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G4S responds to public anger but remains complicit in Israel's abhorrent prison system
Palestinian Prisoners Day was last week marked with actions in 11 countries protesting the complicity of British-Danish security company G4S in Israel's prison system. The company provides equipment and services to prisons at which Palestinian political prisoners, including child prisoners, are illegally detained and subjected to torture.
Palestinian Prisoners Day was last week marked with actions in 11 countries protesting the complicity of British-Danish security company G4S in Israel's prison system. The company provides equipment and services to prisons at which Palestinian political prisoners, including child prisoners, are illegally detained and subjected to torture. G4S also operates in Israeli checkpoints and illegal Israeli settlements. G4S has already lost contracts with universities, banks and charities across Europe as a result of its role in Israeli human rights violations.
Reporting on the groundswell of public anger about G4S profiting from Israeli violations of international law, the Financial Times published an article that underlines the extent to which the campaign against G4S is impacting on the company's reputation among investors.
"The Israel/Palestine conflict has created reputational issues" for G4S, an investment analyst is quoting as warning. The article suggests that G4S may be considering selling its Israeli subsidiary altogether.
The international campaign against G4S is resulting in the company losing lucrative contracts and facing criticism from public figures, members of parliament from across Europe, trade unions and investment experts.
G4S told the Financial Times that it is responding to public pressure and repeated previous statements that it will "aim to exit the contracts which involve the servicing of security equipment at a small number of barrier checkpoints, a prison and a police station in the West Bank area".
However, even if G4S implements the steps it announced in 2011, it will remain an accomplice to Israeli war crimes and human rights abuses in several ways:
- G4S is contracted to deliver equipment and services to prisons inside Israel to which Palestinians from occupied territory are transferred in violation of the Geneva Convention. Human rights organisations have documented that Palestinians, including child prisoners, are held in these prisons without trial or charge and subjected to torture.
- G4S provides security equipment, services and personnel to businesses inside illegal Israeli settlements. In a recent email to a UK client seen by campaigners, G4S confirmed that it also provides security services to homes in illegal Israeli settlements.
- G4S provides systems, equipment and services to the Israeli military, including the provision of "patrol units" for the guarding of military premises.
The Palestinian Boycott, Divestment and Sanctions National Committee (BNC), the broad coalition that leads Palestinian civil society's BDS Campaign, welcomes the fact that popular mobilization is bringing pressure to bear on G4S.
The BNC reiterates its position that G4S has only stated that it will "aim" to exit a limited number of contracts and remains deeply complicit with Israel's abhorrent prison system and other violations of international law.
G4S announced a new "ground breaking" human rights policy on Monday. This new policy will be prove meaningless if the company continues to participate in and profit from Israeli violations of international law that have been widely condemned by human rights organizations, the UN and other international bodies.
The BNC calls for the intensification of the campaign against G4S and looks forward to working with supporters of human rights all across the world to pressure the company until it ends all involvement in Israeli war crimes and abuses of Palestinian human rights.
We can end the ongoing Nakba with hope, resistance and meaningful solidarity
Panamericana Bookstore Chain Cancels G4S Contract Following BDS Campaign


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Q: Tensors time derivative in moving frames I know that the following relation exists between the time derivative of a proper vector "v" in an "absolute" frame A and the time derivative of the same vector in a "relatively moving" frame B:

$$ \frac{\rm d}{{\rm d}t} \vec{v}_A = \frac{\rm d}{{\rm d}t} \vec{v}_B + \vec{\Omega} \times \vec{v} $$
Where $\vec{\Omega}$ is the angular velocity (pseudo)vector between the two frames.
This is a vectorial equation, which doesn't require the use of any coordinate system.
Now I wonder--> is there a similar equation which applies to the absolute/relative time derivative of TENSORS of generic rank? (Again involving the angular velocity between the two frames, I guess)

A: I think this can all be dealt by being explicit with your basis vectors. So let you basis vectors be $\{\mathbf{e}_i\left(\mathbf{r},\,t\right)\}$, note that I allowed for time and position dependence so this is as general is it needs to be. This basis is for normal vectors, tensors, but you can define dual basis and handle the contra-variant vectors in the same way.
So that lets say we have a tensor $\mathbf{T}=T^{i_1 i_2 \dots i_n}\left(\mathbf{r}, t\right) \:\mathbf{e}_{i_1}\otimes\mathbf{e}_{i_2}\dots\otimes\mathbf{e}_{i_n}$. Then
$\frac{d}{dt}\mathbf{T}=\frac{d}{dt}\left(T^{i_1 i_2 \dots i_n}\right)\:\mathbf{e}_{i_1}\otimes\mathbf{e}_{i_2}\dots\otimes\mathbf{e}_{i_n} + T^{i_1 i_2 \dots i_n}\:\frac{d}{dt}\left(\mathbf{e}_{i_1}\right)\otimes\mathbf{e}_{i_2}\dots\otimes\mathbf{e}_{i_n} + \dots$
I am giving this here without a proof, but I am prertty sure such proof can be established based on the universality of the tensor product.
Finally all you need is $\frac{d}{dt}\left(\mathbf{e}_i\right)$. I think it is better to evaluate this expression on case by case basis, since the general form could be ugly. For rotation, I would expect $\frac{d}{dt}\left(\mathbf{e}_i\right)=\Omega^j_{\:i}\mathbf{e}_j$ where $\Omega^j_{\:i}$ is the rotation matrix (which relates directly to your cross-product, but I cannot think of a neat notation to express it without introducing metric tensors or Hodge-duals).
I am not sure if this makes things easier, but it is coordinate independent.

redpajama_set_name: RedPajamaStackExchange


Home 〉 Blog 〉 Spend more between the noses!
Spend more between the noses!
The coaching industry worldwide is a big one, with big budgets. And most of these are spent on individuals.
There seems to be an assumption that developing leaders using an individually focussed approach contributes to great leadership. It's a small hop from there to assume this investment will create great teams and leading organisations.
Is this a logic train you recognise where you work?
Sure, individual coaching is a powerful tool and should continue to attract investment. And yet, leadership is evidently a relational activity that involves other people and some form of endeavour.
In an ever connected and complex world why is it that so few organisations invest in the stuff that happens 'between the noses'?
Could it be that effective teams are high maintenance and messy places? Does it take too much courage to spend money here? Is it ignorance? How many executives know what an effective team is? Is it a numbed acceptance? That this is as good as it gets?
Will you spend more between the noses?


We are pleased to announce that the Summer 2018 issue of VESTED, CAPTRUST's magazine for clients and friends, is now available. Subscribing clients will receive their copies in the mail this week. If you are interested in receiving VESTED Magazine, please let us know via email.


text:
Q: How to restrict input numbers on a textfield between 1 to 9 using javascript hello I am trying to implement a textfield for collecting a 4 character pin codes between 1 and 9
I have been able to achieve  restricting the input to 4 characters and just numbers
but I am having issues restricting the use of "0" in this textfield
please help
see my code below that I tried to make a restriction using min and max attributes
<input id="pin"  required name="pin"  oninput="javascript: if (this.value.length > this.maxLength) this.value = this.value.slice(0, this.maxLength);"
    type = "number"
    maxlength = "4" min="1" max="4"  placeholder="Pin Code">

A: See the border value change to green when the value has a length of 4 digits. The if statement checks with a regex for values only between 1-9 and for the length of 4 digits.

var pinInputElement = document.querySelector('#pin');

pinInputElement.addEventListener('input', function(){

    if(/^[1-9]{4}$/.exec(this.value)) {
        this.classList.add('success');
    } else {
        this.classList.remove('success');
    }
});
#pin {
    width: 100px;
    border-width: 5px;
    border-color: orange;
}

#pin.success {
    border-color: green;
}
<input id="pin"  required name="pin" type="number"
    maxlength="4" min="1" max="4"  placeholder="Pin Code">

A: This is an example using regex
Html
<input id="pin" name="pin" placeholder="Pin Code">

jQuery
$('#pin').on('input', function(){
    var thisRegex = new RegExp("^[1-4]{4}$");

if(!thisRegex.test($(this).val()))
  {
      alert('fail');
  }
  else
      alert('Good');

})

A: You can also use replaceAll() to replace all zeroes with an empty string.
Here is my full working example:

<html lang="en">
<head>
    <meta charset="UTF-8">
    <meta name="viewport" content="width=device-width, initial-scale=1.0">
    <title>Document</title>

    <script>
        function checkPin() {
            let pinInput = document.getElementById("pin");
            let value = pin.value;
            let maxLength = pin.maxLength;

            pinInput.value = value.replaceAll("0", "");

            if (value.length > maxLength) {
                pinInput.value = value.slice(0, maxLength);
            }
        }
    </script>
</head>
<body>
    <input id="pin"  required name="pin"  oninput="checkPin()"
        type = "number"
        maxlength = "4" min="1" max="4"  placeholder="Pin Code">
</body>
</html>

A: <input id="pin"
       required
       name="pin"
       type="text"
       maxlength="4"
       onkeypress='return event.charCode >= 49 && event.charCode <= 57'
       placeholder="Pin Code"
/>

@chap man simply use this code and you are good to go. It simply checks if the ASCII code of the input character lies in the range [49,57] which is the range of ASCII codes for numbers between 1 to 9


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Paul Cooley
Director of Capital Projects, SSE Renewables
Paul Cooley is Director of Capital Projects at SSE Renewables and is responsible for delivering the company's pipeline of new renewable energy developments including over 7GW of offshore wind energy in development in the UK and Ireland, the largest such pipeline of any developer operating in both markets. Part of the FTSE-listed SSE plc, SSE Renewables is the leading developer and operator of renewable energy across the UK and Ireland, with an operational portfolio of around 4GW of onshore wind, offshore wind and hydro. Prior to joining SSE, Paul was Northern Ireland General Manager and Electrical Engineering Manager at Airtricity. Paul joined the energy industry from the chemicals and manufacturing sector where he held various senior management positions including operational, regulatory and engineering management roles at DuPont and the Quinn Group. He has an honours degree in Electrical Engineering from Queens University, Belfast.
Phone: +353 (0) 1 661 3755
Email: info@energyireland.ie
Address: Clifton House, Lower Fitzwilliam Street
Dublin 2, D02 XT91
Twitter: @energyireland | #energyireland
© 2020 Irish Renewable Energy Summit. All Rights Reserved.


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Differences between industrial and employee relations
Define Employment relations, distinguish between the terms "industrial relations" and "employee relations" and identify the different disciplinary inputs which comprise the study of employment relations.
Employment relations in general
Employment or human relations cover all types of interactions among employees such as cooperative efforts, interpersonal and group relationships. The purpose of employment relations is to deal with the people, the business employees and the issues arising from their employment. Acquiring, developing, maintaining and motivating staff are all aspects that are covered by the employment relations area. Employment relations are necessary as the employee is the most important part of a business and turn it either to a successful unit or drive it to catastrophe.
'Industrial relations' is generally understood to refer to the relationship between employers and employees collectively. The term is no longer widely used by employers but summons up a set of employment relationships that no longer widely exist, except in specific sectors and, even there, in modified form.
The term 'employee relations conceived as a replacement for the term 'industrial relations' but it's precise meaning in today's workplaces needs clarification. Business managers have come to recognize that their employees are the most important part of a business and through effective management a business can gain the competitive advantage. The skills, knowledge and creativeness of employees is the main potential that a business has over it competitors and thus the realisation that the employee has the most influence over important aspects such as its profitability, competitiveness and adaptability has led to the idea that managing these human resources to develop their maximum capabilities. Human resource management or employee relations is the process of finding the people the business needs, developing their skills, knowledge, talents, careers. Motivating and maintaining their commitment to the business.
The turn from industrial relations to employee relations can be spotted on a number of different dimensions. From a peak of some 12 million plus, union membership has fallen to around 7 million today. Between 1980 and 2000, the coverage of collective agreements contracted from over three-quarters to under a third of the employed workforce. The Workplace Employment Relations Survey (WERS) 1998 showed that union officials spent most of their time not on negotiating pay and conditions but in supporting grievances on behalf of individual members. Even where collective bargaining continued, its impact on the exercise of management discretion was greatly diminished.
In order to distinguish industrial relations from employee relations one could come to the following conclusions.
industrial relations:
â- became inevitably associated with trade unions, collective bargaining and industrial action;
â- had too strong a tendency to view the world of work as synonymous with the heavy extractive and manufacturing sectors of employment, sectors which were dominated by male manual workers working full-time and which are in decline in nearly all developed economies.
Using the term employee relations enables the adoption of a broader concept that:
â- encompasses the now dominant service sector which, in many developed countries, now employs more than 70 per cent of the workforce, and the changes in the composition of the labour force such as more women working and more part-time, temporary and fixed-term contracts;
â- include non-union as well as union scenarios and relationships.
The meaning of employee relations to employers
Some broad conclusions emerging from research are:
Employee relations can be seen primarily as a skill-set or a philosophy, rather than as a management function or well-defined area of activity.
Despite well-publicised instances of industrial action, the emphasis of employee relations continues to shift from 'collective' institutions, such as trade unions and collective bargaining, to the relationship with individual employees.
The ideas of 'employee voice' and the 'psychological contract' have been accepted by employers and reflected in their employee relations policies and aspirations.
Employee relations skills and competencies are still seen by employers as critical to achieving performance benefits through a focus on employee involvement, commitment and engagement.
Employee relations is seen as strategic in terms of managing business risk: both the downside risk of non-compliance with an expanded body of employment law, and the upside risk of failing to deliver maximum business performance.
Read also Knowledge Management Initiatives taken by Organizations
Nearly two-thirds of unionised employers regard the relationship between management and unions as either positive or very positive.
Public sector managers are more likely than those in the private sector to see union influence as strong, with almost three-quarters reporting union influence as significant or very significant.
Disciplinary inputs of employment relations
Many national labour laws contain provisions on the employment relationship. Despite certain similarities, however, not all national labour laws provide exhaustive or equal coverage of the subject. Some provisions deal with the regulation of the employment contract as a specific contract, its definition, the parties and their respective obligations. Other provisions are intended to facilitate
recognition of the existence of an employment relationship and prescribe administrative and judicial mechanisms for monitoring of compliance . In general terms, the employment relationship creates a legal link between a person who performs work and the person for whose benefit the work is performed in return for remuneration, under certain conditions established by national law and practice.
The the determination of the existence of an employment relationship should be guided by the facts of what was actually agreed and performed by the parties, and not on how either or both of the parties describe the relationship. This is known in law as the principle of the primacy of fact. Legislation adopted in some countries since the end of the twentieth century contains provisions refocusing the employment relationship to extend the scope of the law and hence its protection to new categories of workers; to combat disguised or fraudulent employment relationships and improve compliance with the law; and to ease the burden of proof on the worker, in particular when seeking to prove the existence of
an employment relationship in a given case. Parallel to this regulatory response to the growing concern at the lack of protection for workers who are in fact in an employment relationship which might be ambiguous or disguised, there has also been a continuing tendency in case law to apply the traditional approach on the employment relationship to new and complex situations.
To conclude, employment relations involve the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations."
Question 2: Explain by reference to specific examples the impact of technological and other changes upon workforce employment relations
The last quarter of the twentieth century saw the decline of traditional industries and the enormous growth of the service sector that coincided with a steady decrease in union membership. This paralleled the increase in the use of human relations practices and new forms of work organisation that provided the basis for a new win-win relationship between employees and managers. This contributed to the introduction of employee relations as a concept that broadened the study of industrial relations from a union focus to include wider aspects of the employment relationship, including non-unionised workplaces, personal contracts, and socio-emotional, rather than contractual arrangements. (Taylor, 2003)
An example is the increasing number of companies that are introducing various forms of employee consultation in their establishments. This is motivated by a desire among many employers to manage necessary workplace change through cooperation and agreement. This is seen as a sensible way of carrying through reforms designed to improve business performance. (Beardwell, 1996)
The management of people at work is evolving to keep pace with changes in the workplace. Personnel management has evolved to human resource management to human capital management as organisations attempt to outperform competitors in a global economy. Successful organisations therefore seek to develop constructive relationships with employees that translate into strategies that draw on the full potential of their people through performance improvement and organisational change. Economic pressures dictate that the rate of change will be more frequent as technology improves and the demand for customised services shifts. Employee relations therefore need to focus on knowledge management and people at an individual level as a competitive advantage. (Bryson, 2001)
Read also Research approach and strategy analysis
This contrasts with the pluralistic approach, recommended by the Donovan Report in 1968, that assumes that conflicts between management and staff are inescapable and that structured mechanisms must be designed to resolve differences in an orderly way. Pluralism emphasised collective bargaining by adversarial unions in the workplace where stability is sought through compromise. However, the human resource management efforts during the 1980's and 1990's to improve team working methods together with changes in union demographics from blue collar to largely white collar and public sector membership led to a more unitarist approach. (Guest and Hoque, 1996)
The employer's organisational culture and management style impact directly on productivity and performance and research has shown that employee relations similarly impact on performance. Key elements of good practice include job design, skills development, and a climate of regular, consistent consultation and involvement. Associated with this approach is good management practice that provides a positive psychological contract based on trust and fairness tied into an organisational culture that delivers positive outcomes linked to performance. The effect at an employee level is commitment, job satisfaction, and a willingness to produce. (Guest and Conway, 1998) From an employee's perspective of the contract, their subjective assessments of their well-being at work are affected by a variety of factors including the nature of the work task, social integration in the workplace, participation in decision-making and job security which link into the total experience of work. Although the contract is individual in nature, there will be work group, departmental and company wide aspects which imply that whilst structures and relationships adjust, the historical legacy may take time to change. (Patterson et al, 1998)
The promotion of partnership between employer, employee and trade unions has emerged as an inclusive mechanism whereby union relevance is supportive of longer term interests on the organisation and hence its employees. The partnership mechanism is based on recognition of a common interest to secure the competitiveness, viability, and prosperity of the organisation. This involves a continuing commitment by employees to improvements in quality and efficiency. It requires the acceptance by employers of employees as stakeholders with rights and interests to be considered in the context of major decisions affecting their employment relationship. The positive role of co-operative unions in such a partnership is the provision of employee 'voice', supplying employers with feedback on managerial policies and genuine consultation opportunities, essential for delivering employee commitment and motivation.
In conclusion, it is clear that the nature of employee relations has undergone dramatic changes in concept and process, as the role of trade unions has evolved to that of a social participation with elements of both the pluralistic and unitarist models and a "third way" or new approach. The reinvention of union participation as partners to business together with the broadening of the historically narrow definition of voluntarism, to encompass a more inclusive approach accommodating economic realities, has meant that voluntarism in the British workplace remains an underpinning principle in employee relations.
Technological and other changes upon employment relations
External factors drawn from political, economic, technological and social environments are able to both stimulate and constrain the organisation of subsystem work (Lewis et al., 2003). In current global economic downturn and recession times, the discussion of economic and social factors along with their implications on employment relationship are relevant. Within the context of UK, the automobile industry (car manufacturing) has been hit by a slump in demand of a wider economic slowdown in particular and has resulted into massive sale losses, production plant shutdowns and redundancies for its workers on regular basis. For example, Luxury car maker Bentley after, 200 job cuts , three-day week in October 2008 and longer Christmas break has announced on 10 February, 2009 that it is cutting 220 more jobs and also revealed all staff will take a 10% pay cut. Moreover, due to slump in demand it is going to close Crewe plant for seven weeks from this march. However,Bentley said it hopes to make cuts through voluntary redundancies but also warned it would not rule out any compulsory action if needed. Previously, the redundancies in October reflected a great sense of deprivation and feelings of insecurity among employees. Moreover, this threat of necessary action on job cuts can lead to employment relationship break down and could result into industrial action or strikes on allegedly breakdown of psychological contract between employees and employers. Therefore, the success of the company will be at higher risk in future. BBC.
Read also Corporate Social Responsibility in the Bangladesh Banking Sector
ODM Ltd., which is expert in providing direct sales services of credit cards, and its main clients are Tesco and Argos. Before economic down turn (recession), company was doing good business with huge volume of customers and staff was paid basic pay plus bonuses on the activation of every card. Therefore, everyone in the company, was enjoying good employment relationship and sales targets were easily achievable. However, due to current economic downturn and credit crunch the attitude of customers towards credit cards has changed and they are reluctant to apply for credit cards, resulting into significant decline in the sales. In this scenario company's profit levels decreased and it has refused to pay any bonuses to the staff on the activation of cards. Consequently, the employees in the company are feeling de-motivated, suppressed, dissatisfied and their relationship with management has been badly affected resulting into lower level of loyalty and performance. Therefore, the sales targets are not being met largely and the overall performance of employees and company has been adversely affected which undermine the success scenario of company in long term. In employee relations the trade unions are the organizations which play very vital role in the regulation of employment relationship. 'A trade union is any organization, whose membership consists of employees, which seeks to organize and represent their interests both in the workplace and society and, in particular, seeks to regulate the employment relationship through the direct process of collective bargaining with management' (Salamon,2000). Moreover, the section one of Trade Union and Labour Relations Act 1992, provides the current definition of Trade union as "an organization whether temporary or permanent, that consists wholly or mainly of workers whose main purpose is the regulation of relations between these workers and employers or employer's associations" (Lewis et al., 2003).With regards to the structure of trade unions Daniels (2006) believed that the traditional classification of trade unions are company unions, craft unions, occupation unions, industry unions and general unions. However, Lewis et al.(2003) argued that after trends of union mergers, technological and industrial changes and shift from collectivism to individualism have resulted into the decline of trade unions and in its membership in recent years. With regards to trade union's function it is considered to be very broad and dynamic and Salamon(2000) defines the broad function of trade union in terms of power, economic regulation, job regulation, social change, member services and self-fulfillment. In this regard some of the trade unions have got affiliation with representative bodies; for example in UK Trade Union Congress (TUC) is the representative body of the trade union movement and it describes itself as 'the voice of Britain at work'.
Summarizing the technological changes have affected employment relations as stated in the following points:
– largely supply-side initiatives to improve workings of the labour market
– Family-friendly initiatives
– Training and the labour market – IT learning centres, learning accounts
– Assistance to job seekers and long-term unemployed
– Anti-discrimination legislation
– Changes to unfair dismissal legislation
– Statutory union recognition procedures
– Individual labour law extended to areas previously untouched by statute law – wage levels, hours of work, holidays
– Efficiency wage thesis – higher labour costs force employers to use labour more efficiently
– Business friendly – has made changes but emphasis on flexibility and anti – EU initiatives that impose undue burdens on business (I&C)
– New employment relations for a modern (knowledge) economy


My flares came out nice!
Best of all…..ZERO leaks under my car now!
So my 318 was getting hot on the highway. ..above 225…. I decided to get a bigger better radiator.
I ordered it but long story short, FedEx screwed up so I drove a few miles to the Champion headquarters.
Real nice people and I scored my new radiator!
This morning I swapped it out….
This thing cools awesome. …I need a good hot day to get up on the freeway and really test it, but I believe my cooling issue should be solved.
It fit perfectly and looks great too!
Very happy so far…..I'll update when it gets hot here in SoCal. …won't be long!


text:
Tag: Minnesota North Stars
Meet Gump Worsely, who played goalie in the National Hockey League.
Gump was famous for playing without a mask and helmet long after almost everyone else in pro hockey had adopted this protection. Slap shots would fly at his face at speeds often exceeding 100 miles per hour, but as Wikipedia says (so we know it must be true!), he told reporters he went without a mask because, "My face is my mask."
I guess it was his choice, as he was grandfathered in and didn't have to follow the new rule.
I think of Gump when I hear people complain or express anxiety about their privacy in Facebook. One of the things I want to ask them is…
Did you remember to put on your mask and helmet?
Facebook has extensive built-in privacy protections that you can control. And next week I'm going to have a course to show you how to configure your settings according to your preferences. You can go to your Facebook privacy settings to start exploring right now, if you'd like.
On an interesting side note, I discovered this other side of Gump in my extensive Wikipedia-based research for this post:
Worsley was also well known for his fear of flying. He suffered a nervous breakdown in the 1968–69 season after a rough flight from Montreal's Dorval Airport to Chicago on November 25 en route to Los Angeles, and received psychiatric treatment and missed action as a result. It is said that when he came out of retirement to play for the North Stars he was assured that, as Minnesota was in the central part of the continent, the team traveled less than any other in the league.
Air travel was significantly less risky than having high-speed projectiles shot at his unprotected face. Yet Gump's fears didn't match the comparative risks of the two activities.
Next week we'll work at easing any fears you might have about your privacy in Facebook.
Author Lee AasePosted on January 7, 2011 January 7, 2011 Categories FacebookTags Facebook, Gump Worsely, Hockey, Minnesota North Stars, NHL, privacy1 Comment on What's wrong with this picture?


Welcome to Beekman Place, a serene, park-like gated community with 24-hour security. This two-level condo is ideal for urban entertaining and provides a calm retreat amidst Northwest's hottest neighborhoods. Featuring gated, guarded parking and a large private patio overlooking Meridian Hill Park.


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High-velocity fans feature high-pressure blade designs coupled with a deep shroud that moves air great distances at high velocity. Cart, pedestal, and yoke-mounted models are available. This high-velocity fan runs on 115V power, has a size of 30" high-velocity, and the maximum airflow is 13,000 CFM. The maximum velocity is 560 FPM at a 90' radius. This fan can be used for clearing buildings of smoke, pollution, and humidity, paint drying and dust control, outdoor cooling and mosquito control, personnel cooling, emergency cooling, and process cooling.
Your focus is getting things done. Whether you're familiar with High-Velocity Fans or not, Sunbelt experts are here when you need them for 30" High-Velocity Fan 115V support. No mater the issue, a solution is a phone call away to your local Sunbelt support team.
Sunbelt Rentals equipment is maintained to ensure it's ready for your job. Rent 30" High-Velocity Fan 115V with confidence from Sunbelt Rentals. If anything goes wrong with your 30" High-Velocity Fan 115V, we guarantee a working replacement on-site within hours.


In 2012 when our company went through the transformation from Houweling's Hot House to Houweling's Tomatoes we developed our current logo, incorporating our new company slogan "MASTERY UNDER GLASS" and my signature. These elements were included in the design to represent my personal commitment and expectations for the tomatoes and cucumbers that bear my family name.
The February issue of "The Vine" brings us a new addition "Houweling's Tomato Experts." Each month, we will feature different team members to find out what they love about tomatoes. This month we are highlighting Wim van der Torre, tomato and propagation grower in Delta, BC and Ion Sfetcu our head grower in Camarillo, CA.


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package org.apache.camel.component.file.remote;

public class FtpProducerFileFastExistFailTest extends FtpProducerFileExistFailTest {

    protected String getFtpUrl() {
        return "ftp://admin@localhost:" + getPort() + "/exist?fastExistsCheck=true&password=admin&delay=2000&noop=true&fileExist=Fail";
    }

}

redpajama_set_name: RedPajamaGithub


text:
/ Investing
/ Energy
Three Small Firms to Play Oil
They work as a mean-reversion trade.
By JIM COLLINS
Nov 26, 2014 | 12:00 PM EST
Stocks quotes in this article: AXPLF, VYEY, TRCH
The natural gas futures contract is infamously known by traders as "the widow-maker." Lately, it seems as if natural gas' cousin, light sweet crude (WTI), deserves that moniker. Today, the January WTI contract whipsawed with the force that's been typical of late, jumping and then diving on rumored moves by OPEC ahead of its Thursday meeting.
I have no idea whether it's going to be a Happy Thanksgiving in Vienna, but as I had mentioned in my previous column, I just can't find evidence of a global glut in oil. So, there's a bottom somewhere, and the shrewd trader always thinks several moves ahead.
The oil price will rebound at some point, and then there will be the usual columns about "how to play the bounce." Instead of focusing on the usual suspects, however, I will discuss a few smaller companies that I follow closely. I believe these companies would be of interest to an investor looking for a mean-reversion trade. I have spoken with senior management at each of these companies within the last few weeks, and we've gone through "what happens if oil hits $70 per barrel" brainstorming work.
I must note, though, these are commodity companies. If one is going to buy stocks in them, one must take a view on the commodity first. For the sake of argument, let's assume one is optimistic on the chances for a rebound in crude prices. If that is the case, then some old favorites (I've mentioned all of them in prior columns, and all have seen stock price implosions in the recent rout) are "buyable" again.
Arabella Exploration (AXPLF)
This company didn't receive much coverage at the time, but on Sept. 4, Arabella secured $45 million of financing. This has allowed Arabella to not only continue its drilling program, but to buy additional interests in existing wells, as was indicated in their public announcement on Monday morning.
Arabella now has larger interests in very productive wells, and that cash flow will accrue to the company immediately. Arabella's prime acreage position in the Southern Delaware basin adds value, which is not currently reflected in the valuation of its thinly-traded shares.
Torchlight Energy (TRCH)
On Torchlight's earnings call Tuesday, company president John Brda noted that the company is deeply engaged in financing talks (a lead lender has been selected), and that financing "could come to a head at any moment." Torchlight needs the financing to continue its aggressive drilling program, primarily in non-operated assets.
TRCH has had several operational issues this year, and its third-quarter exit rate production of 413 boepd was well below earlier guidance. Management is still confident in the company's prospects, especially in the Hunton Limestone assets in Oklahoma, which are operated by privately-held Husky Ventures.
On the call, Mr. Brda deferred questions on current production, until the financing is announced. I have learned that financing heals most wounds in the world of E&P, and if TRCH can close this deal, I believe its production rate could easily double the third-quarter exit rate by year-end, with plenty of upside into 2015.
Victory Energy (VYEY)
Victory is most interesting now because management, led by CEO Kenny Hill, has a remit to grow acreage. Obviously, given what's happened to oil prices, this is a better time to be a buyer of West Texas acreage than it has been for a while. There are some nervous working interest owners in that part of the world, and I look for Victory to take advantage of these opportunities to add to Victory's small, current output. That output will grow organically from the small level achieved in the third quarter, as three new wells were completed in the third quarter, and two more should be completed shortly. However, it's the flexibility afforded by VYEY's unique capital structure that makes it an interesting play, as an acquirer in a buyer's market.
Management teams from all three companies will be presenting at the LD Micro Main Event conference in Los Angeles next week. I'll be there, asking the same questions as I always do. When the answers change, it's time for a trend reversal, and anyone who has looked at a chart of a small E&P company lately knows which way the opposite direction is.
Get an email alert each time I write an article for Real Money. Click the "+Follow" next to my byline to this article.
At the time of publication, Collins' firm is long AXLWF (owns warrants to purchase AXPLF), TRCH, and VYEY. Collins' firm has also done consulting work for TRCH.
TAGS: Investing | U.S. Equity | Energy
ConocoPhillips Makes a Historic Upside Breakout
Jan 18, 2022 8:00 AM EST
The oil company has been in a years-long consolidation pattern but finally looks ready to run much higher.
The HOAX Is on the Groupthinkers
Jan 13, 2022 2:33 PM EST
As everyone is following the herd, I've got my own investing high jinks -- and it's paying off.
All of Devon Energy's Charts Point Higher
The technical signals for the producer of oil and natural gas indicate its shares could continue to climb from current levels.
Range Resources Is Pointed Still Higher on the Charts
Here's our price objective.
Here's Why I'm Fired Up About Energy
Bret Jensen
Jan 12, 2022 10:30 AM EST
The impact of inflation, increased demand as the pandemic fades and the threat of reduced supply all give reason to believe in the sector.
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Q: Open URL without Webbrowser or Inet control vb6 Is there a way to open a URL in VB6 application without using Webbrowser or MSInet components?
thanks

A: If you just want to open the URL in a browser window, then use ShellExecute: http://support.microsoft.com/kb/224816
Private Declare Function ShellExecute _
                            Lib "shell32.dll" _
                            Alias "ShellExecuteA"( _
                            ByVal hwnd As Long, _
                            ByVal lpOperation As String, _
                            ByVal lpFile As String, _
                            ByVal lpParameters As String, _
                            ByVal lpDirectory As String, _
                            ByVal nShowCmd As Long) _
                            As Long

Private Sub Command1_Click()
   Dim r As Long
   r = ShellExecute(0, "open", "http://www.microsoft.com", 0, 0, 1)
End Sub

This will open the URL in the default browser.
Otherwise, if you need to display the webpage inside your app, use the WebBrowser control.

A: No. VB6 does not have any intrinsic means of displaying a web page in an application. You have to use a third party control. On the other hand, this shouldn't be a problem, because you are essentially using a component of Microsoft Internet Explorer. In fact, you should not be distributing this control, because you would likely damage the end user's Windows installation.


I would like to buy either a Cannon G3 or G5, can any one make a recommendation.
I would also like to know the price and the store where I can buy these cameras.
I recently bought my G5 in the International Plaza at the camera shop ? Electro Mart for SG$1200 on Orchard Road. A really good deal. Buy the G5 the G3 is only a little cheaper.
-- Trevor Walker (ghosta6@hotmail.com), July 29, 2003.
Frankly speaking I prefer the G3 to the G5 picture quality. Have a look at the pictures at www.dpreview.com to tell the difference.
-- Aloha (aloha_harbour@yajoo.com), February 07, 2004.