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L E T T E R S T O T H E E D I T O R
Need to give priority to research
The article, "Developing knowledge society" (July 5), talks about the need to undertake research projects that solve the problems of communities and also become valuable for our industry. This is essential because research endeavours should not just remain an academic exercise without any tangible results. Research scholars remain involved in their work, submit their thesis and once it is accepted, it is kept safely away in a cupboard gathering dust. No effort is made to see if the results of the work can be applied. As the writer says, in the US, research is accorded a lot of importance. They understand that if research in any area is not socially relevant, it is a waste of time and money.
In India, we seem to have forgotten the reason why research is done at all. Naturally, when our research areas and topics are far removed from the interests of the community to which we belong, none will be interested. There will obviously be no hope of receiving funds. On the other hand, if we are able to convince the community that the research, if completed, will benefit the members, they might be interested. But it is still highly speculative.
The typical Indian mindset is such that we tend to give money to religious organisations but find it hard to contribute where it is most needed. The industry will also not show much interest and continue to remain sceptical unless they find any merit in backing research endeavours. I, therefore, feel that we need to change our mindset and give priority to research endeavours to solve problems and improve the quality of life. I also agree with the writer that our industry, communities and the academia need to work together to "make India a strong knowledge society".
ARUNIMA SHARMA, Chandigarh
Public scrutiny
The editorial, "2G takes its toll again" (July 9), rightly says that it is time for the DMK to introspect now after the resignation of Union Textiles Minister Dayanidhi Maran. One wonders how many more ministers will resign in the coming months! It is also amazing that the government has managed to survive this long. The DMK was shown the door in the recent Assembly elections. It is now time for its leaders to introspect. But it is also time for the UPA to introspect. What takes the government so long to act? As for Maran, he blames the media for the negative publicity targeting him.
But we all know that it is because of the media we have come to know of the mess. I also feel that the Prime Minister should assert himself when needed. The coalition partners need not always put pressure on him. This is because they also know that aided by the media, they will be under intense public scrutiny.
AMARPAL SINGH, Mohali
Leadership crisis
There is no denying the fact that the political scenario in the country is confusing (Confusing political scenario, July 9, by S Nihal Singh). While the country is witnessing a large number of scams, political leaders seem to be utterly unprepared to face the public in this situation. Take for instance our Prime Minister. It is wrong to think that our Prime Minister does not want to face the media. When a Prime Minister has to face difficult and embarrassing questions from the media, he must be adequately prepared before reacting.
Congress leaders like Digvijay Singh find it difficult not to make inappropriate statements. Then, we have Rahul Gandhi who seems to think that his 'magic' would work only in Uttar Pradesh! BJP leaders are also confused. They do not seem to know what should be their stand on several issues, including the Lokpal.
Anna Hazare has added to the confusion, it seems! Their leader LK Advani is more comfortable targeting the Congress. Sushma Swaraj is trying to figure out where she fits in the party. Narendra Modi remains confined to Gujarat despite his ambition to become a national leader. The worst of all, we, the people of India, are confused and want to know who our leader is!
KAPIL SHARMA, Chandigarh
UP farmers
This refers to the editorial, "State as a broker: Profiteering invites Supreme Court wrath" (July 8). It is a positive development for the farmers of Uttar Pradesh that the Supreme Court has dismissed the appeal of the Greater Noida Industrial Development Authority against the Allahabad High Court order quashing the acquisition of 156 hectares of land in Sahberi village. This landmark judgment is going to revive the badly shaken faith of the farmers in the system. The farmers were paid Rs 800 per square metre for their land, which was further sold to builders at a much higher rate. This must be condemned.
It is actually a well-planned commercial and political conspiracy to grab the farmers' fertile land. But this phenomenon of land grabbing is not confined to the Greater Noida villages in UP, but it has spread to other states also, as the editorial observes, "There are governments in various states and their agencies that are acting as property dealers and raising cash to fund the extravagant ways of ruling politicians and bureaucrats." This dangerous trend to uproot farmers from their land must be checked at the earliest.
Dr RAJ BAHADUR YADAV, Fatehabad
Stringent laws
I am surprised that the Centre in its affidavit to the Supreme Court says that police and public order are state subjects under the Constitution, and it is the state's responsibility to deal with the offences like honour killings (the editorial, "Washing hands off ", July 8). In fact, honour killings must be condemned by one and all. It is highly disappointing that honour killings are continuing despite the implementation of various laws to prevent them.
There is a need for launching a campaign against honour killings. Our society also needs social reformers like Raja Rammohan Roy. Besides, the government should also introduce stringent laws to deal with the menace.
HARISH K MONGA, Ferozepur
Summer hospitality
The middle, "Summer guests!" (July 8) by Manika Ahuja, was very interesting to read. In summer, people, particularly children, have great plans of enjoying the free time at their disposal. It is the time when Indians set out to explore the countryside. But due to a tight budget, the travellers decide to stay with their relatives at their residence.
I have been a resident of Shimla for four years. After my transfer from Varanasi, I was happy to reach Shimla. However, within 15 days of our arrival, a steady stream of our friends started pouring in to "meet" us. But we knew it was the charm of the hill station and the "free" hospitality of a relative that attracted them to our house.
BHUSHAN CHANDER JINDAL, Jalandhar


Offering a spa centre and hot tub, Sanatory Rassvet is situated in Berdsk, 35 km from Novosibirsk. The resort has water sports facilities and ski storage space, and guests can enjoy a meal at the restaurant.
海滩距离住宿有9分钟步行路程。 Situated in Berdsk, Hotel Mafia features a private beach area and free Wi-Fi. Featuring a 24-hour front desk, this property also provides guests with a children's playground. All rooms include a balcony.
Offering a spa centre and hot tub, Resort hotel Sosnovka is situated in Berdsk in the Novosibirsk Region Region. The resort has a sauna and ski storage space, and guests can enjoy a drink at the bar. Free private parking is available on site.
Resort Morozovo. Wellness Centre Sibirika is set in Berdsk, 2.7 km from Akademgorodok. The resort has a private beach area.
3.7 km from Akademgorodok, Hotel Zhemchuzhina is set in Berdsk and features a garden and on-site dining. Featuring a 24-hour front desk, this property also provides guests with a children's playground. The accommodation features luggage storage space and free Wi-Fi.
Situated in Berdsk in the Novosibirsk region, Apartamenty na Komsomolskoi offers accommodation with free Wi-Fi.
Located 33 km from Novosibirsk, Apartment on Lenina st.56 offers pet-friendly accommodation in Berdsk. Free Wi-Fi is offered throughout the property.
Situated in Berdsk, 7 km from Akademgorodok, Mini-Hotel Okhotnik offers air-conditioned accommodation and a garden. The property features a bar, as well as on-site dining. Free Wi-Fi is provided.


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Coelogyne schultesii är en orkidéart som beskrevs av Sudhanshu Kumar Jain och S.Das. Coelogyne schultesii ingår i släktet Coelogyne, och familjen orkidéer. Inga underarter finns listade i Catalogue of Life.

Källor

Orkidéer
schultesii

redpajama_set_name: RedPajamaWikipedia


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Rajkummar Rao: The expressionist
Although Rajkummar Rao didn't make it to the List, the actor who has made realism mainstream has become one of the most bankable stars of neo-Indian cinema
By Aveek Datta
Updated: Jan 2, 2018 03:30:43 PM IST
Images: Mexy Xavier
Styling: Anisha & Rochelle; Wardrobe: Shirt And Blazer: Paul Smith; Trousers : Nm Design; Shoes : Shutiq; Make Up Artiste : Nitin; Hair Stylsit : Vijay
One of the eagerly-anticipated films of 2018 is Hansal Mehta's Omerta, where actor Rajkummar Rao essays the role of Ahmed Omar Saeed Sheikh, a British terrorist of Pakistani descent, notorious for killing Daniel Pearl, a journalist with The Wall Street Journal.
The film debuted at the Toronto Film Festival in late 2017 and garnered rave reviews. "At the end of this slickly mounted film, there's no lack of questions still dangling nor hoped-for insights that fail to arrive. Nonetheless, while you're watching it, Mehta's freely imagined biopic provides a fascinating Rorschach of a figure who is, unfortunately, truly a man of our times," a review of the film published in Variety magazine states.
The review is not only a tribute to Mehta's directorial brilliance, but also speaks volumes of the realism brought to the character by Rao, the film's lead actor. Rao, 33, has built quite a reputation for getting into the skin of the characters he portrays on screen. And there is no length to which he wouldn't go to achieve this. So much so that Mehta and Rao's girlfriend and actor Patralekha tell Forbes India that they could barely recognise Rao during shooting. And they weren't just talking about his physical appearance.
"When I visited Raj on the sets of Omerta, he had become this different, annoying person," recalls Patralekha, who has known Rao for six years. "There was such an eerie feeling around him and he wasn't the nice person he otherwise is. I told him that I didn't want to be there and would see him once his shoot is over."
Mehta has known Rao since 2011, when he first cast him in Shahid, a biographical portrayal of lawyer and human rights activist Shahid Azmi, for which Rao bagged the National Award in 2014. The two have collaborated on multiple films—CityLights (2014), Aligarh (2016) and now Omerta. Speaking of their latest film, Mehta says Rao, who has pursued a course in acting from the Film and Television Institute of India (FTII), imbibed the darkness associated with the character of Sheikh, even when the camera wasn't rolling. "He pulled out a dark side to himself that you wouldn't think was possible, since he is such a gentle soul otherwise," says Mehta. "He was mean, cold and slightly reserved since that is what the character demanded of him. We actually used to keep distance from him."
Bringing an element of "realism" to the cinema that he does is his "forte", says Rao, who grew up in Gurugram. "I do whatever it takes to make the film relatable to my audience," adds Rao, who has acted in 23 films over the last seven years.
It is this penchant for authenticity, catering to an audience that is increasingly looking for depth of content over just star power, which has made Rao one of the most bankable brands of neo-Indian cinema. His performance in 2017 is a testament to this.
Rao (born with the surname Yadav that he later changed to Rao, which is derived from the title 'Raosahab' by which a lot of Yadavs in Haryana are known) had six releases in 2017 of which five did decent business. He bagged the Asia Pacific Screen Award in Australia for Newton—which was India's official entry to the Oscars, but failed to make the cut—that deals with the experience of an honest and upright electoral officer determined to conduct free and fair polls in a Naxal-controlled area. Rao also won the Best Actor (critics) award for his performance in Newton at the Star Screen Awards, along with the Best Supporting Actor award for his role in Bareilly Ki Barfi. He was conferred the Indian of the Year award (in the entertainment category) by CNN-News18 (the news channel is a part of Network 18, publisher of Forbes India).
Rajkummar Rao in a still from the web series Bose: Dead/Alive
Though always fond of cinema, the thought of becoming an actor never crossed Rao's mind till he watched Shah Rukh Khan in Dilwale Dulhania Le Jayenge (DDLJ) in 1995. He was immediately drawn towards the larger-than-life world of celluloid and its first citizens like Khan. "I went 'wow'. Look at this guy (Khan). He belonged to Delhi and did theatre there. I was from Gurugram and could immediately connect with him. I thought, 'I want this life'. I want to be a part of this world that was amazing and surreal," Rao tells Forbes India.
Sporting a lean frame, after shedding all the weight he gained to play Netaji Subhash Chandra Bose for the web series Bose: Dead/Alive, Rao politely sought permission to rest his leg on a chair as we sat down to chat. He was nursing a broken ankle that he picked up while pulling off a stunt in a dance reality show. The surgery, a titanium plate attached to the ankle, and crutches, however, weren't enough to dampen his cheerful demeanour as he breezed through an hour-long conversation and an elaborate photoshoot in December.
But there is a crucial difference between Rao and his inspiration Khan, arguably the biggest superstar of Indian cinema since the 1990s. While Khan has been relatively less experimental in his choice of roles, choosing to stick to the paradigm of the quintessential romantic hero (Swades and Chak De! India were notable exceptions), Rao continues to explore characters that are as different as chalk and cheese. Sometimes, he is an immigrant from Rajasthan trying to make ends meet in the concrete jungle of Mumbai (CityLights), at other times he is a heartbroken groom out to exact revenge on his runaway bride (Shaadi Mein Zaroor Aana), a pervert (Love, Sex Aur Dhokha), or a male chauvinist (Queen).
Rajkummar Rao with Kriti Kharbanda in Shaadi Mein Zaroor Aana
Born into a middle class family—his father was a government official and mother a homemaker—Rao graduated in arts from the Atma Ram Sanatan Dharma College (ARSD), a part of Delhi University's South Campus. While he would pursue studies during the day, evenings were devoted to theatre, first at the Shri Ram Centre for Performing Arts and then with the Kshitij Theatre Repertory. "Once I started doing theatre, there was no Plan B. I knew I just wanted to act. Though it was a lot of hard work, I never felt tired and really enjoyed those days," says Rao. "In fact, I feel I used to work much harder then, than I do now."
Rao feels his presence in cinema was part of a divine plan. Theatre as an activity had just restarted at ARSD when he joined, so had the course at FTII a year before he decided to apply. It was FTII that, Rao says, fostered his growth as an actor, introducing him to the likes of Daniel Day-Lewis, Al Pacino and Robert De Niro.
While Khan and DDLJ may have encouraged him to look at cinema as a career, it was another cult film, Shool (1999)—in which Manoj Bajpayee plays a police officer fighting a corrupt system—that propelled him towards experimentation. Bajpayee is now a friend, Rao says, after they worked together in Aligarh, a critically acclaimed portrayal of Shrinivas Ramchandra Siras (played by Bajpayee), a gay professor who was suspended from the Aligarh Muslim University for his sexuality. "I don't do anything for the heck of it. I have never tried to connect the dots and chalk out a plan," Rao says. "Even as I am doing some big budget films, my decision to take up a project is purely based on the story and the script. I don't believe in the herd mentality of trying to do what everyone else is doing."
" I don't believe in the Herd Mentality of trying to do what Everyone Else is Doing.
Rao admits that he is probably at the right place at the right time. The evolved taste of modern-day cinema goers is in sync with his strengths as an actor. "Content is king today as audiences have access to international stuff and expect the same quality here. They discard anything perceived to be mediocre. Ten to 15 years ago, very few people were making this kind of cinema," he says.
Consumers of content gravitating towards digital as a medium has also allowed actors like Rao to explore web series such as Bose. It was commercially remunerative and creatively satisfying enough for the actor to devote five months of his schedule, gain 12 kg and shave off half his head, "since a wig and prosthetics weren't having the desired effect".
"Rao is an actor who is not greedy about the volume of the role he gets to play, but about the kind of cinema he gets to do," says Mehta. He is open to try new things, even if it's a significantly trimmed role, like in Gangs of Wasseypur–Part 2.
Patralekha, who has co-starred with Rao in CityLights and Bose, says Rao approaches his part as a collaborative effort. "If a co-star is struggling, he is more than willing to help. He lives, breathes and sleeps acting; his growth has been tremendous," she says.
Mehta confesses that when he thought of making Shahid with Rao, it was difficult to find producers. The film eventually got made over 11 months, with the shoot progressing as funds were raised in tranches. Given the brand Rao has built for himself, that is now a thing of the past.
(This story appears in the 05 January, 2018 issue of Forbes India. You can buy our tablet version from Magzter.com. To visit our Archives, click here.)
Neo-Indian cinema
Hansal Mehta
Patralekha
Film and Television Institute of India
2017 has been a watershed year in many ways for India's economy
The cult of Shahid Kapoor

redpajama_set_name: RedPajamaCommonCrawl


The Data Breach of HR tech platform PageUp has affected Australia's largest corporations including, Coles, AMP, Commonwealth Bank and ANZ to name a few.
Originally founded by husband and wife team Karen and Simon Cariss 20 years ago as a recruitment platform to manage job applications, it has since become a big local tech success story, expanding to include employee on boarding, performance management, learning and development and succession planning.
However once the security breach hit, there was talk of class action from their high profile clients like Coles and Telstra as they had to pull down their job websites in fear of being tangled in the breach.
According to Financial Review even a month after the breach, Australia Post is keeping its job sites down as well as Telstra. Karen Cariss said to Financial Review that after the tragedy arose they have hired independent security specialists Hivnit which brought together a multidisciplinary team, including the Australian Cyber Security Centre (ACSC), Computer Emergency Response Team, Joint Cyber Security Centre, Australian Federal Police, IDCARE, and digital forensic business Klein & Co.
"Ultimately, the aim of the regulators, our clients and ourselves are aligned – to notify potentially affected individuals as soon as possible. We are currently working with our clients to support any potentially impacted individuals," Carissa reported to Financial review.
Organisations need to look at their own systems and make sure to have plans in place to deal with a cyber malware incident.
PageUp's security issue was caught quite early on, it is important for security analysts to be vigilant of any minor discrepancies in their data sets.
The incident did not just affect PageUp, it affected all their clients which included high net-worth clients like, Commonwealth Bank, Macquarie, Myer and the like. It was a ripple-effect that affected big players in the Australian economy.
the PageUp breach is a wake up call for all businesses using any software as a service to assess which business processes have been effectively outsourced as a result. They can then workaround how to come out of a data breach aftermath.
Learn from Angelene Falk (Acting Australian Information Commissioner and Acting Privacy Commissioner), Jason Holandsjo (Chief Compliance & Privacy Officer, Telstra) and other Canons in the Securities Sector at the Data Privacy & Protection Conference on the 11-12 th of September.


Left 4 Dead is a singleplayer and multiplayer cooperative survival horror FPS game.
How to install correctly all the survivors tda? I need the instruction complete for edit pakdir_01 I can't modify the portrait and icon but the model yes. I have the original game, steam.


In His Eyes. © Peter Ralston, all rights and permissions reserved.
ROCKLAND, ME.- "Goodbye," Andrew Wyeth's last finished painting, will be published for the first time in the 2009 edition of Island Journal, the Island Institute's acclaimed annual magazine of island life. This last tempera, completed in October, 2008, is the highlight of an extraordinary folio of Wyeth's Maine-island work featured in this year's expanded 25th anniversary edition of Island Journal. The folio is accompanied by an essay by Chris Crosman, former director of Rockland's Farnsworth Art Museum.
The 2009 Island Journal will become available on Saturday, May 23rd at a special event held at the Institute's headquarters, 386 Main Street in Rockland from 4:00 to 6:00 p.m. Peter Ralston, executive vice-president of the Island Institute and longtime family friend of the Wyeths, invites all who treasure Andrew Wyeth's work to come enjoy hearty refreshments and raise a glass in tribute to "a man who loved islands." Guests will also enjoy selections from a never-before-seen collection of photographs taken by Ralston of Andrew, Betsy and Jamie Wyeth over a 30-year period. An online gallery of the entire collection will also be available at the Institute's Web site on May 23rd.
Although Wyeth didn't live to see the 25th anniversary of Island Journal, he would have undoubtedly perused it with the same sharp eye as he did the very first issue in 1984, one for which he and Betsy Wyeth provided inspiration and initial funding. The Wyeths were also founding members of the Island Institute, a nonprofit organization that has worked for 26 years in partnership with Maine's year-round island and working-waterfront communities to ensure that they remain vibrant places to live and work.
To learn more about the 2009 Island Journal and the Institute's efforts in the special places that inspired an American icon, please visit www.islandinstitute.org.


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James Hansen
James E. Hansen is a charter member of SCGI and is widely considered to be the leading voice in the field of climate change. After 46 years in government service, Hansen stepped down from his position as director (for 31 years) of NASA's Goddard Institute for Space Studies in 2013. Jim has also served as an adjunct professor in the Department of Earth and Environmental Sciences at Columbia University. He continues his prolific research and writing on the topic of climate change and proposals for dealing with the problem effectively.
After graduate school, Hansen continued his work with radiative transfer models and attempting to understand the Venusian atmosphere. This naturally led to the same computer codes being used to understand the Earth's atmosphere. He used these codes to study the effects that aerosols and trace gases have on the climate. Hansen has also contributed to the further understanding of the Earth's climate through the development and use of global climate models.
Hansen is best known for his research in the field of climatology, his testimony on climate change to congressional committees in 1988 that helped raise broad awareness of global warming, and his advocacy of action to limit the impacts of climate change.
by James Hansen, 02 December 2016
http://www.columbia.edu/~jeh1/mailings/2016/20161202_SelfEvidentComm.pdf
Sophie, my oldest grandchild, and I made a video concerning the crucial issue of how the climate matter can be solved in democracies. See video.
Stopping human-made climate change is inherently difficult, because of the nature of the climate system: it is massive, so it responds only slowly to forcings; and, unfortunately, the feedbacks in the climate system are predominately amplifying on time scales of decades-centuries. The upshot is that there is already much more climate change "in the pipeline" without any further increase of atmospheric greenhouse gases (GHGs). That does not mean the problem is unsolvable, but it does mean that we will need to decrease the amount of GHGs in the relatively near future.
The ponderous response of the climate system also means that we don't need to instantaneously reduce GHG amounts. However, despite uncertainties about some climate processes, we know enough to say that the time scale on which we must begin to reduce atmospheric GHG amounts is measured in decades, not centuries. Given the fact that the fastest time scale to replace energy systems is decades, that means that we must get the political processes moving now. And that won't happen until the public has understanding of what is actually needed and demands it.
Democracies played an outsize role in creating the climate problem, the U.S. and Europe each responsible for more than a quarter of the excess CO2 in the air, and they must play a major role in the solution. The difficulty is the swamps that have developed in the capitals of almost every democracy. As Sophie and I discuss, the swamps are teeming with lawyer/lobbyists "in alligator shoes," representing financial special interests. The swamp may be deeper and the stench more rancid in Washington, where there are 5 lobbyists for every congressperson, and an uncountable number of unregistered lobbyists, but I found similar situations in more than a dozen countries.
Democracies still have the capability to overcome the obstacles and solve the climate problem, indeed to convert it into an opportunity to create a brighter future for young people, despite the fact that the swamp now engulfs the congressional and executive branches of most governments.
Solution in a democracy requires a one-two punch, which Sophie and I discuss in the video. First, the judiciary must lay a requirement on the other two branches of government, as they did in the case of civil rights in the U.S. Second, the executive and legislative branches must respond with a program that would actually work. Public support is required for these things to happen. Courts did not demand action on civil rights until public outcries began. The climate case is even a bit harder, because, even when courts demand action, the actions must be the actions that are needed, not actions defined by the Washington swamp.
Our Children's Trust (OCT) is leading the effort to achieve the first punch. The Juliana et al versus the United States case, discussed in a prior Communication (Emphatic Ruling), should be the historic case, comparable to Brown versus Board of Education for civil rights. Judges Coffin and Aiken not only have rejected requests for dismissal by the government and fossil fuel interveners, they have also indicated that they will proceed expeditiously to trial, probably late next summer or early fall. Please support OCT – web site interveners, they have also indicated that they will proceed expeditiously to trial, probably late next summer or early fall. Please support OCT – web site interveners, they have also indicated that they will proceed expeditiously to trial, probably late next summer or early fall. Please support OCT – web site


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Capoeira Angola
Kung Fu Classes
Tong Bei
Ying Jow
Xing-Yi
Lion and Dragon
Coach/Instructor... Chris Young
Chris Young has been engaged in martial arts or gymnastics for nearly his entire life. He has over 20 years of Chinese martial arts experience in several styles. He started teaching over 10 years ago. Although most classes at Steel Dragon are teens and adults, he also teaches kung fu to kids at Reserve Elementary and short courses to expose kids to kung fu through schools and youth programs. Chris has Act 33/34 clearances. He is on the board of the International Baiyuan Tongbei Quan Association.
While he teaches, Chris continues to train and improve his own kung fu and lion dance knowledge as well and studies Xing-Yi and Bagua in addition to Baiyuan Tongbei, Ying Jow Keun and Wu Tai Chi. He is a disciple of Master Zhang Yun of the Yin Cheng Gong Fa Kung Fu family, originally of Beijing, and his lion dance mentor is Corey Chan of San Francisco.
In addition to Chinese martial arts, Chris also studies Capoeira Angola (a Brazilian martial art) with Mestre Joao Grande .
Outside of the martial arts, Chris was also a Commissioner on the PA Governor's Advisory Commission for Asian American Affairs and the board of the National Association of Asian American Professionals - Pittsburgh Chapter.
Assistant Coach/Instructor... Jon Wilson
Jon was first introduced to martial arts with Tae Kwon Do with his uncle and earned his black belt at a young age. He put martial arts on hold during high school to pursue other life goals. Encouraged by the woman who would later become his wife, Jon started to train at Steel Dragon in 2009. He soon began immersing himself increasingly in his training, and even found himself performing lion dance at his own wedding. He is a disciple of Chris Young. Jon's training focuses primarily on Ying Jow, Xing-Yi and Lion and Dragon Dance. He also helps instruct classes and coach lion dance at Steel Dragon and also teaches an after school program at Reserve Elementary. He has Act 33/34 clearances.
Our School... Gong Lung (Steel Dragon)
Steel Dragon was initially founded as a lion dance team in 2003. Because good lion dance requires a strong kung fu foundation, Chris started teaching Ying Jow Keun as well. Over a few years, Gong Lung developed a reputation in Pittsburgh for lion dance as well as for kung fu. Eventually, his sifu, Master Zhang Yun, suggested he should teach Baiyuan Tongbei as well. So this informal group gradually grew over the years and became an actual, physical martial arts school in 2009. It continues to grow, and Chris and the students of Gong Lung grow with it.
We are often asked if we train girls too. The answer is of course! Girls especially need to know how to defend themselves! We don't care what a person's race, sex, religion, sexual orientation, or whatever is. These have nothing to do with a person's martial arts ability or ethical integrity. When a student is training, s/he is just a martial arts student like everybody else. During class these distinctions don't mean anything.
Thank you to Shifu Zhang Yun for giving me permission to open my door and accept Jon Wilson and Alex Pang as indoor disciples in the Yin Cheng Gong Fa Family. Also, thank you to Grandmaster Wang Peisheng, Grandmaster Luo Shuhuan and all my other kung fu ancestors for passing on this valuable martial knowledge through to us. Novermber 4th 2012
On October 14th, 2014, Ken Beers was also accepted as a disciple under me in the Yin Cheng Gong Fa Family.
On January 16th, 2016, Andrew Demosthenous was also accepted as a disciple under me in the Yin Cheng Gong Fa Family. Ken Beers could not be there so his picture was added the main photo so it can be complete.


West Monroe Partners, a full-service North American business and technology consultancy, today announced that it has contributed to the third BearingPoint Institute Report. The report focuses on innovation and the business opportunities it brings. It also looks at the origins of innovation, whether driven by economics, regulators or customers.
West Monroe hones in on the topic of Situational Awareness in a spotlight feature as part of the report, describing how situational awareness helps organizations improve customer engagement and deliver better services by using the information at their fingertips. The main premise of situational awareness is to center decision-making (and action-taking) on a specific situation with the use of data available to organizations.
The article explores the theory and includes a Q&A with Chicago's former CIO, Brett Goldstein, to uncover best practices. Goldstein gives insights on how they used situational awareness to improve decision making in the city. The interview explains how situational awareness can incorporate data analytics into the 'business as usual' of running a city like Chicago, driving significant improvements to decision-making and service delivery.
Additionally the BearingPoint Institute looks into new market trends: as governments and banks exit the large-scale infrastructure funding sector, authors investigate if institutional investors such as insurers will bridge the funding gap. The report also explores innovative sector strategies, showing what Europe's public healthcare systems can learn from private customer relationship management and how retailers can integrate the best of physical and digital to foster cross-channel success.
"West Monroe's contribution to the third annual BearingPoint Institute Report signifies the strength of our partnership, ability to collaborate and overall global reach with BearingPoint," said Gil Mermelstein, West Monroe Partners managing director and global corporate development lead.
Download the BearingPoint Institute report on your tablet.


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Home / News & Events / Financial Press Releases / 2020 /
Very solid year 2019
All results are well in line with the objectives
Revenue: €2,382 million, up +6.9% organically
OMDA: €602 million, 25.3% of revenue, up +240bp on a comparable basis
Free cash flow: € 288 million, up +38.6%
Net income group share: € 311 million
Normalized net income: € 301 million, +94.8%
Normalized diluted earnings per share at €1.63, +46.2%
Fast progress on the integration of Six Payment Services
and generation of synergies
2020 objectives:
Strong ambition in organic revenue growth, profitability and cash generation
In line with the 2019-2021 3 year plan
As announced on February 3, 2020:
Creating a world-class leader in payments
Download the Press Release as PDF
Bezons, February 19, 2020 – Worldline [Euronext: WLN], European leader in the payments and transactional services industry, today announces its 2019 results.
Gilles Grapinet, Worldline Chairman and CEO said: "2019 has been an active year for Worldline, and I am pleased of the achievements of the company and the excellent work of the teams during the year.
Financial performance has been very solid and perfectly in line with the yearly objectives, with a noticeable steady acceleration of our organic growth, reaching +7.5% in Q4 thanks to the strong performance of Merchant Services. Operationally, I was very satisfied to see the fast progress of the integration and realization of the synergy plan with SIX Payment Services. Tangible results can be seen in our profitability, which has increased by +240 basis points in on year.
We have also acquired the minority interests in equensWorldline at the end of September at very favorable financing conditions, which combined with the deconsolidation from Atos group in May, strengthens Worldline's strategic flexibility and enables us to stay more than ever fully focused in executing our long-term vision for the European payment consolidation.
This is fully illustrated by our announcement on February 3, 2020 of the friendly acquisition of Ingenico by Worldline to create a new world-class leader in payment services. I am very pleased to report that two weeks after its announcement, this major planned combination has been fantastically well received by our customers, teams partners and shareholders."
Organic evolution of revenue and OMDA
For the analysis of the Group's performance, revenue and operating margin before depreciation and amortization (OMDA) for 2019 are compared with 2018 revenue and OMDA at constant scope and exchange rates, which are presented in the appendix.
Performance for 2019, on a like-for-like basis compared with 2018 for revenue and OMDA, was as follows:
FY 2019 key figures
In € million
% Growth
Revenue*
OMDA after IFRS 16
% of revenue
OMDA before IFRS 16*
+240bp
* At constant scope and December 2019 YTD average exchange rates
At constant scope and exchange rates, Worldline revenue stood at € 2,381.6 million representing an organic growth of +6.9% compared with 2018. Revenue growth accelerated as planned during the year, with +7.3% in H2 2019 (+7.5% in the fourth quarter of the year).
The Group's Operating Margin before Depreciation and Amortization (OMDA) reached € 602.1 million or 25.3% of revenue. These numbers include the positive impact of the adoption of IFRS16 of €40.6 million on OMDA or +170 basis points. Before IFRS 16 impacts, OMDA stood at € 561.5 million or 23.6% of revenue, representing an increase of +240 basis points compared with 2018, in the upper end of the objective bracket set for the year of between 23% and 24%.
Free cash flow and net debt
Closing net debt
Free cash flow in 2019 was € 287.6 million, in the upper end of the objective bracket set for the year and increasing by +38.6% compared with 2018. This performance was achieved while absorbing significant SIX Payment Services integration and synergy implementation costs.
Net debt was € 641.3 million, compared to a net debt of € 35.0 million at the end of 2018. The increase in net debt of € 606.3 million is explained mainly by:
The acquisition of the minority stakes in equensWorldline in July 2019 for €1,070.9 million;
The equity component of the € 600 million convertible bond issued in connection with this acquisition, (positive impact of € 82 million on the net debt);
The release of the €117.8 million contingent consideration towards SIX Group related to the acquisition of SPS. Indeed, as a consequence of the announcement by SIX Group AG of the entry into a collar transaction on Worldline shares, the agreement regarding the Contingent Consideration of CHF 166 million to be paid by Worldline to SIX Group AG in case Worldline share price is below € 53 in March 2020 was terminated, triggering the release of this financial liability;
The free cash flow for the year of € 287.6 million.
Performance per Global Business Lines
FY 2018*
% Organic Growth
Mobility & e-Transactional Services
OMDA
FY 2019 after IFRS 16 impact
IFRS 16 impact
FY 2019 before IFRS 16 impact
Org. Var.
Corporate costs
OMDA %
Org. Var. (pts)
+1.7 pt
-0.2 pt
2019 after IFRS 16 impact
2019 before IFRS 16 impact
% OMDA
Merchant Services, which represented c.47% of Worldline's revenue, grew by +6.6% organically or €+68.9 million and reached € 1,119.4 million.
Commercial Acquiring grew double digit, benefiting particularly from:
o The fast in-store transaction volume growth, triggered notably by the increased usage of payment card for low value purchase and the rapid adoption of contactless payments;
o The continuous very strong increase of ecommerce payment transactions thanks particularly to the successful deployment of commercial offers specialized by market verticals;
o Solid volume growth of value added services such as Dynamic Currency Conversion.
Revenue in Online & Omni-channel Payment Acceptance grew high single digit, mainly driven by additional volumes and new customers in France, Switzerland, Austria and large international customers.
Sales of Payment Terminals decreased overall in 2019. Revenue nevertheless recovered during the second semester and was nearly stable, enjoying a higher demand for newly launched products (mainly the new VALINA terminal) and from synergies with SIX Payment Services.
Merchant Digital Services, which is the smallest business unit of the Business Line, decreased slightly mainly due to lower sales of digital kiosks in the UK.
Growth in Merchant Services remained globally very strong, notably for acquisition and acceptance services, and has reached +9.4% excluding Payment Terminals.
Merchant Services' OMDA was up by +500 basis points at the end of December 2019 compared to the same period last year (€+67.9 million organically) and reached € 265.3 million or 23.7% of revenue (including an impact of +170 basis points due to the adoption of IFRS 16), thanks to:
Good business trends in Commercial Acquiring and Online & Omni-channel Payment Acceptance;
Positive effect of the realized synergies of the combination of Six Payment Services with the former Worldline scope, in accordance with the combined business plan; and
The impacts of transversal productivity improvement actions (TEAM² program).
Accounting for c.39% of total revenue, Financial Services revenue reached € 918.4 million, improving organically by €+51.0 million or +5.9% compared to 2018.
Account Payments revenue grew double digit, benefitting from good SEPA payment transaction volumes in Germany, Italy and the Netherland but also volume growth on transactions on the Dutch iDeal scheme. In addition, the division benefited from the ramp-up of the large Commerzbank outsourcing contract signed last year.
Digital Banking revenue grew double digit as well thanks to good business trends, in particular related to PSD2 compliance.
Issuing processing grew high single digit thanks mainly to good growth in volumes of card payments, continuous increase of 3D-Secure and strong authentications transactions and revenue recognized on payment software licenses.
Despite a recovery during the second semester, Acquiring processing revenue decreased slightly, mostly due to a high comparison basis last year.
Financial Services' OMDA was up by +50 basis points at the end of December 2019 compared to the same period last year (€+20.9 million organically) and reached € 307.2 million or 33.4% of revenue (including an impact of +160 basis points due to the adoption of IFRS 16), thanks mainly to the aforementioned strong business trends in Issuing Services, Account Payments and Digital Banking and further efficiency gains from TEAM², equensWorldline and SIX Payment Services synergy programs.
Representing c.14% of total revenue, Mobility & e-Transactional Services revenue reached € 343.8 million, increasing by +10.8% organically or €+33.6 million compared to last year.
All three business divisions recorded strong organic growth rates:
Revenue in e-Ticketing expanded thanks to the development of Tap2Use contracts in various French cities as well as the ramp up of the e-Ticketing contract signed last year for the Paris region. Latin America also contributed to this growth.
Trusted Digitization benefited from good transaction volume and project activity, notably on services related to Tobacco tracing for excise collection, as well as with various government agencies.
E-Consumer & Mobility grew high single digit, mainly driven by the continuous increase of Contact contracts with French customers as well as the good contribution of volume growth in Connected Living and Mobility activities.
Mobility & e-Transactional Services OMDA reached €53.4 million or 15.5% of revenue (including an impact of +190 basis points due to the adoption of IFRS 16), increasing organically by €+7.4 million or +90 basis points compared to last year. Key reasons for this increase were:
Good business trends in all business divisions due to recently won contracts,
The productivity improvement with the increased scalability of the platforms;
Impacts of TEAM² actions.
Fourth quarter 2019 commercial activity
Worldline has been selected to provide its state-of-the art One-Commerce-Hub payment solution to Subway restaurants across several European countries. Worldline's solution includes POS and e-Commerce acceptance. Subway and its franchise owners will benefit from Worldline's commitment to omni-channel solutions and in particular from a consolidated reporting of all payment flows, regardless of their origin. Additional features include the optional DCC (Dynamic Currency Conversion) in tourist or multi-currency locations as well as POS-advertising capabilities.
Also, a new 5 year contract was signed with Selecta, Europe's leading unattended self-service retailer, providing coffee & convenience food solutions in workplaces, transport stations and public spaces. Selecta is indeed implementing a cashless strategy, steering its customers to use less and less cash by promoting electronic payment and contracted Worldline's commercial acquiring solution for its 34 000 vending machine in Belgium. The contract also cater for the deployment of at least 4 500 VALINA payment terminals.
Several large processing contracts with Tier1 European banks were renewed, notably in Belgium in Germany and in France.
Also, a major German bank with significant financial messaging volumes mandated equensWorldline's Next Generation Financial Messaging (NGFM) solution in a business process outsourcing operating model. With this mandate, equensWorldline will become one of the largest Swift Service Bureaus globally.
Lastly, an important ATM management contract was signed in France.
Mobility & e-Transactional Services (MeTS)
In Trusted Digitization:
A contract was extended in France to deliver the energy vouchers to assist low-income households to pay their energy bills;
The contract regarding the online payment of fines for traffic offenses in France was renewed;
Worldline, together with Kapsch and Indra, won the contract for the management of the Offense Processing Center in Spain;
Also, Worldline renewed the contract with the City of Vienna (Austria) for the management of the mobile parking payment.
In eTicketing, Worldline has renewed an important contract with a UK franchise to provide its solutions for Mobile Ticketing and Operation control of the railways. Also, Worldline has renewed its contract with an Austrian railway company to provide its freight management solution for several countries in Central Europe.
The backlog at the end of December 2019 remained high at € 3.7 billion.
Operating margin and operating Income
Depreciation, amortization and other non-cash items were € 159.5 million.
Operating margin reached € 442.6 million, representing 18.6% of sales.
Other operating income and expenses were a net expense of € 148.3 million and consisted mainly of:
Staff reorganization expenses of € 3.8 million, corresponding mainly to the restructuring costs induced by the recent acquisitions. Those costs have increased by € 0.2 million compared to 2018.
Rationalization and associated costs of € 3.3 million, resulting mainly from costs linked to the TEAM² program, including administrative back office transformation. Those costs have decreased by € 0.6 million compared to 2018.
Integration and acquisition costs of € 39.6 million representing a decrease of € 0.2 million compared to the prior period. SIX Payment Services integration costs represent a large part of this amount.
Equity based compensation expense for € 19.9 million.
Customer relationships amortization of € 75.9 million, including € 59.0 million for the amortization of SIX Payment Services customer relationships, technologies and patents and € 10.0 million for Equens and Paysquare customer relationships amortization.
As a result, operating income for the year was € 294.3 million or 12.4% of revenue.
Cancellation of the contingent liability to SIX Group AG
Further to the announcement by SIX Group AG on October 30, 2019, of the entry into a collar transaction on Worldline shares, the agreement regarding this contingent consideration of up to CHF 166 million was terminated with no payment to be made by Worldline to SIX Group AG in that respect. Hence, the € 117.6 million financial liability has been reserved as a financial profit in the 2019 financial statements.
As a reminder, in the context of the acquisition of SIX Payment Services, Worldline and SIX Group AG had agreed that a contingent additional consideration of a maximum amount of CHF166 million may have to be paid in cash by Worldline to SIX Group AG in Q2 2020. This contingent consideration had been valued at and booked conservatively as a financial liability for € 117.6 million in the 2018 financial statements.
Net financial expense, tax charge, non-controlling interests and net income
Net financial income amounted to € 121.7 million for the period (compared to an expense of € 20.4 million in 2018) and was mainly made up of:
The cancelation of contingent liability linked to the acquisition of SIX Payment Services representing an income of € 117.6 million;
The recognition in the consolidated income statement of the variation of the fair value of the Visa preferred shares for a profit of € 24.2 million;
Cost of gross debt of € 6.3 million, representing an average interest rate of 0.6%. Those costs include interest linked to OCEANE for € 2.6 million and bond for € 0.6 million;
Foreign exchange losses for € 9.7 million, IFRS 16 financial expense for € 3.6 million; and Pension financial costs for € 2.3 million.
The tax charge at the end of December 2019 was € 75.0 million with a profit before tax of € 416.0 million. The annualized Effective Tax Rate (ETR) was 18.0% (24.4% in 2018). Excluding cancelation of contingent liability linked to the acquisition of SIX Payment Services representing an income of € 117.6 million, the ETR would have been 25.1%.
The non-controlling interests and associates at the end of December 2019 was € 26.8 million compared to € 38.9 million in 2018 and represented 36.4% of the net result of equensWorldline for the 9 first months of the year 2019, before exercise of Worldline call option to acquire the 36.4% minority stake and take full ownership of equensWorldline.
Share of net loss of associates was € 2.9 million.
As the result of the items above, net income group share was € 311.2 million.
Normalized net income and earnings per share
Net income Group share
+209.7%
Normalized net income Group share (1)
Normalized diluted earnings per share (in €)
(1): Adjusted for (Group share): staff reorganization, rationalization, integration and acquisition costs, equity based compensation and customer relationships & patents amortization, other non-recurring items, and release of the contingent liability to SIX Group aforementioned net of tax
Net income Group share stood at € 311.2 million (13.1 % of revenue), compared with €100.5 million in 2018. This net income includes the €117.6 million financial income on the release of the contingent liability to SIX Group aforementioned.
Normalized net income Group share stood at €300.5 million and progressed by +94.8% compared with the 2018 Normalized net income.
Normalized diluted earnings per share[1] was € 1.63 in 2019, compared with € 1.12 in 2018 (+46.2%).
Creation of a new world-class leader in payment services: Worldline to acquire Ingenico
Worldline and Ingenico Group SA have announced on February 3, 2020 that their respective Boards of Directors have unanimously approved a business combination agreement pursuant to which Worldline would launch a tender offer for all Ingenico shares, consisting of a 81% share and 19% cash transaction, as of last closing prices, as well as outstanding OCEANEs.
Upon closing, former Worldline shareholders would own c.65% of the combined entity and former Ingenico shareholders would own c.35%.
This transaction would combine two premier companies to create the world's number four player in payment services with circa 20,000 employees in approximately 50 countries with physical presence. Upon closing, the new combined group would offer best-in-class payment services to nearly 1 million merchants and 1,200 financial institutions.
The transaction will be subject to customary closing conditions, including regulatory, merger control clearances and information and/or consultation with employee representative bodies, as well as Worldline shareholders' approval.
It is expected that the tender offer will be filed with the AMF in June or July 2020, once regulatory and merger control clearances processes are in progress.
For more information, in particular related to the terms of the offer, please refer to the press release available at worldline.com in the Investors section.
SIX Payment Services Integration and synergy plan
The integration of SIX Payment Services is progressing very well and slightly ahead of plan. Quality and cultural fit of teams enable very fast and good progresses and all integration tracks were above target for 2019 in terms of synergies, while former SPS customer satisfaction is fully matching Worldline benchmark.
The Group therefore fully confirms the total of circa €110 million run rate synergies expected with SIX Payment Services in 2022, of which circa 25% in 2019 and circa 50% in 2020.
The total headcount was 11,877 at the end of December 2019, compared to 11,474 at the beginning of 2019. The increase of +3.5% (or +403 staff) of the Group total workforce was due to the net increase in direct workforce of +327 staff, linked to strong business development, in particular in North & South Europe, France, Switzerland, Luxembourg and The Netherlands.
Exposure of the Group to the corona virus Covid-19 outbreak
Worldline has performed a preliminary assessment of its exposure related to the outbreak of the Covid-19 corona virus on its employees and its business, in particular for its activities in Asia Pacific. The current assessment based on the information made available so far is that the potential risks for Worldline are very limited:
Firstly, the Group has implemented measures to protect the health of its employees in the world and notably in Asia Pacific, such as awareness and travel moderation communications, home-working readiness, and temperature and health checks. As of February 19, 2020, all personnel is safe.
Then, in terms of potential financial impact, it is reminded that revenue derived in Asia Pacific represents a very small part of the Group revenue in 2019 and that consequently any financial consequence on the Group of a potential slow-down of Asian economies will be limited.
Lastly, in terms of procurement, the Group purchases its payment terminals from Asian manufacturers but benefit from sufficient internal stocks for the coming months and no delay has been observed to date in the deliveries to Europe. Also, sales of Payment terminals represent a very limited part of Worldline revenue.
The indirect temporary consequence of a slowdown of the global economy or international travels is currently limited as well. However, the situation may evolve depending on the worldwide situation related to the corona virus, keeping in mind the experience from the 2009 financial crisis did show a strong resilience of Worldline business and payment providers to such events.
This matter is followed at local and Group level by Worldline management in order to adjust the set of measures as appropriate depending on how the situation evolves.
During its meeting held on February 18, 2020 and considering the strategic priority given in 2020 to the development of the Company, the Board of Directors decided to propose at the next Annual General Meeting of Shareholders not to distribute any dividend on the 2019 results.
2020 objectives
Fully in line with 2021 ambition, the 2020 objectives are as follows:
The Group expects to achieve an organic growth of its revenue above +7%, at constant scope and exchange rates.
The Group targets an OMDA margin between 26% and 27%.
The Group has the ambition to generate a free cash flow of between € 325 million and € 350 million.
Reconciliation of 2018 statutory revenue and OMDA to 2018 revenue and OMDA at constant scope and exchange rates
Reallocation of shared costs between Business Lines according to new structure (**)
Scope effects
Exchange rates effects
+414.5
** Due to new weight of each Business Line after the acquisition of SIX Payment Services, the shared costs have been reallocated accordingly.
Following the acquisition of SIX payment Services, the costs shared between the 3 Business Lines have been reallocated according to the new group profile.
Internal transfers refer to the reclassification of some SPS contracts between Financial Services and Merchant Services.
Scope effects correspond to the addition of SIX Payment Services revenue for the first 11 months of 2018.
Exchange rate effects correspond mainly to the appreciation of the Swiss Franc partly compensated by depreciation of the Argentinian Peso.
The OMDA table above does not include the effect of the adoption of IFRS 16. The adoption of IFRS 16 is +170 basis points on the 2019 OMDA.
The 2018 figures presented in this document are based on the constant scope and foreign exchange rates data.
Reconciliation of Q4 2018 statutory revenue to Q4 2018 revenue at constant scope and exchange rates
Q4 2018*
Q4 2019 revenue
April 23, 2020 - First quarter 2020 revenue
May 14, 2020 - Shareholder's Annual General Meeting
Worldline Investor Relations Contact
David Pierre-Kahn
Email: David.pierre-kahn@worldline.com
Worldline Communication Contact
Sandrine van der Ghinst
Email: sandrine.vanderghinst@worldline.com
This document contains forward-looking statements that involve risks and uncertainties, including references, concerning the Group's expected growth and profitability in the future which may significantly impact the expected performance indicated in the forward-looking statements. These risks and uncertainties are linked to factors out of the control of the Company and not precisely estimated, such as market conditions or competitors' behaviors. Any forward-looking statements made in this document are statements about Worldline's beliefs and expectations and should be evaluated as such. Forward-looking statements include statements that may relate to Worldline's plans, objectives, strategies, goals, future events, future revenues or synergies, or performance, and other information that is not historical information. Actual events or results may differ from those described in this document due to a number of risks and uncertainties that are described within the 2018 Registration Document filed with the Autorité des Marchés Financiers (AMF) on March 21, 2019 under the filling number: D.19-0185 and the 2018 Universal Registration Document (including the 2019 half-year financial report) filed with the AMF on August 7, 2019 under the filling number: D.19-0745.
Worldline's consolidated financial statements for the year ended December 31, 2019 were approved by the Board of Directors on February 18, 2020. Audit procedures have been performed and the auditors' reports are being issued.
Revenue organic growth and Operating Margin before Depreciation and Amortization (OMDA) improvement are presented at constant scope and exchange rate. OMDA is presented as defined in the 2018 Registration Document. 2020 objectives have been considered with exchange rates as of December 31, 2019. All figures are presented in € million with one decimal. This may in certain circumstances lead to non-material differences between the sum of the figures and the subtotals that appear in the tables.
Global Business Lines include Merchant Services (in Argentina, Belgium, Brazil, Czech republic, France, Germany, India, Luxembourg, Malaysia, Poland, Spain, Sweden, Switzerland, The Netherlands, United Kingdom, USA), Financial Services (in Belgium, China, Estonia, Finland, France, Germany, Hong Kong, Indonesia, Italy, Latvia, Lithuania, Luxembourg, Malaysia, Singapore, Spain, Switzerland, Taiwan, The Netherlands and the United Kingdom), and Mobility & e-Transactional Services (in Argentina, Austria, Belgium, Chile, China, France, Germany, Spain, The Netherlands, and United Kingdom).
Worldline does not undertake, and specifically disclaims, any obligation or responsibility to update or amend any of the information above except as otherwise required by law.
This press release is disseminated for information purposes only and does not constitute an offer to purchase, or a solicitation of an offer to sell, any securities in the United States or any other jurisdiction. Securities may not be offered or sold in the United States unless they have been registered under the U.S. Securities Act of 1933, as amended (the "U.S. Securities Act") or the securities laws of any U.S. state, or are exempt from registration. The securities that may be offered in any transaction have not been and will not be registered under the U.S. Securities Act or the securities laws of any U.S. state and Worldline does not intend to make a public offering of any such securities in the United States.
About Worldline
Worldline [Euronext: WLN] is the European leader in the payment and transactional services industry. With innovation at the core of its DNA, Worldline's core offerings include Pan-European and domestic Commercial Acquiring for physical or online businesses, secured payment transaction processing for banks and financial institutions, as well as transactional services in e-Ticketing and for local and central public agencies. Thanks to a presence in 30+ countries, Worldline is the payment partner of choice for merchants, banks, public transport operators, government agencies and industrial companies, delivering cutting-edge digital services. Worldline's activities are organized around three axes: Merchant Services, Financial Services including equensWorldline and Mobility & e-Transactional Services. Worldline employs circa 12,000 people worldwide, with 2019 revenue of circa 2.4 billion euros. worldline.com
[1] EPS including the impacts of potentially dilutive instruments, calculated on the net income Group share adjusted for non-recurring items (Group share), net of tax


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Officially, fandom is a term used to refer to a subculture composed of fans who share passionate feelings of sympathy and camaraderie with others who share a common interest. Fans typically are interested in even minor details of the object(s) of their interest and spend a significant portion of their time and energy involved with their interest, often as a part of a social network with particular practices that differentiates fans from those with only a casual interest.
While most bands have passionate fans, The Specials have particularly passionate fans (which I experienced first hand when I saw the band perform in New Yorrk last spring). The band's reunion tour has given fans, who were often young adolescents and teens in the late 70's and early 80's, a chance to relive that initial excitement and energy again in their 30's and 40's. I know finally seeing the band live was a religious experience for me.
While many of us count ourselves as dedicated fans who know the arcane and intricate details of The Specials musical history and can quote the band's lyrics chapter and verse, I do believe Robert may be one of the band's most passionate fans. Indeed, the band and their music have helped him through a number of life's challenges and to show his gratitude and dedication, he commissioned a full tattoo of a picture of the band across his entire back. The picture he selected came from the cover of Paul Williams' definitive history of the band -- 'You're Wondering Now - The Specials from Conception to Reunion'.
After hearing about The Specials gig in Belfast last weekend, I also heard rumors about Robert, who's tattooed devotion to the band caused a mini riot in the crowd, as hundreds of fans clamored to get a photo of his back. Once I saw the tattoo I knew I needed to know more about the story behind it. I was able to connect with Robert, who kindly shared his story and the events that led to his decision to tattoo the band on his back. Read excerpts of our conversation below.
I had a Specials tattoo on my right shoulder of Walt Jabsco done when I was 17. I had always wanted the picture of The Specials from the back cover of the first album done as a back piece. The thought of the pain and the cost did put some doubts in my head however.
I am a proud dad with two sons. My eldest Robbie, is 11 years old and my youngest Joel is 6 years old. They are so into their ska music! Unfortunately my son Joel needed life saving heart surgery when he was four days old and has required further major open heart surgeries since.
2010 was quite a bad year. Joel was in poor health. My mum moved into a care home with Alzheimer's and my dad had taken a stroke. I needed something to lift me and to focus on, other than the love of my family. The Specials were something that meant so much to me and shaped my life from when I was 10 years old. I had purchased Paul Williams book 'You're Wondering Now' and I got a signed picture with it. The photograph on the cover of the book looked amazing and after chatting to my wife, I decided to go for this design as a back piece.
I had done my homework on local tattooists and decided to go for a guy called Stuart Walker who had been an art student before going into tattooing. We chatted a few times over the design and on January 16th 2010, I spent my first 4 hours under the needle. I had five further four hour sittings and the tattoo was completed by March 12th 2010. I didn't flinch at all and Stuart couldn't believe how I took the pain. I used my son as inspiration and thought of the pain he went through before during and after his three surgeries.
Each one of The Specials has seen my tattoo. Terry Hall mentioned it on local radio last month and Roddy Byers has sent me messages on Facebook and The Specials website.
At the Specials gig last Saturday my back was photographed at least 500 times and the comments i got where truly amazing. I am arranging to meet up with The Band at the sound check at The Alexandra Palace show and have my back autographed by each one of the band. The Stuart will ink each signature for me.
Thanks very much to Robert for sharing his story. I'm looking to profile other fans of The Specials as they embark on their final tour. If you or someone you know has a story to tell, let me know!
very touching - and no better band!
for touching - and no better band!
I am honoured that my book cover inspired such a fantastic piece of art. Nice one rab!


text:
Бланкенхайм () — дворцово-замковый комплекс в муниципалитете Бланкенхайм, в районе Ойскирхен, в нагорье Айфель, в федеральной земле Северный Рейн-Вестфалия, Германия. Возведён на вершине скалистого холма около 1115 года. Являлся родовой резиденцией семьи фон Бланкенхайм. По своему типу относится к замкам на вершине.

История

Ранний период

Основание первой каменной крепости на данном месте относиться к 1115 году. Первым лордом замка стал Герхард I фон Бланкенхайм. Его потомки оставались владельцами окрестных земель более трёх веков. В 1350 году представители рода были возведены в графское достоинство.  Однако в 1468 году со смертью последнего правящего графа Вильгельма II фон Бланкенхайм род по мужской линии пресёкся.

Новым собственником замка оказался выходец из семьи, владевшей княжеством . Дитрих III,  унаследовал графство Бланкенхайм и владения , а также имение Герхардштайн (Герольштайн) через брак с дочерью Вильгельма II фон Бланкенхайм. Новый лорд с 1469 года стал именоваться графом фон Мандершайд унд Бланкенхайм. В 1488 году он разделил свои владения между тремя сыновьями. Графство Бланкенхайм унаследовал второй сын, граф Иоганн. Помимо прочего, ему достались Юнкерат, замок  и части региона Мехерних. Иоганн стал основателем линии графов Мандершайд-Бланкенхайм-Герольштайн.

Эпоха Ренессанса
В начале XVI века замок сгорел. Вскоре он был перестроен чуть в стиле ренессанс. С той поры Бланкенхайм в первую очередь служил роскошной жилой резиденцией, и только во вторую — крепостью.

Начиная с XVI века Многие представители семьи Мандершайд-Бланкенхайм-Герольштейн занимали высших церковные должности в Священной Римской империи. В частности, Иоганн  был архиепископом Праги, а  — епископом Страсбурга. Не меньше прославились и представительницы женского пола. Так, Элизабет фон Мандершайд-Бланкенхайм-Герольштейн, , Маргарет Элизабет фон Мандершайд-Бланкенхайм и  по очереди становились принцессами-аббатисами Имперского аббатства Эссен. Кроме того, члены семьи занимали должности кёльнских каноников и деканов кафедральных соборов. Например, .

XVIII век
 в 1783 году стала княгиней фон унд цу Лихтенштайн (Лихтенштейнский дом). Ещё в 1742 году благодаря Марии Франциске Мандершайд-Кайль во владения рода перешёл Мандершайд-Бланкенхайм. Но уже в 1780 году, после того как скончался последний граф Мандершайд-Бланкенхайм, род пресёкся по мужской линии. Право собственности перешло к богемскому графу Филиппу Кристиану фон Штернбергу из влиятельного рода Штернберг, который в 1762 года являлся мужем Августы фон Мандершайд-Бланкенхайм. Новый владелец замка теперь стал именоваться Штернберг-Мандершайд.

В 1794 году в ходе Революционных войн войска Франции заняли левый берег Рейна и территорию Эйфеля. После вторжения французов графиня Августа бежала на родину мужа в Богемию. С собой она увезла два фургона с архивами, документами и свидетельствами, подтверждавшими праве собственности на родовые владения.

XIX век

Уже находясь в Праге, графиня пыталась отсудить своё имущество в Эйфеле, но эти попытки закончились неудачей. Правда, за потерю территорий на левом берегу Рейна, Бланкенхайма, Юнкерата, Герольштайна и Доллендорфа графы Штернберг-Мандершайд согласно Заключительному постановлению Имперской депутации получили в 1803 году компенсацию. Им передали под контроль верхнешвабские аббатства  и . Однако в 1806 году эти земли были медиатизированы и оказались в составе королевства Вюртемберг.

В 1835 году умер граф Иоганн Вильгельм (родился в 1765 году). С ним линия Штернберг-Мандершайд угасла по мужской линии, так как граф не имел сыновей. Его владения в Верхней Швабии были секуляризованы каноником Пассау и Регенсбурга. Ещё два монастырских имения были проданы в 1835 году королевской семье Вюртемберга.

Непосредственно замок Бланкехайм долгое время оставался необитаемым. Лишь в 1894 году власти Прусского королевства стали принимать меры по сохранению комплекса от разрушения. В результате замок был отдан в собственность семьи фон Фюллер. Новые хозяева сделали родовой резиденцией здание бывшей канцелярии в Нижнем замке. Он было построено в 1786 году в стиле позднего барокко.

XX век
В 1926 году замок перешёл в собственность . В 1936 году комплекс перешёл в распоряжение . С тех пор он остаётся в муниципальной собственности.

Описание
Комплекс много раз перестраивался. Со временем типичные средневековое укрепление превратилось в представительный барочный дворец с ухоженным садом и оранжереей. Сам комплекс состоит из Верхнего замка (цитадели) и Нижнего замка, который изначально играл роль форбурга, а позднее превратился в главную часть резиденции.

В ранний период главным источников воды в замке была дождевая вода, которую собрали в специальные цистерны, созданные в скальной породе. В случае засухи воду привозили в бочках. Позднее началось создание колодца. Задача оказалась непростой. Но по приказу графа Дитриха III фон Мандершайд-Бланкенхайма в 1469 году был пробит туннель . Вода из горных источников с той поры текла к замку по сложному маршруту длиной около километра. Этот водопровод с туннелем был заново открыт в 1996 году.

Современное использование
Замок по прежнему используется как молодёжный учебный центр и общежитие. Здесь проходят конференции, семинары и крупные мероприятия в области образования и просвещения.

Галерея

Литература

Примечания

Ссылки

 О замке на сайте jugendherberge.de
 О замке на сайте eifel.de

Замки Северного Рейна-Вестфалии
Замки, построенные в XII веке
Замки на вершине

Замки Северного Рейна-Вестфалии
Замки, построенные в XII веке
Замки на вершине


Raul Ruiz (D), contributions did not pour into Stone's coffers.
At the end of September, Ruiz had more than 20 times the available cash for the final five weeks of the campaign than Stone had. During the three months from July through September, Ruiz received about $480,000 in contributions compared to Stone's $85,000. Consequently, Ruiz spent about eight times Stone's expenditures during the same period — $875,000 to $117,000.
As election day approaches, the pattern of contributions to Ruiz from individuals and political action committees has remained consistent. In this quarter, Ruiz was the beneficiary of about $165,000 from PACs with about half of the $300,000 from individuals. However, both were about 20 percent of the previous totals from individuals and committees.
Most of the PAC money comes from groups based in Washington, D.C., or around its beltway. Nearly half a million dollars (half his total) of Ruiz's committee contributions came from that area compared to $106,000 from all of California.
About 40 percent of the individual contributions to Ruiz were received from California residents, including several from Idyllwild. In contrast, nearly 90 percent of Stone's individual contributors were California residents, but only one was from Idyllwild.


text:
Q: How do I stop concurrent PHP scripts from executing the same code at the same time? I'm using a service for currency exchange rates which only allows 1000 requests a month, so I have to save the retrieved exchange rates to the database for an hour before updating them with a new request.
However my website has been requesting new exchange rates far more frequently than every hour and I finally realized it's because of concurrent PHP scripts trying to update the rates to the database at the same time. Here is a simplified example of my code:
function get_rates()
{
    $rates = get_transient( 'exchange_rates' );
    if( $rates === false ) {

        $ch = curl_init( 'http://examplecurrencyrates.com/rates.json' );
        curl_setopt( $ch, CURLOPT_RETURNTRANSFER, 1 );
        $rates = curl_exec( $ch );

        $cache_time = 3600; // 60 mins
        set_transient( 'exchange_rates', $rates, $cache_time );

        curl_close( $ch );
    }
    return $rates
}

How do I make sure there is only one request per hour to update the exchange rates?

A: I would suggest using cronjobs (or any other job scheduler) that will update the rates by running your script every hour.
you got 720 hours per month so you won't exceed the 1000 per month limit.

A: One method I use, in similar but slightly different scenarios are lock files.
In my example, I have a script which runs every minute. If this script has a lot of processing to do on a certain run, it might take say 3 minutes - in this time I do not want another 2 instances of this script running and trying to do the same job.
So what I do is at the start of the process, create a lock file, for example:
$lock_file = fopen('/lock_file_directory/my_script.lock', 'w');
fclose($lock_file);

And at the end of the script, post processing, I add the following:
unlink('/lock_file_directory/my_script.lock');

This way, during the processing of the script, the lock file is always present.
Now to make this work, at the start of the script - add:
if(file_exists('/lock_file_directory/my_script.lock')) { exit; }

This means if the lock file exists, the next instance will not run.

A: You shoud use MySQL table like
CREATE TABLE IF NOT EXISTS `running` (
  `script` varchar(255) NOT NULL,
  PRIMARY KEY (`script`)
) ENGINE=InnoDB;

at start script try this query
INSERT INTO running ('myscript');

if any is already running it second dies
at end of script do
DELETE FROM running WHERE script = 'myscript' LIMIT 1;

redpajama_set_name: RedPajamaStackExchange


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text:
Utc Coordinated Universal Time
Utc Coordinated Universal Time Now
What Time Is Utc Conversion
Universal Time Coordinated
UTC – Coordinated Universal Time Coordinated Universal Time (UTC) is the basis for civil time today. This 24-hour time standard is kept using highly precise atomic clocks combined with the Earth's rotation. Coordinated Universal Time (abbreviated to UTC) is the primary time standard by which the world regulates clocks and time. It is within about 1 second of mean solar timeat Prime meridian, and is not adjusted for Daylight Saving Time. In some countries where English is spoken, the term Greenwich Mean Time (GMT) is often used as a synonym for UTC and predates UTC by nearly 300 years. This is a list of the UTC time offsets, showing the difference in hours and minutes from Coordinated Universal Time (UTC), from the westernmost (−12:00) to the easternmost (+14:00). It includes countries and regions that observe them during standard time or year-round. The main purpose of this page is to list the standard time offsets of different countries, territories and regions.
Offset: UTC is 0 hours ahead Greenwich Mean Time (GMT) and is used in Universal
Coordinated Universal Time (UTC) is the world time standard that regulates clocks and time. It is successor to Greenwich Mean Time (GMT). For casual use, UTC is the same as GMT, but is used by the scientific community.
UTC is the time standard commonly used across the world since 1972. It is used in many technical fields, like aviation industry and meteorologists, also used to synchronize time across internet networks.
UTC representations, usage and related time zones
W3C/ISO-8601: International standard covering representation and exchange of dates and time-related data
Z - is the zone designator for the zero UTC/GMT offset, also known as 'Zulu' time
+00 - basic short
+0000 - basic
+00:00 - extended
Email/RFC-2822: Internet Message Format Date Standard, typically used for timestamps in email headers
+0000 - sign character (+) followed by a four digit time providing hours (00) and minutes (00) of the offset. Indicates zero hour and zero minutes time differences of the zero meridian.
Military/NATO: Used by the U.S. military, Chinese military and others
Zulu - Military abbreviation for UTC
Z - short form of 'Zulu'
IANA/Olson: Reflects UTC time zone boundaries defined by political bodies, primarily intended for use with computer programs and operating systems
Etc/UCT
Etc/UTC
Etc/Universal
Etc/Zulu
Time zones with the GMT +0 offset:
EGST - Eastern Greenland Summer Time
GMT - Greenwich Mean Time
WET - Western European Time
AZOST - Azores Summer Time
UTC - Universal Time Coordinated
WT - Western Sahara Standard Time
Z - Zulu Time Zone
GMT - GMT
Eastern Time Zone
UTC offset
UTC−05:00
05:09, 7 May 2021 EST[refresh]
06:09, 7 May 2021 EDT[refresh]
Observance of DST
DST is observed in parts of this time zone.
The Eastern Time Zone (ET) is a time zone encompassing part or all of 23 states in the eastern part of the United States, parts of eastern Canada, the state of Quintana Roo in Mexico, Panama and Colombia, mainland Ecuador, Peru, and a small portion of westernmost Brazil in South America, along with certain Caribbean and Atlantic islands.
Places that use:
Eastern Standard Time (EST), when observing standard time (autumn/winter), are five hours behind Coordinated Universal Time (UTC−05:00).
Eastern Daylight Time (EDT), when observing daylight saving time (spring/summer), are four hours behind Coordinated Universal Time (UTC−04:00 in March, at 2:00 a.m. EST, clocks are advanced to 3:00 a.m. EDT leaving a one-hour 'gap'. On the first Sunday in November, at 2:00 a.m. EDT, clocks are moved back to 1:00 a.m. EST, thus 'duplicating' one hour. Southern parts of the zone (Panama and the Caribbean) do not observe daylight saving time.
The largest city in the Eastern Time Zone is New York; the New York metropolitan area is the largest metropolitan area in the zone.
The boundaries of the Eastern Time Zone have moved westward since the Interstate Commerce Commission (ICC) took over time-zone management from railroads in 1938. For example, the easternmost and northernmost counties in Kentucky were added to the zone in the 1940s, and in 1961 most of the state went Eastern. In 2000, Wayne County, on the Tennessee border, switched from Central to Eastern.[1]
In March 2018, the Florida Legislature passed a bill requesting authorization from Congress for year-round daylight saving time, which would effectively put Florida on Atlantic Standard Time year-round (except for west of the Apalachicola River, which would be on Eastern Standard Time year-round).[2] A similar bill was proposed for the Canadian province of Ontario by its legislative assembly in late 2020, which would have a similar effect on the province if passed.[3]
Daylight saving time[edit]
For those in the United States, daylight saving time for the Eastern Time Zone was introduced by the Uniform Time Act of 1966, which specified that daylight saving time would run from the last Sunday of April until the last Sunday in October.[4] The act was amended to make the first Sunday in April the beginning of daylight saving time beginning in 1987.[4]
Later, the Energy Policy Act of 2005 extended daylight saving time in the United States, beginning in 2007. Since then, local times change at 2:00 a.m. EST to 3:00 a.m. EDT on the second Sunday in March, and return from 2:00 a.m. EDT to 1:00 a.m. EST on the first Sunday in November.[4] In Canada, daylight saving time begins and ends on the same days and at the same times as it does in the United States.[5][6]
Canada[edit]
In Canada, the following provinces and territories are part of the Eastern Time Zone:[7]
Most of Ontario
Most of Quebec
Most of Nunavut
All observe daylight saving time in sync with the United States, with very localized exceptions.
The boundary between time zones is set forth in the Code of Federal Regulations, with the boundary between the Eastern and Central Time Zones being specifically detailed in 49 C.F.R. part 71.[8]
Seventeen states and Washington, D.C. are located entirely within the Eastern Time Zone. They are:
Five states are partly in the Eastern Time Zone, with the remaining portions in the Central Time Zone. They are:
Florida – peninsula and Big Bend regions east of the Apalachicola River along with portions of Gulf County south of the Intracoastal Waterway.
Indiana – all except for northwest (Gary) and southwest (Evansville) regions
Kentucky – eastern 60%, including the state's three largest metropolitan areas: Louisville, Lexington, Northern Kentucky
Michigan – all, except for the four Upper Peninsula counties that border Wisconsin: Gogebic, Iron, Dickinson, and Menominee
Tennessee – East Tennessee[9]
Additionally, Phenix City, Alabama, and several nearby communities in Russell County, Alabama unofficially observe Eastern Time. This is due to their close proximity to Columbus, Georgia, which is on Eastern Time.
Mexico[edit]
Quintana Roo: This is the only Mexican state to observe EST. It moved from Central Time to Eastern Time after a successful lobbying effort by tourism interests.[10] Quintana Roo does not observe daylight saving time.
Caribbean islands[edit]
The Bahamas and Haiti officially observe both Eastern Standard Time during the winter months and Eastern Daylight Time during the summer months. Cuba generally follows the U.S. with Eastern Standard Time in the winter, and Eastern Daylight Time in the summer, but the exact day of change varies year to year. Cayman Islands and Jamaica use Eastern Standard Time year-round.
Turks and Caicos Islands[edit]
The Turks and Caicos Islands followed Eastern Time with daylight saving until 2015, when the territory switched to the Atlantic Time Zone. The Turks and Caicos Islands switched back to the pre-2015 schedule in March 2018.[11] A 2017 consultation paper highlighted the advantage for business and tourism of being in the same time zone as the eastern United States as an important factor in the decision.[12]
South America[edit]
In South America, the Brazilian states of Acre and the southwest part of Amazonas use Eastern Standard Time.[13] In 2008, Brazil changed the zone of these regions to be closer to that of the Brazilian Capital; however, the change was unpopular and thus undone in 2013.[14] Additionally, the countries of Panama, Colombia, Peru, and Ecuador (excluding the Galápagos Islands, which use Central Standard Time), also use Eastern Standard Time year-round.[15]
^ 'Why Louisville?'. Louisville magazine. Archived from the original on 20 July 2018. Retrieved 10 February 2018.
^ Klas, Mary Ellen (6 March 2018). 'Legislature approves year-round daylight saving time—but it's not a done deal yet'. Miami Herald. Retrieved 30 March 2018.
^ Patton, Jessica (7 October 2020). 'Ontario MPP puts forward bill to make Daylight Saving Time standard time'. Global News. Retrieved 9 October 2020.
^ abc Prerau, David (2006). 'Early adoption and U.S. Law'. Daylight Saving Time. Web Exhibit. Retrieved 23 April 2007.
^ Law, Gwillim (21 September 2007). 'United States Time Zones'.
^ 'Daylight Saving Time Starts Sunday'. Government of Ontario. 7 March 2008. Retrieved 21 September 2010.
^ 'Time zones and daylight saving time'. nrc.canada.ca. National Research Council Canada. 23 March 2019. Retrieved 7 March 2020.
^The specification for the Eastern Time Zone is set forth at 49 C.F.R. § 71.4, and is listed in text and PDF formats. The boundary between Eastern and Central is set forth at 49 C.F.R. § 71.5, and is listed in text and PDF formats.
^http://legacy.decaturdaily.com/decaturdaily/news/060813/zones.shtml
^ 'On Mexican Time: Changing Time Zones To Accommodate Tourism'. Forbes. Retrieved 29 January 2015.
^ 'DST Dates Confirmed'. Timeanddate.com. 25 July 2017. Retrieved 10 January 2019.
^ 'Consultation paper Daylight Saving'(PDF). April 2017. pp. 6–7. Retrieved 10 January 2019.
^ Every, Decree. 'Brazil Time Zones'. Retrieved 1 May 2021.
^ President, Brazil'S. 'Brazil: Acre and parts of Amazonas switch time zones'. Retrieved 1 May 2021.
^ 'South America Time Zones'. Retrieved 1 May 2021.
Time zones in North America
Hours from UTC: Standard time
Hours from UTC: Daylight saving time
Hawaii–Aleutian (in Hawaii) −10 −10
Hawaii–Aleutian (parts of Alaska) −10 −9
Alaska −9 −8
Pacific (parts of Alaska) −8 −8
Pacific (other states/provinces) −8 −7
Mountain (Arizona, Sonora, Yukon, and Northeastern British Columbia only) −7 −7
Mountain (other states/provinces) −7 −6
Saskatchewan −6 −6
Central (other states/provinces) −6 −5
Eastern (parts of Nunavut, Ontario, and the Caribbean) −5 −5
Eastern (other states/provinces) −5 −4
Atlantic (Natashquan River) −4 −4
Atlantic (other states/provinces) −4 −3
Newfoundland −3:30 −2:30
and most of Greenland −3 −2
Time in Canada
Time in Denmark
Time in Mexico
Time in the United States
Retrieved from 'https://en.wikipedia.org/w/index.php?title=Eastern_Time_Zone&oldid=1020918256'
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