitting and breaking. At this stage, the coat needs to be bathed twice weekly using the Plush Puppy Conditioning Shampoo and Silk Protein Conditioner and leaving quite a bit of the conditioner in the coat when rinsing. Before commencing blowdrying, use a large handful of Plush Puppy Reviva Coat and cover all the ends of the hair especially near the rear end.
From 9 months to Adult, bath in Plush Puppy Whitening Shampoo and condition again with the Silk Protein - rinse thoroughly on show day. Pour a mixture of Plush Puppy Swishy Coat (1 tspn per 2 litre jug of warm water) through the coat and leave in. Squeeze water out and lightly towel dry. Add a handful of Plush Puppy Reviva Coat and blow dry. Coat should be totally dry and combed through with a wide toothed comb. Facial hair should be combed with fine toothed comb and whiskers and beard tied back with latex bands. When coat is full length, it can be wrapped to protect ends and promote growth. Use Plush Puppy Seabreeze Oil.A final suggestion for Show Day - use a light mist of Plush Puppy Shine & Comb for maximum sheen and static control just before going into the ring and Dale said you must try the Plush Puppy Cover Up Cream for any face and tear stains. Dab on with a small damp piece of sponge.
This fearless little breed is such a glamour dog and with careful attention to coat care, is very hard to go past in the show ring.
We at Plush Puppy hope our input to grooming has encouraged and excited a lot of you to enjoy this wonderful sport of dog showing. I thank all those specialist people who have given us insight to their breeds and have given of their many years of experience unstintingly. It is a sport of Kings available to everyone.


text:
Diversity efforts taking shape at waste industry's big companies, but serious work remains
Public companies are increasing their focus on diversity and inclusion, from the frontlines to the boardroom, following national attention on racism.
Adeline Kon/Waste Dive/Waste Dive
Cole Rosengren @ColeRosengren
As a national reckoning over systemic racism continues, major companies in the waste and recycling industry report launching or enhancing efforts to make their operations more diverse and inclusive — as significant work lies ahead.
Multiple companies in the industry say they have been working on this issue in some form for years, describing it as an integral part of improving corporate culture along with recruitment and retention rates. Others have only recently begun to have these conversations in more detailed terms following heightened interest from investors, employees and customers. Given the evolving nature of this work, and the limited amount of data disclosed by even some of the largest players, direct comparisons are difficult to make.
Anecdotally, it has long been recognized that the U.S. waste and recycling industry is largely White and male when it comes to many higher-level positions.
The most precise data available from the Equal Employment Opportunity Commission (EEOC) – which covers the broader "waste management and remediation services" category and substantially undercounts the total workforce – estimates 53% of those employed in the sector during 2018 were White. Among the total workforce, 81% were male and nearly 74% of executives or senior managers were White males. This compares to 52% and 59%, respectively, across the U.S. private sector workforce based on EEOC data.
Expectations are on the rise for more tangible action to improve diversity of all types, from the front lines to the boardroom, with the issue taking on new urgency this year.
Public stances
Following the police killing of George Floyd in May and resulting protests, companies and organizations of all types released statements in solidarity with calls for more action against systemic racism.
Waste Management CEO Jim Fish put out a letter saying "I choose to be part of the solution." Republic Services President Jon Vander Ark released his own, stating "While we can't fix society, change can start with us." Other leaders expressed their own sentiments internally and externally. Many hosted opportunities for employee discussions in the weeks that followed.
While this societal focus may have accelerated some efforts, it built on a quiet but widely recognized sense that the waste sector has work to do on improving diversity. Fish noted this during a 2018 WasteExpo panel, saying his company had not historically been as focused on these issues but that was beginning to change.
"Focusing on it and actually doing something are two different things," he said. "Minorities make up the majority of our driver ranks, but do they make up the majority of our management ranks? Not even close."
That remains the case as of Waste Management's latest sustainability report, with "ethnic minorities" comprising 46% of the total workforce as compared to 22% of the company's senior leadership team through 2019. Numbers in certain categories have ticked up over the years, and Waste Management's overall workforce has more Black and Hispanic employees than the national average, but leaders have identified multiple areas to improve.
Following the hiring of Chief People Officer Tamla Oates-Forney from GE in 2018, Waste Management also hired Senior Director of Culture & Engagement Tiana Carter last summer as part of an evolving HR approach at the company.
Speaking recently, Carter outlined numerous initiatives started during her first year that are part of this updated focus on employee engagement. Some highlights include launching a Culture Council with leadership, developing a Commitments & Values ambassador program with 700 participants, distributing new employee resource materials in multiple languages and meeting with workers in 100 different markets over her first 100 days.
"I think there's a big gap on diversity and inclusion in general, kind of across the board, inside and outside of [the waste industry] on people feeling, inclusion and diversity means that's at the exclusion of somebody else. When in reality it's at the inclusion of all, and how do we create a more equitable environment for everyone to thrive and be successful?" said Carter.
In her view, making these ideas a core part of company culture is especially important for big waste sector companies that have a long tradition of growing through acquisition. Just as it's common to hear executives talk about aligning safety cultures during the post-acquisition integration period, Carter said this area must be given similar attention.
"Inclusion and diversity is a core company value. So you can't opt out of inclusion and diversity. It's like you can't opt out of wearing a seatbelt if you drive a truck."
In an effort to formalize this mindset, beyond Waste Management including "people first" as one of its five core values, Carter successfully pitched two new goals to the board of directors this spring. As laid out in its latest sustainability report, the company now aims to "achieve ethnic diversity in each segment of our workforce, with emphasis on leadership, that is greater than or equal to that of the U.S. workforce standards" and "lead the industry in female representation at all levels, with a special emphasis on frontline and women in leadership" by 2025. EEOC data will be one of the benchmarks used to measure this progress.
Waste Management Workforce
Ethnic Minorities
Senior Leadership Team (SLT) 22% 33%
Executives (including SLT) 13% 20%
Managers 23% 20%
Total Workforce 46% 18%
Data through 2019, terminology from WM
As Waste Management and others work toward improving diversity at all levels, they're expected to have the support of investors and key stakeholders. The multi-year labor shortage for frontline positions such as drivers and mechanics has already increased the industry's focus on reaching underrepresented groups and making positions at all levels more attractive for a wider pool of candidates. From the standpoint of environmental, social and governance (ESG) practices, taking these steps has a proven track record in the corporate world more broadly.
"Ultimately people are not only the biggest cost, but the biggest driver of a company's success in the waste and recycling industry. The more you can expand the pool of qualified and motivated productive talent the better. The more you can bring a diversity of backgrounds and perspectives in general we believe it improves business processes and outcomes," said Noah Kaye, a managing director and senior research analyst at Oppenheimer & Co.
Per ESG reports and communication with other major industry companies, the issue has been gaining traction in recent years.
Republic Services points to its Mission of Supporting an Inclusive Culture (MOSAIC) Council that works with the company's office of inclusion and diversity to "leverage our best thinking to improve our culture and better serve our customers." The company launched specific resource groups for women in 2017, veterans in 2019 and Black employees earlier this year; with plans to launch additional groups in the coming years. In its latest ESG report, Republic also pointed to ongoing efforts such as a SheDrives recruitment campaign that has been particularly active in Baton Rouge, Louisiana.
One group that is not convinced by some these corporate efforts so far is the International Brotherhood of Teamsters. While the union has seen some incremental progress on bringing more women into frontline roles, it shared anecdotal reports across multiple companies about other issues. This includes wage disparities between different demographics of frontline workers, a lack of diversity in local management positions, limited opportunities for advancement and more. Citing one example, the Teamsters said Republic's main hauling yard in Atlanta has an estimated 90% Black drivers and almost all White supervisors.
"You just don't see the upward mobility into these salaried jobs like you would expect," said Chuck Stiles, director of the national union's solid waste division, speaking about multiple companies. "I've never known anybody in this industry to move on to anything other than like a route supervisor or a supervisor over say front-end or residential."
The union, which has been waging a broader campaign against Republic on multiple fronts, also described Vander Ark's June statement against racism as a publicity "ploy" to help the company's image. The company declined to address the union's specific statements, pointing to Republic's recently awared grants for "minority-owned businesses" and responding generally.
"Republic Services has long been committed to inclusion and diversity, and we continue to take steps to ensure that our organization is a model for inclusiveness and reflects the equality that should exist in our society," said a spokesperson.
Republic Services Diversity
Representation in Company
Non-White employees in total workforce 47.3%
Women in total workforce 18.6%
Women in all management 21.6%
Women in junior management 21%
Women in top management 17.4%
Data through 2019
Another industry company that has been active in this area is Covanta. The company pointed to its own Diversity, Equity and Inclusion Council, which also includes multiple resource groups, and membership in the CEO Action for Diversity & Inclusion coalition among the examples of its work in this space. Waste Management, Republic Services and Waste Connections are similarly listed as members of the coalition.
Covanta's vice president of continuous improvement was also recently selected for a racial equity fellowship through the coalition, which will support ongoing work around training and other areas. At the management level (director and higher), a diverse slate of candidates is said to be sought and encouraged for every job opening.
"This is leading to definitive changes in hiring processes and the composition of executive ranks," said Marcy Martin, vice president of talent acquisition and talent management, in a statement. "Bringing in a diverse talent pool is just the first step. It is vitally important to make sure that employees are empowered to bring their experiences and skill set to the table. To help further our mission of inclusion, we have developed diversity and inclusion educational awareness training for employees and managers."
Covanta noted this process was completed in 2019, with a new installment launching this year around unconscious bias in talent processes. When it comes to tracking demographics, Covanta provides some of the most detailed job category information of any public company in the industry.
Covanta Diversity
Workforce Proportion
Women in total workforce 11%
Women in executive workforce 18.8%
Women in hourly workforce 2.9%
Ethnic minorities in total workforce 28%
Ethnic minorities in executive workforce 10%
Ethnic minorities in hourly workforce 32%
Data through 2018, terminology from Covanta
This latter area, one multiple companies have discussed working on, is considered particularly important by experts as organizations strive to diversify their ranks – especially at higher levels.
Consulting firm Korn Ferry, in partnership with the Executive Leadership Council, highlighted some of these challenges when it interviewed 28 Black executives overseeing significant profit and loss operations at Fortune 500 companies in 2019. A report on that research found these Black workers "reported having to work twice as hard — and accomplish twice as much — in order to be seen on the same level as their peers."
Among many takeaways, Korn Ferry advised large corporations to ensure their cultures are inclusive of all people, be intentional about sponsorship to help new leaders rise up, be mindful of giving "glass cliff" tasks (described as "uncommonly high-risk assignments where few could have succeeded") to Black leaders over others and maintaining open dialogues about all of these issues.
As the report concludes, having a corporate program is one thing, but "many organizations will continue to waste time and money on underdeveloped D&I initiatives if they aren't truly prepared to tackle this issue head-on" by focusing on challenges surrounding formal policies, informal practices and unconscious bias. Improving this culture, according to report co-author and senior client partner Audra Bohannon, is an ongoing task and a "solvable problem" if companies are serious.
"There is a better answer when you think about inclusion and you think about creating cultures where all people can do their best work," said Bohannon, emphasizing the need to make all people – particularly underrepresented groups – excited about their jobs and equally able to succeed. "Black talent, brown talent, any group that probably identifies as being a marginalized group… they are tired and weary of having to push against headwinds that White people don't have to push against."
Change at the top
Measuring tangible progress by these companies on their efforts to become more diverse and inclusive at all levels isn't currently possible, but more near-term assessments can be made about some of the most powerful categories – senior leadership teams and boards of directors.
The industry's largest companies have seen a nascent trend of more women in top positions over recent years, such as CFOs at Waste Management, Waste Connections, Recology and the former WCA Waste. Kaye from Oppenheimer called this "an important signal" and one he expects to continue resonating in the sector. Stericycle is the only major industry company with a female CEO, Cindy Miller.
In addition to Waste Management's new goal around female representation, GFL Environmental has also pledged to lead in this area and recently touted that women comprise 40% of its executive leadership team.
Multiple sources pointed to positive momentum around gender diversity in the sector, catalyzed in part by the #MeToo movement, but believe the work is far from over. Whether it's women, people of color or other groups that have less representation in industry leadership they see room for more transparency and opportunities to advance in corporations of all types.
"I think there was an initial inclination to view diversity through a gender lens exclusively and what the Black Lives Matter movement and the protests in the wake of George Floyd's murder have shown us is there's a need for broader parameters," said Meredith Benton, principal at Whistle Stop Capital. For Benton, looking broadly at public companies in many industries, most diversity programs have not yet lead to notable changes in top leadership.
"We have a very disconcerting gap between entry-level positions and the amount of diversity we see there and what we see in the executive suite," she said, speaking about companies across sectors.
As it stands, every CEO and COO of publicly traded solid waste-focused companies are White men – with some variation among CFOs and other members of executive leadership teams – but the situation is different on corporate boards.
Given the potential for more frequent turnover and potential representation from people outside of the industry, board directors are seen as a key place for change. One group that has been working on this issue for years is the Thirty Percent Coalition, which was initially focused on having women hold at least 30% of board seats and has since expanded that mission to include multiple types of diversity.
"The coalition has always had the vision that the corporate board room reflect the gender, ethnic and racial make-up of the U.S. workforce and of course society," said Executive Director Charlotte Laurent-Ottomane.
In her work, Laurent-Ottomane frequently engages with the Securities and Exchange Commission (SEC) and companies around disclosure expectations. Along with multiple other agencies, the SEC released a policy statement in 2015 "establishing joint standards for assessing the diversity policies and practices of the entities they regulate," but leaves it to companies to define what diversity means.
A bill calling for more disclosure passed last year in the U.S. House of Representatives has not progressed. Outside of California, which passed a law in 2018 requiring state-based corporations to "have a minimum of one female" on their board, there are not currently any comparable state or national regulations in place mandating representation by certain groups.
In lieu of formal movement, the Thirty Percent Coalition, Benton and others are actively pursuing the implementation of new policies at the company level to disclose more information in the hopes of spurring change. In July, the coalition outlined multiple action items for companies, including proxy disclosures of "board composition inclusive of gender, race, and ethnicity."
"Once they put that in writing and it becomes a public document, what happens is that women start appearing in the board room," said Laurent-Ottomane. "I really think that to be systematic about this, we have to go after the disclosure and I think the other will follow."
As of June, the coalition reported 115 companies had appointed a woman to their board for the first time following its outreach. Overall, more than 400 companies now have women on their boards.
Many of the industry's largest public companies do have formal diversity policies in place, along with criteria laid out for new board directors to be considered from all backgrounds. GFL Environmental, which went public in March, does not yet have a policy but noted in a filing it considers such factors. The company does not currently publish any detailed diversity data.
GFL Environmental reports women comprise 40% of its executive officers and 25% of senior management. No women are currently on the company's board, but it pledged to appoint one within 12 months of going public.
2019 sustainability report and F-1 filing
Waste Connections did not have a formal diversity policy until a shareholder resolution introduced by the British Columbia Teachers' Federation was passed in 2019. At the time, the resolution noted the company only had one woman on its board and called for more detailed plans to change this. In recommending shareholders vote against the resolution, Waste Connections said it valued diversity but viewed the concept in a broader lens.
Subsequently, the company established a formal diversity policy for the board and senior management. It also set a target to have women represent 30% of independent board members by 2020 and 30% of all board members by 2024. Waste Connections did not respond to a request for comment about its diversity efforts. During this fall's WasteExpo, Executive Chairman Ron Mittelstaedt said the company was now at 25% board diversity and working to be more intentional about its hiring practices for other positions.
Waste Connections reports women comprised 16% of its workforce and "ethnic minorities" comprised 46%
Source: 2020 sustainability report
Data through 12/31/19, denominator excludes non-respondents
Waste Management reports "ethnic minorities" comprise 38% of its board and women comprise 25%, adding that "every non-employee director added to our Board since 2013 ... has been female or is racially/ethnically diverse." Republic reports "minority and women directors" comprise 60% of its board, placing additional emphasis on board refreshment efforts that are considered a positive practice. Covanta's latest proxy filing described 33% of the board as diverse, including three women.
Casella Waste Systems has reported less diversity on its board in the past, though now has two female directors following the appointment of Rose Stuckey Kirk – a top Verizon executive – in August.
Numerous surveys and research reports indicate that the number of women and people of color being appointed to boards has risen slightly in recent years. Yet it also shows these groups, especially Black women, are overwhelmingly underrepresented at some of the nation's largest companies across all sectors.
For Bohannon of Korn Ferry, making boards more diverse presents an "equal if not more intense" challenge than making senior leadership more diverse. Even if boards have strong refreshment policies in place, she said that needs to be paired with a robust recruitment process. Otherwise, she said it's possible members may perpetuate current patterns by referring others who look like them, saying "if most of the board is White and male who are the people you're going to recommend?"
Bohannon and others also identified the importance of ensuring more diverse candidates are not just on the board, but on powerful committees. As boards are viewed with increasing scrutiny for their role in diversifying leadership, this is an area expected to receive ongoing attention.
Driving serious change
While the industry's largest companies may be addressing the issue of inclusion and diversity in different ways and at different scales, many involved emphasized a feeling that at the very least a new bar has been set in what will be expected moving forward.
Carter of Waste Management said that while her department previously launched numerous programs and already had sign off from the board on new 2025 goals, the death of George Floyd further accelerated some of that work.
Near term this led to more opportunities for dialogue, such as a "Power of One" initiative asking each of the company's 45,000 employees to take one inclusive action, and a series of "courageous conversations" involving company leaders. In looking for more tangible actions, Waste Management also partnered on an initiative in August called Share The Mic and The Money Now. This brought together businesses to elevate "the power of allyship" and "build awareness" of Houston-area businesses owned by Black women, providing them the opportunity to interact with new potential corporate clients.
For Carter, all of this is part of converting dialogue into tangible change that can be a core part of operations moving beyond this year.
"Now that we're all in agreement that there's some work to be done we actually can start to do the work, rather than [saying] 'there's work to be done, but it seems like an HR issue so I'm not going to touch it.' Now it's a business issue, a business imperative, a business opportunity," Carter said. "Because we all know that there's tremendous benefits that come from inclusion and diversity efforts."
As major companies in the industry and other sectors transition into more formal ESG reporting, and look to show progress, analysts anticipate the topic will fold in naturally with existing labor discussions.
"It goes back to being in a people first industry and getting the right people [of] high quality, high talent, high intelligence, high motivation," said Kaye of Oppenheimer. "The more you can broaden that pool from top to bottom, the better the results should ultimately be for the company and its shareholders and the communities they serve."
Vermont-based Casella is among those that plans to update how it talks about this issue, with Vice President Joe Fusco saying diversity and inclusion will have a "a much larger spotlight" in an upcoming ESG report.
Casella's workforce = 3% non-White, 19% women
Source: 2018 GRI report
Data through 12/31/17
Fusco recognized much of the company's Northeast operating region may be more White than the national average, presenting some limitations to recruiting certain types of candidates, but said Casella is also working to diversify its workforce in other ways. In addition to a program with a Boston-based Asian American civic group, the company also partners with a local Goodwill affiliate and the New Hampshire governor's Recovery Friendly Workplace Initiative on other programs.
"The goal there is to kind of give people a career path who may have poverty in their past, mental health issues in their past or addiction in their past," said Fusco. "[A]ny great enterprise really wants to be good at opening pathways for all kinds of people that maybe historically have not been attracted or come under the radar of this industry ... So by being inclusive I think you naturally over time become diverse."
The emphasis on diversity in all categories, including age and other factors, is a key part of how analysts and others are discussing this issue currently. Others in the sector have also said they are thinking in new ways about hiring practices. Speaking during WasteExpo, GFL CEO Patrick Dovigi said this was one of multiple factors the company was looking at.
"[W]e're retooling exactly how we hire and giving opportunity to everyone, not just based on race," he said. "It's top of mind for us and will continue to be top of mind and we'll keep developing these programs moving forward."
Mittelstaedt of Waste Connections, speaking in a separate WasteExpo session, said his company would not be setting any workforce targets related to diversity and inclusion but had been discussing it in light of this summer's events.
"We're trying to hire the most qualified person, but the other reality is if you're not intentional about improving diversity and improving inclusion it'll be slower to get there," he said, noting CEO Worthing Jackman convened a summit over the summer asking top leadership to take a close look at "where do we we have innate biases if they exist and how do we intentionally knock down those biases so inclusion and diversity gets accelerated."
Waste Connections' latest sustainability report also notes employee assessments of their managers, done as part of its "servant leadership" model, will now include a diversity and inclusion category.
As the initial wave of societal discussions around addressing systemic racism moves into a new phase, experts say the real test will be to see how major companies of all types remain engaged. For Benton of Whistle Stop Capital, statements from CEOs and senior leaders are important steps in setting a tone for all employees – but data disclosure is even more telling.
"I can't really tell you which programs are most effective and most necessary because we haven't received the data from companies on outcomes," said Benton, speaking about public corporations broadly. "I'm not at all interested in a short novelette around the company's D&I practices if they aren't also willing to tell me the numbers, just as I would expect to see it in their 10-K."
Beyond workforce composition, areas she would like to see more data on include promotion, recruitment and retention rates. As one example, Benton pointed to a successful shareholder resolution passed on Juneteenth at the cybersecurity company Fortinet. The resolution, believed to the be the first of its kind, called for more detailed data around tracking company diversity initiatives, promotion rates and other categories. Similar resolutions are expected at more companies in the future, and Benton said the amount of S&P 100 companies filing EEO-1 disclosure forms doubled to nearly 40 as of August following these results.
In the meantime, Benton encouraged companies to be as transparent as possible to match their public pledges for change.
"Even if current composition isn't exactly perfect, if you have confidence in your program then the data should be released," she said.
The Teamsters similarly support greater disclosure around wages and related areas, calling this an important way to improve equity amid interrelated conversations about diversity and inclusion. Stiles noted issues like "treatment and respect" are often an even greater factor than wages in why workers organize, especially amid the pandemic, meaning significant work remains to align corporate policy plans with on the ground conditions.
"I think these companies would do a much better job if they would practice what they preach," he said. "We wouldn't have as many members in this industry if these companies actually lived up to what they claim they're doing."
With companies in the waste industry and other sectors at different stages on this work, experts said it's important to start viewing this as part of core strategy if it isn't already.
Speaking in late September, Bohannon of Korn Ferry said she was "cautiously optimistic" about how major corporations in all sectors had been responding but said challenges still remain for Black executives looking to join new companies or thrive in their current roles. If companies are serious about making changes, she said they will need to reexamine every aspect of their culture all the way down to the "root system" and be prepared to break traditions.
"Will organizations hold themselves accountable and create a sustainability process so that it gets baked into the DNA of how they operate on a daily basis? This is not something that can be intermittent, it is not something that is check the box," said Bohannon. "It is going to be some of the hardest work that has ever been done in an organization."
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Public companies are increasing their focus on diversity and inclusion, from the frontlines to the boardroom, following national attention on racism. Nearly 74% of sector executives or senior managers are White males, per federal data.
By Cole Rosengren • Nov. 02, 2020
Photo illustration by Brian Tucker/Waste Dive/Waste Dive
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Brigitte Bertrand is a French-American actress & singer-songwriter and actress born in California. Bertrand is a first generation American. Throughout her nomadic childhood, Brigitte attended French/English bilingual schools, living primarily in Northern California and in the south of France.
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« iPhone Carrier In Europe To Offer Palm Pre? | Main | Sprint Palm Pre Roadmap Leaked »
Sprint Treo Pro Now Available For $199.99
Palm's Ultraslim, Ultraslick, Ultrafast & Super Hot Treo Pro For Sprint Finally Available To Buy
I'm very happy to be able to say that the Sprint Treo Pro has finally made its official debut and it's now available to buy online directly from Sprint priced at $199.99 after $250 Instant Savings and $100 Mail-In Rebate (with a 2 year agreement) or $549.99 with no agreement.
It's a real shame that Palm and Sprint have taken this long (it's overdue by at least 3 months) to release the Treo Pro but the fact nonetheless remains that this is an absolutely terrific – very fast and powerful – smartphone that I have _very happily_ been using for the past 6 months (the slightly less powerful Unlocked GSM Treo Pro model).
Everything positive that I mentioned in my original Treo Pro review and Treo Pro specifications remains true today – the Sprint Treo Pro is basically the best Windows Mobile smartphone with a full QWERTY keyboard and high-resolution touchscreen on the market today thanks to its faster processor (Qualcomm Dual-Core MSM7501A at 528MHz) as well as the huge size of user available memory (300MB).
The fact that the Sprint Treo Pro also happens to be a superb "phone" (probably the best and fastest that I have used to date) makes a great deal of difference for me when compared to competing devices where placing a rather basic call can take multiple time-consuming clicks. Additionally, the ability to edit native Microsoft Word and Excel documents as well as open and view PowerPoint, PDF, and ZIP files clearly match the requirements of a mobile business professional. Finally although the updated Internet Explorer Mobile 6 still has room for improvement, it offers Flash support to see more and do more online while on the go.
Most of the things that I love about the Sprint Treo Pro are listed below and I'm naturally curious to hear how you feel about the overall features and functionalities of this smartphone. Please take a moment to share your views with your fellow Treonauts.
Sprint Treo Pro Survey
Please select the Sprint Treo Pro features and functionalities that most appeal to you below (select as many as apply)
Ultraslim Form-Factor & Design Windows Mobile Professional 6.1
Full QWERTY Keyboard + 320x320 Touchscreen microSDHC Memory Card Slot (Up to 32GB)
Built-In WiFi & GPS MicroUSB Sync & Charge
High-Speed Wireless Data (EvDO) Removable Battery
Ultrafast Processor (Qualcomm 528MHz Dual-Core) Bluetooth 2.0 with Stereo Bluetooth
Memory (300MB User Available) 2.0 Megapixels Camera (2x zoom and video)
3.5mm Stereo Headset Compatibility Dial-Up Networking (DUN Modem)
Dedicated Silent Ringer Switch Button Enhanced Comm Manager
Standard 5 Hours Talk Time Enhanced Memory/Task Manager
Dedicated WiFi On/Off Button Microsoft Direct Push
Additional Treo Pro information:
Treo Pro "Smart" Phone
Treo Pro Voice Command
Top 10 Treo Pro Accessories
Editor's Choice Top Windows Mobile Software
Treonauts always have the greatest features…
Posted by Andrew on March 16, 2009 at 11:33 AM
Sprint Treo Pro
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Listed below are links to weblogs that reference Sprint Treo Pro Now Available For $199.99:
by Titus Purdin | Mar 16, 2009 2:42:18 PM
It's Sprint.
It's Windows.
I cannot load and run software that I have created.
Gee, what could be wrong with it?!?
by proee | Mar 16, 2009 5:43:50 PM
The hardware is great. If it had WebOS or Android I'd buy it. In fact, I might even like this form factor better than the Pre.
I refuse to use windows mobile. Been burned way too many times and will not go down that road again.
I hope Microsoft goes down in flames someday.
by JPCahill | Mar 16, 2009 9:49:25 PM
There's a full page ad for the Sprint version of the Pro in this morning's Wall Street Journal -- no way to tell who paid for it, though, Palm or Sprint.
Personally, I'll wait for the Pre. I've got Windows mobile on my current phone. Never again.
-John-
by Timothy Smith | Mar 16, 2009 11:50:06 PM
Not Super Hot anymore. Waiting on the Pre.
by Iris | Mar 17, 2009 7:24:22 AM
I'm currently on Verizon, with a Samsung Saga with WM 6.1. I was previously on a 700p. I also own a 700wx. I'm on the Samsung for the larger screen, and the wifi. The 700wx is actually faster with regard to response to keys or taps, and was contemplating a wifi card for it. Given the changes in technology between the 700wx and the Saga, you'd expect some improvement. It is really sad that Palm had so much right in the Palm OS and the Treo hardware that was never recognized. I still prefer the Palm keyboard, and the unlock key as configured on the Palm. I may yet go to the 700wx. I've used both Palm OS and WM, and I can live with either, but I prefer Palm OS. I feel as though I have to whip WM into a usable configuration on each machine when I get it, before it is comfortably usable, and some things I continue to gnash my teeth over, where Palm did it so much more easily. I miss my ringer switch.
I am totally frustrated that this is going to Sprint, along with the Pre. The ONLY thing Sprint has over Verizon where I live is that they have coverage inside the high school which my daughter is now attending. I may end up switching after the Pre comes out, but Sprint's coverage is not to my liking, and I don't know of anyone who speaks highly of their customer service.
by Bryce | Mar 18, 2009 8:29:55 AM
I want a Pro so bad I can taste it, and based on the specs, a Pre even more....that being said, I wouldn't have Sprint as a carrier even if you gave me a new Pre every month. What good is any cell phone if you can't consistently rely on getting a signal?
by Bryce | Mar 19, 2009 10:34:59 AM
Well, lo and behold, Alltel now offers the Treo Pro on their website. How did that sneak in unnoticed? Alltel is non GSM too.
by sprint | Mar 19, 2009 1:49:19 PM
The Treo Pro was never hot. At this point, who cares.
Are they paying customers $199.99 to use Treo Pro?
If so, maybe will consider it. But probably not.


The Cycle Challenge runs between Thursday 1 and Friday 30 September 2016 ('the Challenge period'). It is open to people aged 16 or over who are employed or live in the local area.
Registration is free via the Challenge website or the paper Registration Form.
We recommend that approval is sought from management prior to an organisation registering into the Challenge.
An organisation is defined as a body that employs people or where people gather for a shared purpose, i.e. not a club or group of friends.
Upon registration, an organisation or department is classified as a team according to the number of staff employed by the registered organisation or department. There are six team size categories: 500+ staff, 200 to 499 staff, 50 to 199 staff, 20 to 49 staff, 7 to 19 staff and 3 to 6 staff.
Individuals who register but do not assign themselves to an organisation are eligible to win cinema tickets and spot prizes but they are not eligible to win a team prize/award.
Bike shops are welcome to join the Challenge but are not eligible to win a team prize/award.
Once a team is registered, individuals from that organisation or department may register their individual participation with that team.
Individuals can only register once on the site.
If a team's size changes to more than or less than the team's original size category, it will automatically be moved into the appropriate size category.
Individual and team registrations can continue throughout the duration of the Challenge period. The deadline for registrations and for recording any outstanding trips from the Challenge period is 24 hours after the end of the Challenge (trips must be logged by 23:59 on Saturday 1 October 2016).
A valid cycle trip is defined as a participant cycling for a minimum of 10 minutes or 1 mile on a pedal bicycle. Valid cycle trips do not include the use of motorcycles, scooters or stationary cycles. Cycle trips made via electric bikes are valid for the Challenge.
Cycle trips must occur within the Challenge period to contribute to the team's results in the Challenge.
Cycle trips must be recorded via www.lovetoride.net or on the paper Registration Form. If trips are not recorded in this way, they will not contribute to the team's results.
Only trips completed within the Challenge period will contribute to the individual's profile and/or team's results for the Challenge. Cycle trips completed within the Challenge period can be recorded retrospectively up to 24 hours after the official end of the Challenge, by 23:59 on Saturday 1 October 2016.
All participants take part in the Challenge at their own risk. All participants are responsible for ensuring that the bicycles they ride are in a roadworthy condition and are responsible for observing the rules of the Highway Code. NB: Neither the project partners, Love to Ride Ltd, or any sponsors or promoters of the Challenge accept responsibility for any injury sustained or property damaged in the course of anyone's participation in the Challenge.
Love to Ride shall not be held responsible for any late, incomplete, corrupted, incorrect or illegible registrations as a result of any software or hardware failure, postal delay or otherwise.
Any prizes relating to the Cycle Challenge exclude the employees and their immediate families of Love to Ride, its partners or anyone professionally connected with the Challenge.
The results and prize winners' details, including cinema ticket winners, will be made available for a period of six weeks from the end of the Challenge period.
The official Challenge results and prize winners will be announced and published on the Challenge website on the first Friday after the Challenge has ended. Up until this point, results are not final and are subject to change at any time.
Any photos and stories uploaded on the Challenge website may be viewed by the general public. Love to Ride reserves the right to use any photos or stories uploaded on the website for promotional purposes.
To claim their prize, proof of age and identity may be required from the winner.
Prize winners may be required to participate in publicity and promotional activities.
Love to Ride's decisions regarding Challenge results, winners and prizes is final and binding and no correspondence shall be entered into.
Love to Ride reserves the right to substitute any prizes for a prize of an equal, lesser or greater value in the event of circumstances beyond its control. No cash or alternative prizes are available.
Love to Ride and its project partners are not liable in any way for any misinformation, expenses, damages, liability or injury arising out of or in any way connected with the Challenge, Challenge website or prizes offered. It cannot accept any responsibility for any damage, loss or injury suffered as a result of accepting or experiencing any prize.
Love to Ride reserves the right to amend or cancel any aspect of the Challenge without notice.
There are a limited number of cinema ticket vouchers available - further details on the prizes pages. They will be allocated to the first people who meet the terms and conditions outlined below. Each participant can receive up to a maximum of 3 cinema tickets.
The vouchers will be allocated to two types of people: 'new-riders' and 'encouragers'.
New riders are defined as participants who ride a bike for the first time in a year for at least 10 minutes during the Challenge period and record their trip.
Encouragers are defined as people who encourage a new rider to ride a bike for 10 minutes during the Challenge period.
An Encourager will be eligible for a cinema ticket when the new-riders they encouraged nominates them on their registration survey form where it asks "Who, if anyone, encouraged you to ride a bike for this Challenge?".
Survey responses will be used to categorise who is classed as a 'new-rider'. First responses to this survey are final and cannot be amended once completed.
The vouchers are redeemable at the cinema stated on the voucher received and have a fixed validity period.
Cinema tickets will be delivered to the eligible winners within 4 weeks of the Challenge ending. Love to Ride are not responsible for any cinema tickets which are lost or void through damage, postal delivery or otherwise.
Four weekly random prize draws will take place: one on each of the Mondays following each of the three weeks of the Challenge.
Participants who make and record a trip in the week prior to each draw will be entered into the weekly prize draw.
The weekly prizes are indicated on the 'Prizes' page of the website.
The winners will be announced via email and published on the Challenge website on the Monday of each draw.
At the end of the Challenge period, organisations and departments which are in first, second, or third position for their size category may be requested to provide written confirmation from their organisation's HR department or a senior manager to confirm the exact number of staff that are employed in the winning organisation or department.
The teams in first, second and third place will be awarded a framed Challenge certificate.
The teams in first place will receive a team prize as detailed on the Prizes page of the website.
Where two or more teams achieve equal highest total points, the winning team will be decided by which team has achieved the highest percentage of new riders (a new rider is defined as someone who hasn't cycled at all in the 12 months before registering or has cycled only a few times in the year before the Challenge).
Where two or more teams have achieved an equal percentage of new riders, the winner will be decided by which one has achieved the highest percentage of occasional cyclists.
Where two or more teams have achieved an equal percentage of occasional cyclists, the winner will be drawn at random.
Love to Ride are not responsible for any element of any donated, gifted or funded UK or overseas breaks that are awarded as a prize, including bookings, travel, insurance, or any personal loss or injury or any losses or injuries resulting from activity undertaken at any time travelling to or from or during the excursion.
The staff number is defined as the total number of paid or unpaid people employed within an organisation or department during the Challenge period, i.e. not just those participating in the Challenge. Part-time staff are included in the staff count. A Full Time Equivalent (FTE) staff count should not be used.
Only staff members who are on maternity leave, long-term sick leave, sabbatical, other long term leave, or based outside of the UK for the full duration of the Challenge period may be excluded from the staff number.
The Challenge is specifically for staff members of an organisation, this does not extend to students or pupils where they exist within the participating organisation.
The deadline for confirming a team's staff number is 23:59 on Friday 16 September 2016, towards the end of the second week of the challenge.
It is the responsibility of the organisation or department's Challenge Champion to ensure that staff numbers are correct.
Where a Challenge Champion fails to confirm a team's staff number before the deadline, it will be at Love to Ride's discretion as to whether any further changes will be allowed.
Should a change in staff number in the last week of the Challenge result in a change in position on the results page/leaderboard, the decision will go in favour of any team that have been overtaken, as opposed to a team that has climbed the leaderboard by a late change in staff number.
Participants' information will be held by Love to Ride and its project partners in accordance with the Data Protection Act 1998. Data collected will be used by Love to Ride to evaluate the programme and to demonstrate the impact it has on participants.
Love to Ride and its project partners will use personal information submitted on registration to provide information or services relating to the Cycle Challenge programme, as well as cycle-related products, services and events. Personal data used will include name, email address and other supplied information.
When users are logged into this website, the full name and organisation of another user will be visible. All individual and organisation profile pages will be accessible to all users logged into this website. Full names can be accessed but no contact details will be publicly viewable or accessible.
Love to Ride and its project partners will not pass on any personal information to third parties.


This interesting small growing species native to Papua and New Guinea is another new species for 365 days. We have had the plant for many years and each year it produces short lived flowers over a period of months from its older growths.
The plant has overlapping fleshy leaves that over time fall off to reveal the flattened pseudobulb beneath.


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US » Louisiana » Ville Platte
Ville Platte Demographics
Ville Platte, Louisiana Population History 1990 - 2021
Ville Platte Population By Year
Ville Platte Population Facts
What is the current population of Ville Platte?
Based on the latest 2022 data from the US census, the current population of Ville Platte is 6,368. Ville Platte, Louisiana is the 4,189th largest city in the US.
What county is Ville Platte, Louisiana in?
Ville Platte is located entirely in Evangeline Parish.
What is the size of Ville Platte, Louisiana in square miles?
Ville Platte has an area of 4.0 square miles.
What was the peak population of Ville Platte?
The peak population of Ville Platte was in 1990, when its population was 9,194. In 1990, Ville Platte was the 2,645th largest city in the US; now its fallen to the 4,189th largest city in the US. Ville Platte is currently 30.7% smaller than it was in 1990.
How quickly is Ville Platte shrinking?
Ville Platte has shrunk 25.6% since the year 2000. Ville Platte, Louisiana's growth is extremely below average. 100% of similarly sized cities are growing faster since 2000.
What is the population density of Ville Platte, Louisiana?
Ville Platte has a population density of 1,849.2 people per square mile.
3934 St. Gabriel 7,121 26.9%
3939 Addis 7,113 138.4%
3978 Oakdale 6,985 -13.9%
4061 Donaldsonville 6,762 -11.3%
4120 Franklin 6,546 -21.2%
4171 Walker 6,413 32.3%
4189 Ville Platte 6,368 -25.6%
4300 Tallulah 6,068 -34.0%
4358 Plaquemine 5,928 -15.9%
4421 Patterson 5,793 13.1%
4565 Leesville 5,472 -18.7%
4578 St. Martinville 5,436 -22.3%
4750 Grambling 5,095 4.8%
4183 Willard, Missouri 6,385 96.3%
4184 De Soto, Kansas 6,380 38.6%
4185 Gun Barrel City, Texas 6,378 20.5%
4186 Pigeon Forge, Tennessee 6,378 18.8%
4187 Prospect Park, Pennsylvania 6,378 -3.1%
4188 Johnsburg, Illinois 6,377 17.1%
4189 Ville Platte, Louisiana 6,368 -25.6%
4190 Walkersville, Maryland 6,366 22.2%
4191 Snowflake, Arizona 6,364 42.0%
4192 Cynthiana, Kentucky 6,361 0.2%
4193 Ward, Arkansas 6,359 142.3%
4194 Lebanon, Kentucky 6,355 7.7%
4195 Cherry Hills Village, Colorado 6,353 6.0%
What is the voting age population of Ville Platte, Louisiana?
The total voting age population of Ville Platte, Louisiana, meaning US citizens 18 or older, is 5,304. The voting age population is 46.0% male and 54.0% female.
What percentage of Ville Platte, Louisiana residents are senior citizens?
According to the latest census statistics, 18.0% of the residents of Ville Platte are 65 or older.
What are the racial demographics of Ville Platte, Louisiana?
The racial demographics of Ville Platte are 61.6% Black, 37.3% White, 0.6% Two or more races, 0.3% Native Hawaiian or Other Pacific Islander and 0.2% American Indian.
What percentage of Ville Platte, Louisiana residents are below the poverty line?
In Ville Platte, 41.4% of residents have an income below the poverty line, and the child poverty rate is 60.7%. On a per-household basis, 37.4% of families are below the poverty line in Ville Platte.
What percentage of Ville Platte, Louisiana residents are in the labor force?
Among those aged 16 and older, 52.1% of Ville Platte residents are in the labor force.
What are the education levels among Ville Platte, Louisiana residents?
Among the adult population 25 years old and over, 70.1% of Ville Platte residents have at least a high school degree or equivalent, 8.2% have a bachelor's degree and 2.4% have a graduate or professional degree.
What percentage of Ville Platte, Louisiana residents speak a non-English language at home?
Among Ville Platte residents aged 5 and older, 16.5% of them speak a non-English language at home. Broken down by language: 0.0% of residents speak Spanish at home, 16.5% speak an Indo-European language, and 0.0% speak an Asian language.
Ville Platte Income & Labor Statistics
What is the unemployment rate in Ville Platte, Louisiana?
The unemployment rate in Ville Platte is 16.9%, which is calculated among residents aged 16 or older who are in the labor force.
What percentage of Ville Platte, Louisiana residents work for the government?
In Ville Platte, 13.6% of the residents in the non-military labor force are employed by the local, state and federal government.
What is the median income in Ville Platte, Louisiana?
The median household income in Ville Platte is $19,616.
Ville Platte Housing & Rent Statistics
What percentage of housing units are owner-occupied in Ville Platte, Louisiana?
In Ville Platte, 39.1% of housing units are occupied by their owners.
What percentage of housing units are rented in Ville Platte, Louisiana?
Renters occupy 60.9% of housing units in Ville Platte.
What percentage of Ville Platte, Louisiana housing units were built before 1940?
Of all the housing units in Ville Platte, 4.3% of them were build before 1940.
What percentage of Ville Platte, Louisiana housing units were built after 2000?
In Ville Platte, 7.5% of the total housing units were built after the year 2000, which is approximately 290 units.
What is the median monthly rent in Ville Platte, Louisiana?
The median gross monthly rent payment for renters in Ville Platte is $570.
What percentage of households in Ville Platte, Louisiana have broadband internet?
In Ville Platte, 51.7% of households have an active broadband internet connection.


text:
Prowler #2
In: Comics & Books > Lost Classics
Title: Prowler
Lookback: Lost Classics
Staff: Jon Davidson (E-Mail)
Characters like the Prowler, Mysterio, and others who have little or no real superpowers, have always been my favorite kind of Marvel character. They rely on pluck (or foolhardiness) and ingenuity, and because they don't have godlike powers, have to think their way through situations to win, which makes for much more interesting plots and storylines than ones in which the reader sees splash pages of gods blasting each other, with as much interest to readers as characters in a videogame.
For those not familiar with this character, the Prowler is very similar to a young Batman but without the cash; he is intelligent and inventive, but doesn't have the billions Batman does to create superweapons, which makes him even more interesting; how could he ever compete (or survive) in a world with the likes of the Hulk, Thor, or Doctor Doom?
He started out at a villain (see review of origin elsewhere on this site), but was convinced to change by Spiderman. In this series, his origin is more or less rewritten as he is asked by Spiderman (in a cameo appearance) as to why he decided to become the Prowler, and it takes him a while to answer this question for himself; his original criminal intentions seem to have been forgotten in this version.
Story 'Slipping Into Darkness'
SM Family
Summary: Nightcreeper
Arc: Part 2 of 'Creatures of the Night' (1-2-3-4)
Editor: Mark Powers
Writer: Carl Potts
Pencils: Bill Reinhold
Inker: Bill Reinhold
Articles: Prowler
We continue, complete with a repeat of the last page from Part One. The fight continues, until guards appear to investigate and they both leave through the skylight. It appears they are both on the same mission, to find out what is going wrong with the company Hobie works for. The other Prowler, who calls himself Nightcreeper, stole Hobie's technology from the company not knowing he created it. He claims he did not kill the chairman, but saw who did.
Hobie wants him to stop killing people and turn himself in, which Nightcreeper obviously refuses to do, and he leaves. Meanwhile, there is a plot where a mysterious businessman is taking over the company in a hostile takeover and wants to increase profits. We find out who he is later. The two Prowlers have another altercation later, and Nightcreeper takes off again into the night. Prowler starts to follow, but his cape suddenly "gives out", and he falls like a rock. Will he survive? Find out next issue.
Carry on reading the review of Part 3, and we'll leave the analysis until we finish the series.
Three webs for now. Judgement deferred.
Issue: #1
Review:#2
Issue:#2
Title:Prowler
Lookback:Lost Classics


Membrane Button Cocoa is a fully editable membrane-style button control for Cocoa apps on Mac OS X 10.
The CoreClasses plugin consist of data structures that are implemented to support future plugins internally.
A REALbasic plugin which implements a Cross platform BinaryStream for larger than 2 GB files .
StyleGrid is a REALbasic plugin that creates styled spreadsheet controls.
The Big Faceless PDF library is a Java class library for reading and writing PDF documents.
QuickLite already includes SQLite, so there's no need to download and to configure.
Flat Button is a fully editable "flat" button control, similar to Apple-only controls in Mail.
UNIX power tools conveniently packaged as Automator actions.
toolserver(1) is a command line program to invoke ToolServer and to execute MPW tools.
For those of you in the C++ development community, Adobe Systems has just reopened opensource.
The SpellingChecker is a REALbasic plugin to access the Cocoa Framework in MacOS X to check spelling.
ArcadeEngine lets developers create stunning multimedia applications and games, quickly and easily for every major platform.
A number of Apple Mac developers have requested that Sony Ericsson provide some of its popular content development tools for use with Mac OS.
SearchField is a REALbasic control that emulate the famous cocoa search field like the Safari one.
AquaCube3D is a control that emulates the spinning 3D cube of the "Fast User Switching" MacOSX feature.
WordGuise is a REALbasic plugin that defines a widget to be used as a text editor for Macintosh and Windows.
netclasses is an asynchronous networking library that works on OS X natively, and any of the multitude of platforms supported by GNUstep.
SqliteQuery is a utility for executing SQL statements on SQLite databases.
RadGraphics is a set of functions for applying a variety of effects to pictures in REALbasic.
FTPKit is a full-featured extensible FTP socket for REALBasic.
OCUnit is a testing framework for Objective C in the MacOSX and WebObjects environment.
ObjectTools is an all-purpose tool which solves or simplifies many common problems faced by 4D developers.
Locomotive is a flexible one-click solution to Ruby on Rails development for Mac OS X 10.
Pantomime provides a set of Objective-C classes that model a mail system.
Back in early '97, my friend Vijay Iyer suggested that we could make everyone's life a whole lot easier if we figured out how to port cgi applications from Linux to the Mac with minimal difficulty.


After the briefcases, weekend bags for men are the latest in fashion. Known for adding grace to men's' personalities, those have become the ultimate in male fashion. As though delivering the message that 'the briefcase in the fist of man is out and a bag hanging stylishly over his shoulder is in', expensive weekend bags are the ultimate desire of every macho man.
The elegant design of the weekend bags and case has made them the real passion of males' bastion. Celebrities like David Beckham and Jay Z have made a style statement with their trend-setting bags.
Famous as an instant hit from the 1974 collection, it is also the same year this company came into existence. A classic model in the range, this bag is quite fanciful and graceful to look at.
The bag has the embossed calf skin and the best advantage with this; it has a removable and adjustable shoulder strap. When you are away to your dream destination, this bag could become your perfect companion. It could also fabulously match your needs for a short business trip.
This sensation from Italy in the range of leather bags has double zipper for closure with a leather tag. With added pockets for smart phones and extra zip pockets, the week-end bag is quite an attraction.
Each of these weekend bags have a unique style and are irresistibly attractive.


Please do not write anything in this box.
The city of Katowice is located in Southern Poland, on the banks of the Klodnika and Rawa Rivers, some 250km south of Warsaw. The city is becoming an increasingly popular tourist destination and boasts a number of activities to keep all ages entertained.
Katowice has become one of the cultural capitals of Poland, with over 8 museums and galleries showcasing important artifacts and artworks. Music has also become a central part of the city and live music performances can be found almost every day of the week in intimate venues across the city, while the enormous Spodek hall puts on concerts from international superstars. The summer months bring exiting indoor and outdoor festivals such as Metalmania, OFF fest and Solidarność. Visitors can find an eclectic mix of nightlife all year round, with most bars and clubs centered around the pedestrianized Ulica Stawowa area. Krakow city centre is located under 70 miles away and easily accessible by bus or train, making it great place to go for a day trip.
The city has a range of dining options to accommodate even the most fussiest of eaters. Polish food is influenced by a mixture of Eastern European traditions and usually includes fresh meat (chicken or pork), along with fresh seasonal vegetables. Visitors wishing to sample some authentic Polish cuisine should try dishes such as golumupki (stuffed cabbage leaves), pierogi (filled dumplings) or kotlet schabowy (a breaded pork chop served with potatoes and cabbage). Poles have a sweet-tooth and enjoy a number of home baked deserts such as the popular and delicious sernik cheesecake. International cuisine is also available and visitors will find that most restaurants are great value for money. A number of fast food chains can be found in downtown Katowice, particularly on the main high street.
Visitors will find accommodation options to suit all tastes and budgets, from elaborate 4 star establishments, to quaint family run guesthouses. For a romantic option, the modern Angelo Hotel Katowice provides boutique rooms in a convenient central location. Several camping and caravan sites are located in the outskirts of the city.
Katowice is affected by a continental climate from the east and a maritime climate from the west, which can produce changeable weather conditions throughout the year. Summer generally lasts from May to September, with long hours of sunlight and temperatures that hover around the late twenties. The winters are mild and snowfall is rare, although it can occur in January and February. Rainfall occurs all year round, so pack an umbrella just in case!
Visitors wishing to change foreign currency into the Polish zloty can find bureau de change booths located inside of the arrivals terminal at the Katowice-Pyrzowice Airport, alternatively there are a few currency changing booths located in downtown Katowice. Several 24 hour ATM machines are dotted throughout the city and the major banks can change travellers checks. The city also has its own Tourist Information Centre, where helpful staff are happy to give out free maps and guides.
Katowice – Download WIZZ Guide!