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Air One arrives at the accident scene as the pilot speaks with Dale Cohen, who'd arrived there on foot.
On December 17, 2016, at 1607 eastern standard time, a Beech A36, N410BC, was substantially damaged during a forced landing at Ormond Beach, Florida. The private pilot was seriously injured. The airplane was registered to and operated by the pilot under the provisions of 14 Code of Federal Regulations (CFR) Part 91 as a personal flight. Day, visual meteorological conditions prevailed at the time, and no flight plan was filed. The flight originated at DeLand Municipal Airport (DED), DeLand, Florida, about 1430 and was destined for Mid Florida Air Service Airport (X55), Eustis, Florida.
The pilot reported in a telephone interview that he was returning to his home airport and was practicing maneuvers at 1,200 feet. The left fuel tank ran dry, and the engine lost all power. He stated that his normal procedure was to exhaust the fuel in one tank before switching to the other. He attempted a restart after switching to the right tank, which, he stated, held 40 gallons of fuel. The engine would not restart, so he performed a forced landing in a field. After touchdown, the landing gear collapsed and the airplane nosed down into the ground.
The pilot did not complete and return the NTSB Form 6120.1, Pilot/Operator Aircraft Accident Report, as requested on multiple occasions by the NTSB investigator-in-charge. The pilot also did not provide the aircraft maintenance records when requested by the Federal Aviation Administration (FAA) inspector. The details of the latest annual inspection of the aircraft and engine were not available.
The wreckage was recovered from the accident site on December 22, 2017. According to the salvage operator, the left wing was substantially damaged and the left wing fuel tank was breached. The fuselage sustained structural damage. The right wing had minimal damage and the right wing fuel tank was undamaged. No fuel was found in either wing fuel tank. The wing tank selector handle was found in the "OFF" position.
The engine was examined on April 6, 2017. The engine was rotated by hand at the propeller, and compression and suction were observed on all six cylinders. All gears were observed rotating at the accessory (rear) section of the engine. The top spark plugs were removed; their electrodes were intact and were light grey in color. The engine-driven fuel pump was removed; the drive coupling was intact and the pump rotated smoothly.
The engine-driven fuel pump was forwarded to the manufacturer's facility for further examination. The fuel pump displayed impact damage signatures; one of the fuel line AN fittings was fractured. The fuel pump drive shaft was noted to have remained intact and the fuel pump drive shaft was capable of normal rotation. The fractured AN fitting was removed and a serviceable fitting was installed. The fuel pump was placed on a production bench for testing; the fuel pump operated normally. There were no anomalies noted.
According to the FAA medical file, the pilot was first medically certified to fly in 1978. In 2004, he reported a diagnosis of hypertension and treatment with medication. In February, 2008, he was admitted to hospital for several weeks with multiple complex complications of chronic alcoholism, then was admitted for alcohol rehabilitation, and he reported that to the FAA. After obtaining more information including a neurology evaluation following an alcohol withdrawal seizure, and a psychiatric evaluation, the FAA eventually granted him a special issuance third class medical certificate in 2009, which was dependent on him being evaluated and undergoing periodic testing for alcohol.
At the time of his last aviation medical examination, dated August 30, 2011, the pilot reported 1,650 total flight hours. In September, 2011, he tested positive for alcohol and the FAA withdrew his medical certificate in November, 2011.
The pilot was taken emergently to the hospital by helicopter following the accident. Blood drawn at 1709 tested positive for 0.177 gm/dl of alcohol. No other toxicology testing was performed.
Ethanol is the intoxicant commonly found in beer, wine, and liquor. It acts as a central nervous system depressant. After ingestion, at low doses, it impairs judgment, psychomotor functioning, and vigilance; at higher doses it can cause coma and death. The effects of ethanol on aviators are generally well understood; it significantly impairs pilots' performance, even at very low levels. CFR Part 91.17 (a) prohibits any person from acting or attempting to act as a crewmember of a civil aircraft while having 0.040 gm/dl or more ethanol in the blood.
Unlike many other substances, ethanol is eliminated from the body at a fairly constant rate. The rate varies with the regularity of drinking and whether or not the individual has recently eaten, but ranges from 0.010 gm/dl/hr in infrequent drinkers with an empty stomach to as high as 0.035 gm/dl/hr in heavy drinkers who have eaten. As a result, the minimum and maximum levels of ethanol can be back-calculated with some assurance of accuracy. Thus, at the time of the accident, the pilot's alcohol level was likely at or above 0.185 gm/dl.
On December 17, 2016, at 1510 eastern standard time, a Beech A36, N410BC, was substantially damaged during a forced landing at Ormond Beach, Florida. The private pilot was seriously injured. The airplane was registered to and operated by the pilot under the provisions of 14 Code of Federal Regulations Part 91 as a personal flight. Day, visual meteorological conditions prevailed at the time, and no flight plan was filed. The flight originated at DeLand Municipal Airport (DED), DeLand, Florida, about 1430 and was destined for Eustis, Florida (X55).
The pilot reported that he was returning to his home airport and was practicing maneuvers at 1,200 feet. The left fuel tank ran dry, and the engine lost all power. He attempted a restart after switching to the right tank, which held 40 gallons of fuel. The engine would not restart, so he attempted a forced landing in a field. After touchdown, the landing gear collapsed and the airplane nosed down into the ground.
An inspector with the Federal Aviation Administration responded to the accident site and examined the wreckage. Structural damage to wings and fuselage was confirmed. The left fuel tank was empty and the right fuel tank contained fuel.
Another perfectly good legacy aircraft destroyed due to pilot stupidity. It will be a sad day for GA once all those planes are used up.
By then disruption shall happen i.e electric planes and drones transporting people.
It's like arguing the lack of (very expensive) film cameras impedes on the movie industry.
Indeed a used Arri 16 mm now goes for tens of thousands of dollars but. is inferior to any Best Buy video 4k camera.
But it is true only the rare few will be able to fly vintage aircrafts manually like now.
The right wing had minimal damage and the right wing fuel tank was undamaged. No fuel was found in either wing fuel tank.
This is preliminary information, subject to change, and may contain errors.
The left fuel tank was empty and the right fuel tank contained fuel.
COMMENT: Errors of this magnitude should be uncommon. Either the tank contained fuel or it was empty.
The fuel selector being OFF renders the fuel situation meaningless.
24 hours from bottle to throttle - or more!
Cunning, baffling, powerful ... this pilot was probably still in denial. That is not a river in Africa. So sad.


I didn't really used to like Chuck E Cheese. It's just kind of overstimulating for me. Lots of bright lights, chaos, and noise all in a confined area. Plus it's seems so germy. And I am not a germaphobe. I don't carry hand sanitizer. I don't use one of those grocery cart seat covers.
But we bribed Jude by saying that if he could sleep in his "nest" for 3 nights rather than sleeping with us, we would take him to Chuck E. Cheese. He did and we were off to visit the mouse.
In the past, when Jude's asked to go to CEC, Dan has said that it's only for really special occasions, like birthday parties. Jude went there for his weaning party, too. So, when we walked in the doors, Jude said, "Wow, look at all these kids! Can you believe they're all here for birthday or weaning parties or for staying in their nests?!"
The kids started going on rides, but then Jude introduced me to a CEC feature that I was previously unaware of -- the games! I was hooked!
And check out my handful of tickets!
LOVE IT!! That's so sweet and hiliarous!! We have "nests" here too....so glad we are in good company!
Glad you guys had such fun!
How cute is Jude? That is so funny he said that!
Love the 'nest' analogy;-). Looks like you had some major fun at CEC. We only go there for really special occasions as well, and I have to admit....I enjoy the games almost as much as the kids;-).
OK...the question is...is Jude still sleeping in his nest??
I've been known to 'sneak' a CEC token or two from my kids at times as well. No shame, no shame! I give the tickets to the kids though.
Perhaps some more bribes will get him to stay in his bed?
LOVE LOVE LOVE THE QUILT!!!
Adma just rubs his hand over all of the pictures.
YOu guys did a beautiful job.
I love you so much for taking the time to do something like that for my little boy.
I am looking forward to returning the favor...of course I will buy it rather than MAKE it...cause...well...I can't sew.
Tell Dan that I love it and that I am going to try and post some pictures and an update tomorrow.
How are things coming with your paperwork?
let him sleep on the floor..pretty soon he will think he is too big to hang with his mom and dad..then he'll go back.
Oh Andrea, how i have missed you!!!! I am checking your blog regularly and can't wait to see more pics!
And yes we did move his mattress on our bedroom floor again! We moved it this weekend -- a day or two after our CEC outing! ha!


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text:
Q: How to download map tiles for Leaflet? I understand that this is a basic question; however, I've spent hours googling and have yet to find an answer that works.
I have a javascript webapp that uses Leaflet to display a map. I can get it to work when the tile source URL is some online repository like mapbox, but I want my application to work offline. How/where can I download tiles and save them in a folder structure that I can then set the tile source URL to point to?
Thanks

A: You can generate tiles by yourself using same engine as OSM's : Mapnik and OSM database.

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I'm not sure what to say about Rob that hasn't already been said, except that he surpasses my expectations every time.
I was in two weddings he photographed and knew immediately we wanted him for our own – he was the first vendor we booked, in fact. Whether it was our engagement shoot or wedding photos, taking pictures with Rob doesn't feel like work – it feels like fun. He became a good friend throughout the wedding planning process, and was always quick to help with any questions I had, or things I needed (like when I needed a couple prints to "propose" to my two best friends to be my Maid of Honor – literally shipped them to me the same day).
He came to Boston for our engagement shoot and the whole day was a blast. Then, on our wedding day in the Berkshires, all my family and friends fell in love with him as he captured all of our special moments. Somehow, without me even telling him, the photos he took had a special feeling to them that was so "us" – a little different quality, some moodier, more dramatic lighting, and a few different poses to make everything feel a little unique from the prior weddings I'd seen him photograph. We were blown away with the results and will cherish these photos for a lifetime to come.
Rob Spring is simply THE BEST! I really cannot say enough good about this guy. It's not just because he takes AMAZING photos, and has an amazing creative vision, but he is an absolute joy to be around, is fun, energetic, and super helpful.
Rob was the very first vendor that we booked for our wedding. We already knew of his great reputation, but after our initial phone conversation, we knew we had to go with him! Right from the get go, he was interested in the vision we had for our wedding, and was there to answer any questions we had.
We did our engagement shoot with Rob in Boston, which we initially thought would be an awkward experience, but Rob's fun sense of humor and warm personality quickly put us at ease, and we had a great time!
Our wedding was 10/22/16 at Canfield Casino, and although it poured the entire day, we love all of the photos we've seen so far in our "sneak peak." Rob and his assistant Emily did an amazing job getting shots of us and our bridal party in the rain holding umbrellas. The two of them even stood outside in the pouring rain to get some photos of us inside looking out of the window. They were so great, and we've had many guests from our wedding tell us how much fun they thought our photographer was!
If you have the opportunity to book Rob Spring for your wedding, do it! He really is hands down the best there is!
My husband and I got married in September of 2016 and had Rob and his assistant, Sarah, as our wedding photographers. There are simply not enough words to describe how amazing these two are and what a great experience we had with them! From the very beginning Rob was professional, quick to get back to emails, and very accommodating with time and budgeting. After our very first meeting I knew we needed to have Rob as our photographer. He has such a fun, energetic personality and was an absolute joy to be around. During our engagement session he made us feel very relaxed and after about 5 minutes we were laughing and having a blast! He made the entire wedding planning processes (and the wedding day!) much less stressful because of his prior experience with our wedding venue and our other vendors. He spent time the week before the wedding to plan out a time line with me to make sure that we were able to capture everything that was most important to us. On our wedding day, my bridesmaids and I were having the best time taking pictures with Rob while Sarah was with the groomsmen. They both made the whole day flow so smoothly and were able to get all of the pictures we wanted (and then some!) in the amount of time that we had. I even trusted Rob to pick our "first look" spot based on the best lighting, and it turned out perfectly! We also decided to use the photo booth offered by Rob, and our guests had so much fun using it throughout the reception. By the end of the night, Rob was on the dance floor with everyone else, capturing some the best candid's of the night! Thank you so much, Rob and Sarah, for the wonderful experience and amazing pictures. Your passion for photography truly shows through your radiant attitude and the beautiful images you are able to capture. We will forever cherish these moments that you made possible! We can't wait to work with you both again in the future!
Rob Spring Photography is hands down the number one photographer you could choose to capture your wedding. We worked specifically with Sarah Wigley, who is one of his best photographers. She meets with you in-person beforehand in order to understand any specific moments you want captured. Her personable, fun-loving, easy-going style, coupled with her extensive experience photographing wedding, resulted in the best pictures we could have asked for. She seamlessly kept everything organized and efficient throughout capturing the thousands of photos of our wedding. From the wedding party getting ready, to our first look, to the ceremony, to family, friends and guests enjoying themselves, every single picture came out amazing. Sarah even sent us a sneak peak of our photos the day after our wedding before we left for our honeymoon! Given that a photographer is one of the most important vendors to help you remember your wedding day for years to come, we cannot recommend Rob Spring Photography enough!
To say that Sarah was amazing would be an understatement of epic proportions.
After exhaustive research, we contacted Rob Spring Photography because of their sterling reputation and countless recommendations from friends. We came in for a consultation and met Sarah Wigley and immediately hit it off; Sarah's humor and demeanor were perfect and jived with Lauren and I from the start. It didn't take us long to decide that we had found our photographer (I believe we booked within 24 hours of the first meeting).
We had our engagement shoot in the spring, and we were almost immediately at ease with Sarah's working style. Her suggestions were perfect and her sense of humor carried throughout the shoot. It's probably important to mention that the pictures were AWESOME, too. This made us even more excited for the final results.
When it came to our wedding day, Sarah was wonderful. Every step of the way, she was funny and guided us through each shot by telling us what she envisioned and giving us stellar directions. During the reception, she was unobtrusive and, as Lauren mentioned, "almost ninja-like" in her ability to weave throughout the crowd snapping away. She grabbed us for a few specific shots, like a night shot in front of the venue, etc., but for the most part (and this is intended as a compliment) we didn't even know she was there.
We cannot fully encompass how much we enjoyed working with Sarah other to say that she would absolutely be our first and only choice if we had to relive the day all over again, and we would give our highest endorsement to anyone considering working with her and Rob Spring Photography for their special day.


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The Proposal. I will send you a proposal for your review. Once the proposal is agreed upon, we complete the agreement and initial payment is made.
Research. I will conduct the research, and during the process will contact you or your designee if I have any ancillary questions on the project.
Write the Copy. Writing, editing, polishing. I submit the first draft for client review and make revisions as necessary.
Marketing your campaign. If this is a web campaign, I will market the content according to your choice, i.e. article marketing, social media, web content, email marketing. If a direct mail campaign, client will take the finished Word document and proceed from there.
Yes, I guarantee your satisfaction 100%. If for some reason you are not satisfied, I will revise the copy until you are.
However, please note that I am unable to guarantee the result of my copy after it is put to use. There are many factors involved in marketing and direct mail, including product, price, lists, demand, consumer preferences, economy, the stock market, and major events that neither you nor I are able to control.
For those reasons, I cannot guarantee specific results. I can and do guarantee your satisfaction with my work before you test or use it.
My first and foremost policy is client satisfaction. To guarantee that, I normally require a minimum of 3 weeks to research, write, edit and polish my copy for you. This also includes making any revisions you might require. I understand that on occasion, circumstances might require a faster turnaround, in which case we would discuss it on a case by case basis to see how I can best serve you.
In fairness to all clients, I do not "bump" one client for another nor jeopardize existing projects; however, if time is an issue, we can discuss the project to come to a mutually satisfactory agreement.
The range of copywriting rates is extensive (all over the place, actually). You and I will mutually agree on rates depending on your needs, goals and, of course, your budget.
In the world of copywriting, the adage "You get what you pay for" holds especially true. If you just need some words slung on a page, there are plenty of writers who offer cheap services. But if top quality is what you're looking for with a 100% satisfaction guarantee, then I believe you will find my rates to be fair and reasonable.
I don't claim to be the cheapest – those copywriters are easy to find. But quality is sacrificed for "cheap," and satisfaction is rarely, if ever, guaranteed.
Our agreement will include revisions provided they are made within 30 days of receipt of copy and do not change the scope of the project work.
If you are not 100% satisfied with my copy, I will make all revisions at my expense. Your satisfaction is important to me!
I'm on another continent. Can we still work together?
Of course! With most clients, meeting in person is not required. Most, if not all, communication can be handled by email or telephone. If for some reason a face-to-face meeting is required, we can discuss those needs and make appropriate arrangements.
How do I hire you? Is there a contract? Do you ask for money up front?
Once you contact me, we will schedule a time to talk about your needs and goals. In this initial consultation, we will determine if we are the right fit for each other. Once we have settled on the details of the project, an agreement will be drawn up and signed by both parties, and the 50% deposit will be paid.
Upon completion and approval by you, I will invoice you for the remaining 50% of the project investment. The invoice is due upon receipt. I will make every effort to be prompt in responding to your requests and assume that, as a professional, you will do the same with my invoices.
A "Schedule of Estimated Investment" giving typical prices for a variety of different copywriting services is available on request.
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Freelance copywriting is a learned skill, one that takes continual fine-tuning. You can hire cheap copywriters, but is that what you need, just some words thrown at your project? Or are you looking for a writer who can help you meet your marketing and response goals? Someone who can make suggestions and work with you towards increasing your bottom line?
When you hire me, you will get complete, 100% devotion to the project on a full-time basis, including the extensive research required for completion of the project. I will make suggestions and collaborate with you on the best ways to meet your goals.
And remember, your satisfaction with my copy is 100% guaranteed.
Copywriting is my business, not my hobby. I continually spend time and money to attend training courses and live training events to hone my craft. As a graduate of American Writers and Artists (AWAI) copywriting programs, I am in the perfect position to provide the skills and expertise you need to help you reach your marketing and business goals.
AWAI is the industry leader in copywriting training, and this training has prepared me to serve you with the utmost professionalism.
So call me for a free consultation. There is absolutely no obligation to buy.


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text:
Inditex's net sales rose 12% to €23.3bn in fiscal year 2016. Same-store sales growth was 10%.
Same-store sales growth was 10%.
The Group generated over 9,596 new jobs, one in four of which were in Spain. At year-end, its headcount stood at 162,450.
In April, 84,000 Inditex employees will receive their second payment under the extraordinary profit-sharing plan. The Group has announced a second plan, of similar characteristics, for the next two years.
The Group's global tax contribution reached more than €5.6 billion in 2016. In Spain, this contribution totalled €1.6 billion. Over the past five years the Group has paid more than €2 billion of corporate income tax in Spain, over 2% of the total collected by the State.
The Group invested €1.4 billion in FY16, earmarking this capital expenditure to logistics, technology, store and online expansion and its sustainability effort.
During the year, Inditex opened 279 stores (net of closures) in 56 markets, including five new markets, lifting its network to 7,292 stores in 93 markets.
In 2016, Inditex completed its online presence in the European Union and launched its brands' e-commerce platforms in Turkey. The rollout of Zara's online store in Singapore and Malaysia in March 2017 brought the number of markets with online sales to 43.
Net profit totalled €3.2 billion, year-on-year growth of 10%.
Net cash position was €6.1 billion, up 15% from last fiscal year.
The Board of Directors will ask the company's shareholders to approve a €0.68 per-share dividend, representing year-on-year growth of 13.3%, at the next Annual General Meeting.
Store sales in constant-currency terms increased by 13% between 1 February and 12 March 2017.
I. KEY FIGURES
Inditex Group's net sales rose by 12% in FY16 (1 February 2016 - 31 January 2017) to €23.3 billion, underpinned by growth in all of the geographic regions where the Group is present. Same-store sales rose by 10%, up from 8.5% in FY15, with positive same-store sales growth in all geographies and across all brands. Net profit was €3.2 billion, up 10% from FY15, while earnings before interest, tax, depreciation and amortisation (EBITDA) registered growth of 8% to €5.1 billion. Net cash position was €6.1 billion, up 15% from last fiscal year.
Statement by Pablo Isla
The chairman and CEO of Inditex, Pablo Isla, noted "these are a positive set of results against a backdrop of strong prior-year performance. This is a direct result of the commitment, spirit and ambition of all the professionals comprising the Group, their dedication to the company, passion for fashion and focus on sustainability". Mr. Isla also highlighted "key investments continue to be made with the medium- and long-term horizon in mind, framed by the ambition of making the company ever more sustainable from the financial, social and environmental perspective".
Key financial indicators FY16
(€ bn) FY16 FY15
Net Sales 23.31 20.90
Gross Profit 13.28 12.09
Gross margin 57.0% 57.8%
EBITDA 5.08 4.70
EBIT 4.02 3.68
Net profit 3.16 2.88
Net cash position 6.10 5.30
Other business indicators
No. of stores 7,292
Net openings 279
No. of markets 93
Employees 162,450
Highlights (I): job creation
In FY16, the Inditex Group generated 9,596 new jobs, boosting its worldwide headcount from 152,854 to 162,450. Of the total, 2,480 new jobs were created in Spain, driven by the creation of highly skilled teams in the core design, creativity, engineering, sales and logistics areas to support the Group's international expansion.
As a result, the workforce in Spain rose to 48,589 people in 2016, bolstered by the creation of nearly 9,500 jobs in the past five years.
Distribution of €535 million to all employees. New extraordinary profit-sharing plan, 2017-18.
The Group is set to distribute over €535 million to its employees in 2017 over and above their ordinary salaries.
Of this, €493 million will be distributed among the entire workforce in the form of bonuses and commission. These sums are paid out monthly and are associated with store sales commission and other bonuses and incentives, all of which are tied to specific targets.
These amounts will be supplemented in April with the distribution of a €42 million payment in connection with phase two of the extraordinary profit-sharing plan in which Inditex Group's employees participate directly in its earnings growth. Under this plan, the Group has committed to paying out 10% of the growth in net profit, which this year yields a figure of €28 million; the Group has made a decision to increase this figure by a further €14 million to €42 million. This bonus payment will be distributed among the approximately 84,000 people who had been working for the Group for more than two years as of 31 March 2017.
When it has paid out the second tranche of this plan on April 2017, the Group will have distributed €79.4 million to its employees under the scope of its 2015/16 extraordinary profitsharing plan.
Furthermore, the Group has announced a new profit-sharing plan of similar characteristics under which its employees will participate in the Group's earnings growth in 2017 and 2018.
Highlights (II): local impact in Spain. 7,500 suppliers invoiced €4.6 billion in Spain in 2016
In connection with the growth generated at the headquarters in Spain in line with the Group's international expansion and focus on suppliers in proximity markets, it is worth highlighting the growth in a large group of suppliers in Spain that have worked with Inditex practically since its inception.
Specifically in 2016, some 7,500 suppliers invoiced Inditex €4.6 billion– a total €500 million more than the year before – which translates into the generation of over 50,000 indirect jobs on a full-time equivalent basis.
Most of these suppliers work in the textile industry; however, the Spanish supplier base also includes a significant number of companies from other sectors such as the architecture, design, construction, security, electronics and services industries. Since 2012, Inditex has increased its Spanish supplier base by 8.8% and the volume invoiced to the Group by these suppliers has increased by 34% in the last five years, having invoiced over €20 billion in total.
Highlights (III): tax contribution. Inditex contributes 2% of total corporate income tax in Spain
As for the Group's tax contribution, adding the direct taxes borne by Inditex and the indirect taxes collected, Inditex's total worldwide tax contribution amounts to over €5.6 billion in 2016. In 2016, the Group companies paid out €2.5 billion of direct taxes globally.
In Spain, Inditex's total tax contribution reached €1.6 billion in 2016, including direct taxes paid and indirect taxes collected. Effective corporate income tax rate in Spain was 24.7%. During the last five years, the effective tax rate in Spain averaged 26.4%, having contributed over €2 billion in total, a sum equivalent to over 2% of all corporate income tax collected by the Spanish State.
Highlights (IV): sustainable investment. In the past five years, the Group has invested over €7 billion
A key element of the Group's strategy is its ability to invest in infrastructure and create the capacity needed to support future growth. In 2016, these investments totalled €1.4 billion. Specifically, investments in the Group's sustainability targets include the following strategic lines:
The expansion, scaling and modernisation of the Group's logistics platforms and design centres to boost efficiency and energy saving measures;
The incorporation, upgrade, expansion and adaptation of new and existing stores to meet the Group's eco-efficiency standards;
Research and development work focused on store applications for sustainable technology, such as paper saving mobile payments and efficiency technology RFID; and
The rollout of the garment collection and recycling programme.
During the last five years, the Group has invested over €7 billion in creating the platforms and infrastructure needed to deliver sustainable growth. Among these investments the new eco-efficient Pull&Bear headquarters in Narón (A Coruña, Spain) stand out. This complex is LEED Gold certified, as is the Oysho facility in Tordera (Barcelona, Spain), which have in this manner joined the rest of the Inditex centres which already have the most stringent environmental standard awarded by the US Green Building Council.
I) New next-generation logistics
Specifically in relation to the investments made in the logistics arena in 2016, it is worth highlighting the start-up of highly-advanced "multi-shuttle" areas at the Bershka platform in Tordera (Barcelona) and at the Arteixo distribution centre (A Coruña). These systems make dispatch time management more efficient and precise and double the speed with which boxes are moved, stored and collected.
In the last five years, investment in operating platforms and process modernisation has topped the €700 million mark, while the Group has devoted more than €1 billion to acquiring cuttingedge technology to support its store and logistics services.
II) RFID rollout
In 2016, the Group completed the deployment of RFID technology across its entire Zara store base and has embarked on the process of rolling this technology out in its Massimo Dutti and Uterqüe stores. We have set a rapid deployment schedule for 2017 with implementation to be concentrated at these brands as well as Pull&Bear, with Stradivarius, Bershka and Oysho to follow in 2018. The entire process is slated for completion in the summer of 2020.
In parallel, the number of eco-efficient stores worldwide reached 4,519 in 2016 (up 741), 62% of the total store base, further evidence of the Group's commitment to having all its head offices, logistics platforms and stores eco-efficient by 2020, delivering water savings of 40% and energy savings of 20%.
III) Electronic receipts
In line with the sustainable innovation strategy outlined by Inditex's Chairman and CEO, Pablo Isla, at the last Annual General Meeting, the Group has introduced mobile payments in 15 markets in total since it started to roll-out in Spain, the UK, US, Italy and France.
In Spain, this new customer service is available either using the online apps of each of Inditex's eight retail concepts or using a Group app called InWallet. The service allows end-to-end management of online and offline purchase receipts, which will facilitate the environmentallyresponsible replacement of hard-copy receipts with e-receipts. As well as the important environmental benefits associated with its implementation, this measure enables shoppers to manage their purchases and improves the returns and customer service processes by enabling immediate identification of transactions without having to depend on easily-lost paper receipts.
Online orders placed in Spain with any of the Group's brands have no longer generated hard copy receipts since March 2017 thanks to the e-receipt system named "Paperless". Zara is also already using this system in the US and the UK.
IV) Green to Pack
Along these same lines, the Group continues to make progress on its Green to Pack project, which is designed to reuse the cardboard boxes used to send merchandise to stores as many as five times and to subsequently recycle these boxes for use as raw material for the boxes packaging online deliveries.
It is estimated that these programmes at Zara alone save 22,000 trees and the emission of 1,680 tonnes of carbon every year. By way of example, at present, 100% of Zara online orders are delivered in boxes made from recycled cardboard, 56% of which comes from the boxes previously used by the company itself.
V) Closing the Loop
The Group's investments also paved the way for progress towards its goal of achieving a circular economy, having introduced clothing containers for used-garments in all Zara stores in Spain, Portugal, the UK, the Netherlands, Denmark and Ireland. These initiatives are part of the 2016-2020 Environmental Plan unveiled by Pablo Isla at the last Annual General Meeting, the aim of which is to collect as many garments as possible to donate to non-profit organisations such as Caritas, Roba Amiga, the Red Cross, Oxfam and China Environmental Protection Foundation (CEPF) for resale to raise funds or for recycling into new fabrics in collaboration with high-tech companies such as Hilaturas Ferré or Lenzing.
In addition to the installation of more than 2,000 containers worldwide, Zara's online platform has rolled out a used-clothing home collection service in collaboration with the Seur Foundation, which can be availed of with any purchase. This service has been initially rolled out in Spain and will gradually be introduced in the brand's other markets.
VI) Sustainable fashion collections
The Group's research and development of more sustainable fabrics is also increasingly present in the various brands product ranges. For example, last September Zara launched the second edition of its Join Life collection which focuses on the most sustainable fashion collections that prioritise the use of recycled materials and the most environmentally-responsible garmentmaking processes.
Zara introduced fabric for this collection, made of RefibraTM fibers. These fibers are made of pulp from cotton scraps and from sustainably-managed forests. The RefibraTM fiber was developed by Austria's Lenzing Group, a world market leader in production of botanic fibers, and brought to market in a strategic cooperation by Inditex.
Highlights (V): 10th anniversary of the IndustriALL. Framework Agreement
One of Inditex's key strategic features is its framework agreement with IndustriALL Global Union, which represents over 50 million workers in 140 countries. This agreement celebrates its tenth anniversary in 2017, having been expanded in April 2016 during the High-level Conference on Responsible Management of the Supply Chain in the Garment Sector organised by the European Commission.
Under the expanded agreement, union experts will join the regional textile structures created by Inditex in its manufacturing markets, known as clusters, in order to monitor, supervise, assist and accompany its suppliers all around the world with the aim of developing mature industrial relations within the group's supply chain.
II. INTERNATIONAL EXPANSION
Inditex continued to expand its integrated offline-online store model globally in 2016, opening 279 stores, net of closures, in 56 markets, ending the year with 7,292 stores in 93 markets on all five continents. The Group increased its sales presence in all its geographies. Europe saw 102 new stores, Asia and rest of world 116 and the Americas to 61.
Notably, Inditex entered five new markets (New Zealand, Vietnam, Paraguay, Aruba and Nicaragua) and launched or expanded its online platform in a total of 20 markets, 12 of which were new, including Turkey, Bulgaria, Croatia, the Czech Republic, Slovakia, Slovenia, Estonia, Hungary, Finland, Latvia, Lithuania and Malta.
As of today, the Group's online platform now reaches 43 markets, following the launch of Zara's online store in Singapore and Malaysia in early March 2017.
By brand, Zara added 51 new stores to its network, bringing the total worldwide to 2,213. In addition to the brand's maiden store openings in Auckland (New Zealand) and Ho Chi Minh City (Vietnam), Zara inaugurated a flagship store on calle Compostela in La Coruña (Spain) in September. This establishment is located in a building that epitomises the city's aesthetics - characterised by broad windows and balconies - having carried out meticulous refurbishment work. The new store stretches over 5,000 square and houses all the chain's collections over its five stories.
In the fourth quarter, Zara opened one of its most emblematic stores anywhere in the world in Barcelona. Located in Plaça Catalunya, the city's tourist and commercial epicentre, the store has a floor space spanning more than 3,600m2 over three floors and is located in an historical building designed in 1931 and fully restored and recovered for the city.
There were other prominent Zara openings over the course of the year, such as the store in Soho in Manhattan (US) and the stores inaugurated in Aruba, Paraguay and Nicaragua. Zara also opened new stores in markets as diverse as China, Canada, Thailand, Saudi Arabia, Germany, Mexico, Indonesia and Japan. The year was also punctuated by major store extensions, such as those of Puerto Rico, Cologne (Germany) and Antwerp (Belgium), which had their images updated along with the expansion work, in line with the brand's strategy.
Against this backdrop, another noteworthy refurbishment in November was the flagship Zara store in the Shinjuku district in Tokyo, one of Japan's most important shopping districts, which reopened to the public on 22 November. This store underwent a thorough overhaul and was expanded to 2,300m2. Also during the last quarter, the more-than 3,000m2 store located at Randolf Street and N. State Street in Chicago (US) reopened its doors.
The rest of the Group's brands similarly added to their floor space last year. Pull&Bear opened new stores in Luxembourg and Nicaragua; Massimo Dutti, in India and Finland; Bershka, in Nicaragua; Stradivarius opened its first stores in the Netherlands, Algeria, Israel and Nicaragua; Oysho did so in Belgium, Indonesia and Algeria; Zara Home entered the markets of Serbia, South Africa, Paraguay, Estonia and Denmark; and Uterqüe inaugurated its début stores in Poland and the Ukraine.
In parallel, all of the Group's brands opened flagship stores, such as the new Massimo Dutti on Paseo de Gracia in Barcelona (Spain) and its new store on Masarik 431 (Mexico City); flagship Pull&Bear stores in Windsor House in Hong Kong (China) and on Mariahilferstrasse in Vienna (Austria); prominent Stradivarius openings on London's Oxford Street (UK), Kalvestraat in Amsterdam (Netherlands), Donegall Place (Belfast, Northern Ireland) and on Corso Vercelli, Corso Italia and Via Emilia in the Italian cities of Milan, Arezzo and Modena, respectively.
Bershka meanwhile added to its store base by refurbishing its flagship stores on Oxford Street (London, UK), Vía Vittorio Emanuelle (Milan, Italy), Nanjing East (Shanghai, China) and Gran Vía (Madrid, Spain). The new Oysho stores in Santa Catalina (Porto, Portugal), the Galleria Alberto Sordi in Rome (Italy) and on the Ramblas and on Avenida Diagonal in Barcelona (Spain) stand out.
Zara Home opened a global flagship store on Garosu de Seoul (Korea), relocated its store on Avenue Louise in Brussels (Belgium) and opened new establishments on Place Massena in Nice (France) and Kobmamegrade in Copenhagen (Denmark). Uterqüe, lastly, unveiled its new store image in Braga (Portugal). The new look is inspired by the world of art and the Mid Century movement and was also introduced in the new stores opened in Monterrey (Mexico), Granada (Spain) and Lisbon (Portugal).
Commercial initiatives
All the Group's brands communicated particularly actively with their customers, rolling out high-profile initiatives such as the exclusive collection of Zara garments designed to mark the release of The Rolling Stones's new album, Blue & Lonesome, and the Join Life collection, mentioned earlier, embodying the Group's research into the most sustainable fabrics. Exceptionally, the latest collection was shot by Steven Meisel.
Pull&Bear began to collaborate with five-time motor cycling world champion Marc Marquez, who is going to design his first collection together with Pull&Bear's in-house creative teams. Meanwhile, Massimo Dutti launched new collections in collaboration with artists of the calibre of Lachlan Bailey and Franck Malthiery.
Bershka also unveiled a new store image, dubbed backstage, inspired by the world of music and live concerts. Oysho launched an Olympics collection to mark the Games in Rio de Janeiro; Spain's national rhythmic gymnastics team inspired the garments created by the brand's designers. Uterqüe extended its support for the world of art, which materialised in its collaboration with the Madrid Gallery Weekend event.
In 2017, Stradivarius launched its first men's fashion line, which is currently available in 32 stores in 17 different countries and online in 22 of its online markets. The first Stradivarius Man collection has been given its own well-differentiated space in the chain's flagship stores and it will continue to be introduced in additional stores over the coming months.
Zara Home, meanwhile, continued to add its hallmark fragrances to new product lines, launching its first line of perfumes for men and women and marketing its first washing powder, fabric conditioner and ironing range (Laundry).
III. SOCIAL INVESTMENT
for&from for people with disabilities
The Group remained highly active on the social investment front in 2016. In the education and employment field, it is worth highlighting the inauguration of two new stores under the Group's for&from programme, stores which employ people with physical, psychological or learning disabilities. The Group now operates 11 stores under this format, employing over 100 people with disabilities.
More specifically, Massimo Dutti opened a for&from store in Igualada (Barcelona), which employs 15 people with disabilities, and Pull&Bear joined the initiative with its first for&from store in Ferrol (La Coruña), where five people with disabilities work. The campaign for Pull&Bear's first for&from store was led by Brooklyn Beckham under the slogan 'Jump barriers and be in the right place'.
Programmes for the integration of vulnerable communities
It is also worth highlighting the Salta Mundo programme, whose mission is to hire young people marginalised from the job market in Group stores. São Paulo (Brazil) was added to the list of cities carrying out this initiative in July. This programme is now well-established in 11 cities (Madrid, Barcelona, Athens, Berlin, Lisbon, London, Milan, Paris, Warsaw, Mexico City and York), facilitating the workplace integration of over 800 people.
In this same vein, Inditex renewed its collaboration agreement with Caritas, pledging to fund, via a €7.4 million contribution, this organisation's workplace integration programmes for people at risk of exclusion in Spain.
The employment-focused collaboration between Caritas and Inditex in Spain dates back to 2011. The programme has established its credentials as a benchmark initiative in improving the job prospects and workplace integration of people at risk of social exclusion since it was set up. Since 2011, Inditex has provided €6.5 million of funding to this endeavour, which has directly benefitted more than 4,600 people. Over 3,500 of these beneficiaries have received training that has improved their job prospects and 1,450 have found their way back into the job market thanks to integration programmes.
For the next three-year period (2017 - 2019), the employment programme will receive another €5 million of funding from Inditex and is expected to support nearly 600 training initiatives for learning a new trade or enhancing an existing one, accompanied by work practice in many instances, with the aim of improving the percentage of beneficiaries who ultimately find work.
Access to water and emergency relief
Extending Inditex's support for solutions for the provision of safe drinking water andsanitation, the Chairman and CEO Inditex, Pablo Isla, met with Matt Damon and Gary White, co-founders of Water.org, during the World Economic Forum in Davos (Switzerland) in January. During the meeting, they went over the progress and achievements marking their first year of collaboration. This four-year agreement was instigated at the end of 2015 and covers Water.org's projects in Bangladesh and Cambodia with the aim of directly improving the health of more than 160,000 people.
In November, Inditex also renewed its agreements with each of Médecins Sans Frontières (MSF), Caritas and Entreculturas, some of the main non-profit organisations through which Inditex has been channelling its concerted humanitarian assistance for over a decade. More specifically, the MSF projects, to which the Group contributed €2.3 million in 2016, are centred on the provision of humanitarian assistance to Syrian refugees in Kilis (Turkey) and support for the mission's emergency response teams in the Democratic Republic of the Congo and the Central African Republic.
Since their Framework Collaboration Agreement was signed in 2008, Inditex has earmarked over €19.1 million to MSF to fund ongoing relief work, as well as specific emergency efforts. These initiatives have benefitted more than 1.8 million people in 14 countries and in 28 emergency zones.
As for the Group's work with Caritas on the humanitarian front, the specific goals include improving rural community readiness for natural disasters in Bangladesh and extending the community health and development strategy already underway in Cambodia. Since 2008, Inditex has contributed €4.3 million to these programmes, which have benefitted nearly 82,000 people.
Lastly, the renewal of the collaboration agreement with Entreculturas for the next three years implies the continued funding of education, employment and humanitarian aid programmes in Latin America, South Africa and the Lebanon that will directly benefit 165,500 people.
Entitled Educate People, General Opportunities (EPGO), the new three-year agreement, which includes 22 social projects between 2017 and 2019, will facilitate the extension of the projects initiated under the scope of the last three-year agreement (2014-16) that have brought assistance and relief to over 160,000 people (for more information about the projects carried out during the last 15 years, go to www.unmillondeoportunidades.org).
It is also worth highlighting the donations made by the Group over the past year to the rescue and humanitarian aid efforts to support victims of the earthquakes in Ecuador and Italy in April and August. The Group donated €200,000 and €1 million, respectively, via a series of organisations such as Caritas and the Red Cross. These funds have been used mainly to provide medical care to those affected, equip search and rescue teams with sniffer dogs, provide psychological support to the affected populations and set up mobile kitchen units for people displaced from their homes.
Chair for Refugees
In April, the Chairman and CEO of Inditex, Pablo Isla, and the Dean of Universidad Pontificia Comillas ICAI-ICADE, Julio L. Martínez, entered into a collaboration agreement for the creation of a Chair for Refugees and Forced Migrants. This Chair will be used to support collaboration programmes between the University and the charitable organisations active in this sector; to foster academic research in the field of migration and, specifically, the application of these studies to the provision of direct and on-the-ground assistance to refugees and migrants; and to publicise these initiatives with the aim of raising social awareness.
The Chair will pay particular attention to the processes for incorporating, welcoming and integrating refugees into society in Spain and Europe.
Agreement with Tsinghua University in Beijing
Another noteworthy milestone in 2016 was the new three-year agreement reached with the Tsinghua University School of Economics and Management (SEM). These scholarships are used to fund travel by scholarship students to A Coruña (Spain) for work placements at Inditex and other companies in areas such as fashion, logistics, environmental protection and sustainable development, among others.
IV. 2017
Inditex's Board of Directors will ask the company's shareholders to approve a €0.68 per-share dividend, marking year-on-year growth of 13.3%, at the Annual General Meeting scheduled for July. A dividend of €0.34 per share will be paid out in the interim on 2 May 2017, while the remaining €0.34 per share would be paid out, if approved, on 2 November 2017 in the form of a final and special dividend.
Store sales in constant-currency terms – adjusted for seasonality on account of the leap year – rose by 13% between 1 February and 12 March 2017.
Ordinary capital expenditure in FY2017 will be approximately €1.5 billion driven mainly to continue to invest in its sustainable growth, specifically in new customer-oriented technologies and R&D projects, in expanding its eco-efficient store base, in upgrading its logistics operations and in shoring up the second-hand clothing collection and fibre recycling programmes and research, among other key areas.
The Group plans to continue to expand its integrated store and online model globally in 2017. Against this backdrop, it is expecting a similar rate of net new store openings as in prior years, in line with its strategy of continued space growth by opening flagship stores in the world's top shopping districts and absorbing smaller units into adjacent stores. Almost 70% of the openings planned for 2017 are already under contract.
The emblematic openings scheduled for the coming months include new Zara stores in Nagoya (Japan), Doha (Qatar), or the Flora Fountain store in Ismail Building in Mumbai (India), the city's most prominent shopping street, and in the Azca district on Madrid's Paseo de la Castellana (Spain). Zara is also preparing to reopen newly refurbished stores in iconic locations such as in Opera in Paris (France) this April and in London's White City shopping centre (UK).
The other brands are also planning prominent store openings this year: Zara Home will inaugurate stores in Zurich (Switzerland) and Vienna (Austria), as well as on Nanjing Road in Shanghai (China); Pull&Bear has a store opening coming up on Calle Preciados in Madrid (Spain); Bershka will open a new store in Changsha (China); and Stradivarius will reopen its doors at Portal del Angel in Barcelona (Spain).
The Group will continue to expand its online platform in parallel. Zara's online store will go live in Thailand and Vietnam in the coming weeks, while its launch in India is scheduled for the second half of the year.
APPENDIX: Global online sales platforms
Inditex's net sales rise 9% to €25.34 billion in fiscal 2017
Inditex Group's 2017 first-quarter net sales increase 14% to €5.6 billion
Inditex sales up 11% to €16.4 billion in first nine months of 2016. The Group created over 9,000 new jobs around the world
Inditex Group first half net sales up 11% from a year earlier
The Inditex Group's first-quarter net sales rose by 12%

redpajama_set_name: RedPajamaCommonCrawl


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Clever word associations using cartoons and captions teach students to memorize the state's capitals in just 40 minutes. This exciting follow-up to Yo, Millard Fillmore! is filled with interesting facts and anecdotes, a Jeopardy-style trivia quiz and more.


The benefits offered by polyethylene (PE) piping systems has seen this become the material of choice for many watermain and gas distribution systems as well as the country's sewer and stormwater networks.
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text:
Badrináth (hindi: बद्रीनाथ) település Észak-Indiában, Uttarakhand államban. Állandó lakossága 2001-ben ezer fő alatt volt.

A Himalája bércei között, – méter magasan fekvő település a nevét a Badrináth-templomról kapta. Ez a templom Visnunak szentelt szent hely. A "négy égtáj" négy hindu zarándokhelyének egyike. A 2012-es szezonban becslés alapján 1 millió zarándok és turista látogatott ide. A település a téli erős havazások miatt csak április végétől november elejéig megközelíthető.

Sankara középkori szent óta jelentős zarándokhely. Sankara négy vallási régióra osztotta fel az országot, mindegyikében 1-1 kolostort hozva létre. Ma a Csar Dhám négy fő zarándokhelye, amely széles körben tisztelt a hinduk között: Badrináth, Dwarka, Puri és Rámesvaram.
A himalájai (Csota) Csar Dhám négy szent városa: Jamunotri, Gangotri, Kedarnáth és Badrináth.

Jegyzetek

Fordítás

India települései
Uttarakhand

redpajama_set_name: RedPajamaWikipedia


text:
O Condado de Middlesex () é um dos 14 condados do estado norte-americano de Massachusetts. As sedes do condado são Lowell e Cambridge, sendo Lowell cidade mais populosa do condado.

Com mais de 1,6 milhão de habitantes, de acordo com o censo nacional de 2020, é o condado mais populoso do estado e o 22º mais populoso do país. É também o segundo mais densamente povoado do estado, atrás do Condado de Suffolk. Pouco mais de 23% da população de Massachusetts vive no Condado de Middlesex.

Geografia
De acordo com o Departamento do Censo dos Estados Unidos, o condado possui uma área de , dos quais  estão cobertos por terra e  (3,4%) por água.

Demografia

Desde 1900, o crescimento populacional médio do condado, a cada dez anos, é de 9,5%.

Segundo o censo nacional de 2020, o condado possui uma população de  e uma densidade populacional de . Seu crescimento populacional na última década foi de 8,6%, acima da média estadual de 7,4%. É o condado mais populoso de Massachusetts e o 22º mais populoso dos Estados Unidos. É também o segundo mais densamente povoado do estado, atrás do Condado de Suffolk.

Possui  que resulta em uma densidade de  e um aumento de 7,6% em relação ao censo anterior. Deste total, 4,9% das unidades habitacionais estão desocupadas. A média de ocupação é de 2,5 pessoas por residência.

Ligações externas

Fundações em Massachusetts em 1643
Extinções em Massachusetts em 1997


UCO students Aidan Twomey, James Small and Joshua Thomas are embarking on a gruelling 292 mile walk from Lands End to London this April to help fund free osteopathic treatments offered by UCO Clinics.
Aidan, James and Joshua aim to complete the walk in just seven days and are training hard in preparation for the challenge.
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The transformative effect osteopathy has on our patients inspires us to provide as many free access clinics as we can, so please accept our grateful thanks for your generosity! We will keep in touch with our supporters throughout the walk and after so you can see the impact your donation has on the lives of people experiencing pain and discomfort.
Aidan says: "I'm 26 and in my final year at the UCO. Osteopathy changed my life! I was diagnosed with Ehlers Danlos syndrome and advised that too much exercise would damage me. I saw an osteopath who told me different, he helped me strengthen my body and mind so I could compete in a high level athletics, he also discounted his prices and this is why I am so passionate about our charity clinics."
James says: "I'm 23 and in my 3rd year at the UCO. At the age of two and a half I was diagnosed with juvenile idiopathic arthritis. I'm doing this walk to prove to people I can succeed in demanding physical challenges."
Joshua says: "I'm 23 and in my final year at the UCO. Following an injury preceding a high level swimming competition, an osteopath helped facilitate my participation within the competition as well as my recovery after. That type treatment is what I hope to bring to my own patients."
Any support for the students would be very welcome as they work towards this worthy goal. You can donate via the University's Just Giving page.


Chaske Spencer in "Winter in the Blood"
Chaske Spencer of "The Twilight Saga" stars in twin brothers Alex & Andrew Smith's adaptation of Native American writer James Welch's 1974 novel.
There's no questioning the profound personal investment and deep connection to the wide-open spaces of Montana that grace Alex & Andrew Smith's Winter in the Blood, the twin brothers' first feature since their brooding 2002 coming-of-age drama The Slaughter Rule. But in remaining true to the spirit of Native American writer James Welch's landmark 1974 novel, they have not succeeded in solving the central problem of how to render in emotionally involving narrative terms a fundamentally page-bound, internalized story.
An obvious labor of love, this hand-crafted film is beautifully made – photographed, scored and edited with a grubby lyricism that makes its shortage of plot momentum all the more frustrating. However, admirers of Welch's books about Native American life, exploring the struggle to maintain cultural, ancestral and physical ties to the past while navigating a way forward, will find rewards in the drama's cumulatively affecting final stretch.
The central figure is Virgil First Raise (Chaske Spencer), a Blackfoot Indian who lives on an isolated reservation ranch with his grandmother (Cynthia Kipp), his widowed mother (Casey Camp-Horinek) and her oafish partner, the aptly named Lame Bull (Gary Farmer). First seen waking up in a ditch, Virgil reaches instinctively for his whiskey flask, conveying that oblivion is his default setting. We learn that his beautiful wife Agnes (Julia Jones) has left him, taking his rifle and his electric razor, probably planning to sell them to buy booze.
Shuffled into non-linear poetic fragments in which hangover and bender become indistinguishable, the film wanders among Virgil's thoughts in the present, his dreams and imagination, memories of childhood both painful and tender, and flashes of recent experience that surface through the numbing fog of inebriation.
However, the Brothers Smith and co-screenwriter Ken White have a tendency to over-explain Virgil's confused state in pedestrian voiceovers. "Sometimes the memory's more real than the experience," he says in one of many interchangeable ruminations that spell out aspects already implicit in Michael Hofacre's edit.
Haunted by the tragedies of his father (Richard Ray Whitman), a drinker found buried years earlier in a frozen ditch, and his beloved brother Mose (Yancy Hawly), Virgil flails about yearning for escape, or at least a better understanding of himself and his place in the world. But despite the quiet intensity of Spencer's performance, as a central figure Virgil remains as remote as the austere Montana Hi-Line locations.
A surreal, possibly hallucinated interlude during his odyssey in search of answers connects him with a cryptic figure known only as Airplane Man (David Morse). This voluble stranger attempts to involve him in a half-baked smuggling expedition to Canada while evading pursuit by two sinister men in suits (David Cale and co-screenwriter White). Also surfacing in the space between reality and the dark recesses of Virgil's mind are Agnes, her thuggish new lover (Michael Spears), a female bartender (Dana Wheeler-Nicholson) and a kind young woman (Lily Gladstone) who offers him comfort.
While all of these peripheral characters suggest colorful prose creations, they fail to acquire vivid dimensions onscreen. Much of the film's meandering midsection appears merely to be marking time before Virgil's return to the ranch, when his bruising experience, as well as a loss in the family, triggers illumination. In the concluding section, he finds peace by learning to live among the ghosts of the past.
Welch was a family friend of the Smiths growing up, and like the protagonist of his novel, the filmmakers lived in relative isolation in Montana and lost their father at a young age. Their sibling bond also informs the lovely memory scenes of the young Virgil (Alex Escarcega) and Mose driving cattle under big skies on vast prairies. That shared history heightens the intimacy and integrity of the story, even if it never fully escapes its literary origins.
But there are compensations in cinematographer Paula Huidobro's somber images of arresting landscapes, lonely stretches of highway and dusty towns. Likewise in the natural performances of the Native American actors. Music by Austin-based garage band Heartless Bastards enhances the melancholy mood.