text:
ROGERS, JOHN (died 1738), bookseller and printer at Shrewsbury;
Name: John Rogers
Parent: Gabriel Rogers
Parent: Reynold Rogers
Occupation: bookseller and printer
Place: Shrewsbury
Area of activity: Business and Industry; Printing and Publishing
Author: William Llewelyn Davies
son of Reynold Rogers, grocer, London, and possibly a nephew of Gabriel Rogers (died 1705), to whose bookselling business at Shrewsbury John Rogers may have succeeded. He began to print c. 1706, and it is possible that his first book was A Sermon preach'd at the Funeral of … James Owen, Minister of the Gospel in Shrewsbury. April the 11th, 1706. By Matthew Henry, 1706? In 1707 he printed two Welsh books: Egwyddorion y Grefydd Gristianogawl and Godidawgrwydd Rhinwedd, and in 1708 he printed for the Company of Stationers, London, an almanack (for 1709) called Cennad oddiwrth y Ser …, and, in 1714, Dirgelwch …, Morgan Llwyd o Wynedd's best-known work. J. H. Davies (Bibliog. of Welsh Ballads) records only one Welsh ballad as printed by Rogers. Rogers continued to print until 1729, if not later. Nicholas Thomas was apprenticed either to John Rogers or to John Roderick (Siôn Rhydderch). One John Rogers, a bookseller, was buried 9 May 1738. Fuller details are given in the works listed below.
Sir William Llewelyn Davies, (1887 - 1952), Aberystwyth
Ifano Jones, A history of printing and printers in Wales to 1810, and of successive and related printers to 1923 (1925);
Llewelyn C. Lloyd, 'The Book-Trade in Shropshire,' in Transactions of the Shropshire Archaeological and Natural History Society, 1935 and 1936
Wikidata: http://www.wikidata.org/entity/Q20804730
Davies, W. Ll., (1959). ROGERS, JOHN (died 1738), bookseller and printer at Shrewsbury;. Dictionary of Welsh Biography. Retrieved 19 Jul 2019, from https://biography.wales/article/s-ROGE-JOH-1738


Making the Grade: Could HomePod and Siri have a place in the classroom?
If Siri could have access to your school's student information system, tasks like attendance could be done with a simple command. Instead of having to launch a website or an app, you could simply say "Hey Siri, everyone but Sam is here" or "Hey Siri, everyone is here".
When teachers need my assistance, they usually call, email or iMessage. This method works fine for me since I am the only person who manages IT at my school. iMessage certainly doesn't scale up for larger districts. I'd love the ability for Siri to interact with an IT ticketing system. A teacher could say something like "Hey Siri, log IT ticket". Siri could respond with "What's the issue". The teacher could then say their issue. A ticket would then be filed. IT could then address the issue.
Schools often have PA systems where a principal can make school-wide announcements. At my school, we use the announcement system on our desk phones. HomePod could have an "announcement function" where one HomePod could broadcast to all of the other ones on the network. There are a lot of UX concerns with this in its basic form (how do you allow only certain HomePods to do this), but it could certainly be done. Instead of having to wire in a PA system, it would leverage the school's Wi-Fi network in order to broadcast.
If Apple opened up Siri to curriculum companies, HomePod could become a teacher assistant in a sense. It could work alongside the teacher to reinforce what they are already teaching. It could have content ready to go. Perhaps a teacher is working through the JFK presidency, and they could trigger a new broadcast of his assassination report. Instead of having to search YouTube for clips (and watch ads), HomePod could have the clip ready to go.
There is a lot to think through here with how it could work, but I believe HomePod (and Siri) could eventually be something that we consider for classrooms.


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Q: Verification of publisher domain failed. The server returned an unexpected content type header value I'm using MERN STACK. I've been stuck on this forever now, I've been trying to verify my publisher domain on Azure portal but it keeps telling me that it has invalid header content type, I just downloaded the JSON file they provided and pasted it into the public/.well-known folder in my react app, deployed it to server and then opened it in the browser, it's opening but it's showing an html file to me instead of JSON. I'm new to this and have no idea what to do, I didn't find anything close to a solution on the web.
JSON FILE
{
  "associatedApplications": [
    {
      "applicationId": "my application id"
    }
  ]
}

BROWSER RESULT
Now, it's showing me an html file instead of a JSON object
EXACT RESPONSE FROM AZURE

Verification of publisher domain failed. Error getting JSON file from https://example.com/.well-known/microsoft-identity-association. The server returned an unexpected content type header value

A: As the guide mentions

The expected 'Content-Type' header that should be returned is application/json. You may get an error as mentioned below if you use anything else...

I am not sure what web server you are deploying your React app to. But depending on that configure your .well-known/microsoft-identity-association file path to be served with 'Content-Type' header as application/json. Or, since you are into MERN stack, you can also consider to create an Express route with same and control the header in response.

redpajama_set_name: RedPajamaStackExchange


text:
La saison 2009-2010 de la Liga ASOBAL est la  édition de la première division espagnole de handball, au cours de laquelle le BM Ciudad Real défend son titre.

Le BM Ciudad Real remporte son  dans la compétition de la plus belle des manières puisque le club a fait un carton plein avec 30 victoires en , une première dans l'histoire de la compétition. Il devance le FC Barcelone de .

Classement final

|

|}

Meilleurs joueurs
Il a été élu par les entraineurs la Liga ASOBAL :

Meilleurs buteurs

Notes et références

2009-2010
Espagne M1
Sport en Espagne en 2009
Sport en Espagne en 2010

redpajama_set_name: RedPajamaWikipedia


Dr. Phebe Westbrook grew up in historic Natchez, Mississippi, the oldest settlement on the lower Mississippi River. She received her Bachelor of Science degree in Biology from Louisiana State University, where she was a member of the Honors College. Dr. Westbrook attended the University of Mississippi Medical Center in Jackson, MS, and completed her DMD in 2010. Following dental school, Dr. Westbrook completed a residency in Chapel Hill, North Carolina, receiving a certificate in Advanced Education in General Dentistry. While at UNC, she received advanced training in cosmetic and restorative dentistry, Invisalign, periodontal surgery, oral surgery, endodontics, and the restoration of implants. After working in private practice in North Carolina for nearly two years, Dr. Westbrook answered the call of the wild and moved north to Maine where she practiced for three years. Finally acclimated to the winter months, Dr. Westbrook and her husband, Dr. Jonas Westbrook, grew a love for New England with its four seasons, the beautiful woodlands, and coastal regions. They were recently married in Camden, Maine. She and her husband were excited to move to the seacost region of New Hampshire, where they both continue to practice dentistry in the Granite State, their new home.
A member of the American Dental Association and the American Academy of Implant Dentistry, Dr. Westbrook is dedicated to being a lifelong learner in order to provide the best care to her patients. She is committed to providing the highest quality dental care to all of her patients in the most gentle and comforting manner. She is also a firm believer of preventative dentistry and strives to help patients achieve optimal oral health in order to keep those great smiles!
Aside from dentistry, Dr. Westbrook enjoys being active outdoors, running, yoga, skiing, music, cooking, and spending time with family. Living within a short drive of both the mountains and the ocean is super exciting to her. Her true passion is traveling abroad and within the US. She loves experiencing new and different foods and cultures, especially alongside her favorite adventure partner, her husband Jonas.


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Actor Robert Hogan, who starred in "The Wire," "Law & Order," "Peyton Place," dies at 87
Veteran TV and stage actor Robert Hogan, who appeared in shows ranging from All My Children to The Wire in a career spanning six decades, died May 27 at his coastal Maine home, his family announced in The New York Times.
The cause of death was complications from pneumonia, according to USA Today. He was 87.
Hogan appeared in more than 100 primetime shows as well as nearly every daytime drama on the air in his career. His extensive television resume includes Hogan's Heroes, The Donna Reed Show, The Twilight Zone, I Dream of Jeannie, Laverne & Shirley, Gunsmoke, The Manhunter, Operation Petticoat, One Day at a Time, Peyton Place, The Mary Tyler Moore Show, and The Wire (playing retired shipwright Louis Sobotka, Frank Sobotka's elder brother).
Hogan made multiple appearances on Law & Order, guest starred on Law & Order: Special Victims Unit in 2011, and appeared twice on Law & Order: Criminal Intent.
· January 9, 2021 ·1 min read
Nicki Minaj Agrees to Pay Tracy Chapman $450,000 in Settlement Over Unauthorized Sample
Hogan also worked on many daytime soap operas, including The Young Marrieds, General Hospital, Days of Our Lives, Another World, As the World Turns, All My Children and One Life to Live.
He is survived by his wife of 38 years, Mary Hogan, three children from a previous marriage to artist Shannon Hogan and two grandchildren.
Law & OrderPeyton PlaceRobert HoganThe Wire
Jumoke Verissimo releases children's book "Grandma and the Moon's Hidden Secret"
Previous Lockdown: Bloomsbury sees record profits as book sales surge
Next Authors to earn royalties on secondhand books in industry first

redpajama_set_name: RedPajamaCommonCrawl


I Capt.R.Kumarasiri Srilankan national who is engaged in the shipping industry as a sailing master for a long period about 30 Years.
The Education in the maritime field received from the Blackpool and the Fylde nautical college, Lancashire. The HND Nautical Science and the Master II/2 was obtained.
I wish to provide you the forward you the following profile of career experience.
The Type of Vessels sailed on, GC, Container, Bulk handy size to Cape Size, Heavy lift and Ro-Ro vessels.
The operational to management level position through out service continued on Wilhelmsen Lines Ro- Ro vessels from 1991- 2006 till the industry recession reasons to seek the other types of vessels.
There after continued sailing on GC, Container, Bulk Carrier and heavy lift vessels on and off to survive with the financial budget for the education project abroad of my three children.
During the above service period gained the multi types of career experience sailing on different types of vessels.
Likewise handling High and heavy Ro-Ro project cargo, Heavy lift transport equipments, Heavy lift cranes handling, handling of varieties of bulk cargo and using of self discharge grabs etc.
As well the dealing and performing of multinational teamwork ashore and on board to achieve the Owner/ Manager aims and goals.
The Sailing experience inclusive of all the regions in the world, gained the experience of smooth dealing with the local authorities and relevant commercial matters as the owner / manager representative, successfully.
The Nationalities worked with the Scandinavians, British, West and Eastern Europeans, Filipinos, Chinese, Burmese, Thai and Indians.
The Practical experience of sailing across S- N trans Atlantic/ Pacific during winter months and stormy weather during the seasons optimum effects.
Also, Practical Ice Navigation experience gained during the seasonal in the region of North America and Canadian coastal and inland water.
Further the transiting of the Panama, Suez- Keel canals other straits in the world regions and self navigating long river passages in Amazon, Hugley, St.Lawrence gulf etc was an enthusiastic.
Through out the above long service period has handled the career matters relevant smoothly and accidents / incidents free.
Due to the reason of recession of the industry searched and managed the employment with multiple experience to manage the Budget of my sons higher education matters abroad.
The Above statement is true and correct to the best of my knowledge.


text:
Q: Validation Cant Show on Last Option Radio Button with Bootstrap 4 I have a radio button with Bootstrap 4, but when i using validation this error message show on below of first option radio button. How to show it on below of last option radio button?
Screenshot

HTML Code

    <legend class="col-form-label col-md-2 offset-2 pt-0 pr-0">Sudah pernah daftar? *</legend>

        <input class="form-check-input" type="radio" name="is_registered" id="option1" value="Belum" required="">

          Belum

        <input class="form-check-input" type="radio" name="is_registered" id="option2" value="Sudah" required="">

          Sudah

Javascript Code
errorElement: "em",
keyUp: true,
errorPlacement: function ( error, element ) {
  // Add the `help-block` class to the error element
  error.addClass('invalid-feedback');

  if (element.prop('type') === 'checkbox') {
    error.insertAfter(element.parent('label'));

  } else if (element.prop('type') === 'radio') {
    error.insertAfter(element.next('label'));
    $('.invalid-feedback').css("display", "block");

  } else if (element.hasClass('select2') && element.next('.select2-container').length) {
    error.insertAfter(element.next('span'));

  } else {
    error.insertAfter(element);
  }
},


Here is a list of all schools that have our coding club (2018). Fill in the information below and we will connect you to the nearest coding club. You can also get in touch with club members at the school to join.


The number of fragments in a single transaction has been exceeded.
The maximum number of fragments within a single transaction within the network protocol is limited to 32768. If there is a very large transaction that exceeds this number of fragments, the replicator can stop and be unable to continue. The total transaction size is a combination of the fragment size (default is 1,000,000 bytes, or 1MB), and this maximum number (approximately 32GB).
If you change the fragment size in this way, the service on the extractor must be reset so that the transaction can be reprocessed and the binary log is parsed again. You can reset the service by using the trepctl reset command.


Today we joined Steelcase in New York to share our vision for empowering teams and unveiled new details about the Surface Hub 2S product line, introducing the new 85-inch screen size and bringing unprecedented, battery-enabled mobility to the 50-inch collaboration device.
For the first time, Build attendees are invited to bring up to two family members aged 14-21 to participate with them—for free. We'll also bring in local Seattle-area high school students to participate in some of these learning opportunities. The newly created Student Zone at Build is designed to provide an immersive educational experience for the students and attendees, with access to a Surface-equipped lab, on-site experts, a career center, workshops, tech talks and live co-coding opportunities. Naturally, there will be Minecraft—and so much more. Students can talk to cloud engineers, explore data with Azure Cognitive Services, learn about how to code on GitHub and use Visual Studio Code. There will be opportunities to learn more about AI and explore the most important technologies and skills developers of tomorrow will need.
We hear a lot these days about "AI for good" and the efforts of many companies to harness the power of artificial intelligence to solve some of our biggest environmental challenges. It's rare, however, that you find a company willing to bring its environmental bona fides all the way to the C Suite. Well, meet Dr. Lucas Joppa. A former environmental and computer science researcher at MSR who was tapped in 2017 to become the company's first Chief Environmental Scientist, Dr. Joppa is now the Chief Environmental Officer at Microsoft, another first, and is responsible for managing the company's overall environmental sustainability efforts from operations to policy to technology.
Today, Dr. Joppa shares how his love for nature and the joy of discovery actually helped shape his career path, and tells us all about AI for Earth, a multi-year, multi-million dollar initiative to deploy the full scale of Microsoft's products, policies and partnerships across four key areas of agriculture, water, biodiversity and climate, and transform the way society monitors, models, and ultimately manages Earth's natural resources.
Inspiration sometimes arrives in strange ways. Here is the story of how a dirty disposable diaper led to the development of an artificial intelligence (AI) solution to help rid the world's coasts of massive amounts of waste and garbage.
It starts in 2005: Camden Howitt is surfing off Puerto Escondido on Mexico's wild west coast when, suddenly, a floating diaper smacks him in the face. He paddles back to shore in disgust, only to stumble upon a discarded toilet seat lying on the sand.
When Howitt returns home to New Zealand half a world away, his heart sinks when he sees how much trash and other refuse is also washing up on its geographically isolated, and once pristine, 15,000-kilometer (9,300-mile) coastline.
Many people might merely shrug at such a seemingly intractable global problem and see it as just too hard to fix. But not Howitt. His mission became clear: He would dedicate his life to protecting paradise.
Camden Howitt, Co-Founder of Sustainable Coastlines.
Co-Founder Sam Judd came up with the idea of forming a non-profit organization while surfing in the Galápagos Islands in 2008. A year later, the two created Sustainable Coastlines in New Zealand to educate, motivate, and empower individuals and communities to clean up and restore their coastal environments and waterways.
It was the start of an obsession, and one that has just attracted a grant from AI for Earth: Microsoft's US$50 million, five-year commitment to put AI in the hands of those working to protect our planet across four key areas – agriculture, biodiversity, climate change, and water.
Microsoft President, Brad Smith (middle), during his visit to New Zealand with Camden Howitt (right) and Sustainable Coastlines development lead Dr Sandy Britain (left).
"This kind of initiative is exactly what our planet needs – something simple, but effective, that can easily be adopted at grass-roots level to make a difference, empowering every community to keep their environment clean and make the world a better place for future generations," Microsoft President Brad Smith said on visit to New Zealand in March.
At Lyall Bay, near the capital Wellington, Smith braved a blustery day to see the organization's litter-busting technology in action. He helped collect garbage from the beach, then logged and categorized it in the Sustainable Coastlines' uniquely comprehensive database.
Since it started, Sustainable Coastlines and its growing legions of volunteers have removed enough trash from shorelines around New Zealand and the Pacific to fill the equivalent of nearly 45 shipping containers. They have picked up tens of millions of individual items, 77% of which are single-use plastic.
It's an impressive achievement, but the problem of ocean garbage is getting worse and is a global scourge that has no boundaries. Howitt 's vision now is "to combine my deep love for the outdoors with a passion for designing systemic tools for large-scale change." To get there, Sustainable Coastlines has teamed up with Microsoft and its innovative technology partner, Enlighten Designs.
To find out more, I recently visited Sustainable Coastlines' headquarters in the nation's most populous city, Auckland.
New Zealand Prime Minister, Jacinda Ardern (middle), at the opening of The Flagship Education Centre, with Sam Judd (left) and Camden Howitt (right).
Howitt looks more or less how you might expect a passionate, ocean-loving environmentalist to look. His beard is long and rugged, his tan is deep, and his determination is strong. Before long he is proudly showing me around the building, The Flagship Education Center, which was opened by New Zealand Prime Minister Jacinda Ardern in October last year.
His organization is determined to be sustainable in practice as well as in name. The building captures and recycles its own water. Membrane roofing both insulates and breaks down airborne pollutants into non-toxic by-products. All gray and black water is treated and composted on site. Its offices are powered by state-of-the-art solar panels and batteries that contribute excess power to the city's standard electricity grid.
Later, Howitt opens up about the scale of the environmental challenges and myths confronting his homeland of long beaches and hundreds of islands at the western edge of the South Pacific. Over the years, a carefully constructed clean-and-green brand has made foreign tourism a massive money-spinner for New Zealand's economy. And, many Kiwis honestly regard themselves as "tidy" citizens.
He hopes new technologies and solutions can help reverse this disturbing trend.
Enlighten Designs has built a platform that employs intelligent digital storytelling and visualization tools as part of Microsoft's Cognitive Services suite. And, together with Microsoft, it is also developing a national litter database that will not only track the impact of clean-up efforts on waste but also generate accurate, scientifically valid data and insights.
Mike Ayling has trains in his blood; both his grandfathers were train drivers and told stories about the old steam train days when bacon and egg breakfasts could be cooked on a coal shovel.
"If my grandfathers could see what we're doing now, I think they'd be blown away in terms of the phenomenal advancement in technology," he says.
"The improved safety aspects alone align to the real focus that we have on zero harm and making sure our employees get home safely," says Ayling who is the General Manager of Digital Technology and Innovation at Downer which in 2011 commenced a 30-year contract with the NSW Government to manage and maintain the fleet of 78 Waratah trains.
In December 2016 the NSW Government ordered 24 Waratah Series 2 trains under its Sydney Growth Trains Project and in February 2019, announced its decision to order an additional 17 Waratah Series 2 trains and providing more passengers with improved safety and comfort due to enhanced air-conditioning systems, more CCTV cameras and improved accessibility.
As each Waratah train pulls in and out of a Sydney station, more than 300 Internet of Things (IoT) sensors and almost 90 cameras are silently capturing data and recording video.
Every ten minutes 30,000 signals are sent from the train to Downer. Those 30,000 signals represent the train's digital DNA.
Ayling says; "We pretty much check everything on the train, from the bottom up, from the wheels – obviously the wheels are the most important thing in terms of the train, because that's the thing that keeps them on the tracks. We're very conscious of making sure the wheels are always safe, and then the bogies and traction systems, the interiors as well, making sure the CCTV cameras are always working and operational. Then at the top of the train the pantographs are making sure it gets electricity to the train.
"Essentially these are trains with brains. We're getting 30,000 signals from each train every 10 minutes. You extrapolate that out, we now have billions of data points since the inception of the fleet.
"We're using those sensors to tell us about the health of the train – it's almost like having a blood pressure reading," which, Ayling says, provides Downer with the insights it and its engineers need to ensure trains continue to operate safely and reliably.
It's helping to automate inspections, and also the opportunity to optimise operations and introduce predictive maintenance, saving time and money. The platform puts the information directly into the hands of engineers, streamlining process and reducing the risks of miscommunication or delay.
He knew that the right technology platform would be able to turn the raw data into actionable insights. There have been a number of attempts over the years – however it's taken a Microsoft Azure based solution, developed by Downer, to deliver real change.
Jason Pearce, General Manager Technology for Downer Digital Data Services, says that the rollingstock services business of Downer was one of the early adopters of its Azure based data platform, used as a backend for their TrainDNA solution. The platform has been deployed to capture and store all Downer's IoT data, along with other important data feeds, overlaid with data analytics and visualisation tools to make sense of the information and allow Downer engineers to act on it.
Today, we are announcing that we will nearly double our internal carbon fee to $15 per metric ton on all carbon emissions. This internal Microsoft "tax" was established in 2012 to hold our business divisions financially responsible for reducing their carbon emissions. The funds from this higher fee will both maintain Microsoft's carbon neutrality and help us take a tech-first approach that will put sustainability at the core of every part of our business and technology to work for sustainable outcomes. In practice, this means we'll continue to keep our house in order and improve it, while increasingly addressing sustainability challenges around the globe by engaging our strongest assets as a company – our employees and our technologies.
In our data centers, we will continue to focus on R&D for efficiency and renewable energy. In 2016, we announced that we would power our data centers with more renewable energy, setting a 50 percent target by the end of 2018 and topping 60 percent early in the next decade while continuing to improve from there. We hit the first target nearly a year ahead of schedule, and today we are sharing the news that we will reach the 60 percent milestone before the end of this year. We're therefore setting our next milestone on the path to 100 percent renewable energy, aiming to surpass the 70 percent target by 2023. We'll also launch a new data-driven circular cloud initiative using the Internet of Things (IoT), blockchain and artificial intelligence (AI) to monitor performance and streamline our reuse, resale and recycling of data center assets, including servers.
Data is a critical part of our work and a global transition to a low-carbon future. Data can help tell us about the health of our planet, including the conditions of our air, water, land and the well-being of our wildlife. But we need technology's help to capture this vast amount of data and convert it into actionable intelligence. Despite living in the Information Age, when it comes to environmental data we are still too often flying without real insights.
We founded our AI for Earth program in 2017 with this challenge in mind. Since then, we've launched two new APIs that help provide the scale and flexibility to transform how people working on sustainability issues process data and generate valuable insights. More than 230 grantees are now using Azure and AI to create new models and discover new insights. But we have learned there's still more we can do to accelerate this work.
Today, we're committing to hosting the world's leading environmental data science sets on Azure. These large government datasets contain satellite and aerial imagery, among other things, and require petabytes of storage. By making them available in our cloud, we will advance and accelerate the work of grantees and researchers around the world. We will also continue work to bring new APIs and applications to the AI for Earth gallery and mature projects into platform-level services as we've done with land cover mapping.
As the world's needs heighten, we are working more closely than ever with our customers to use digital technology and AI to address sustainability challenges. We are making this an increasing focus across every part of our company, and in the coming months we'll share more details about our plans to develop and deploy products to facilitate our customers' and partners' growth with sustainability in mind.
Already we're helping empower our customers and partners with new technology to help them drive efficiencies, transform their businesses, and create their own solutions to create a more sustainable planet. At Microsoft we call this infusion of technology tech intensity, and we're seeing it propel sustainable growth around the globe. Let me share a few examples.
Companies like Ecolab and Ørsted are improving water conservation and efficiency of renewable energy with Microsoft Azure, IoT and AI. Siemens Gamesa Renewable Energy has deployed a digital solution called Hermes with autonomous drones to inspect turbines and is now building on this with Azure AI to improve operations further to help make renewable energy more affordable and the future more sustainable. Bühler, one of the world's leading grain processing providers, keeps food healthy and safe for 2 billion people every day. Their goal is to reduce 30 percent of waste and 30 percent of energy that goes into food production processing for customers by 2020. Silvia Terra, a small start-up, is focused on using AI to improve our understanding of forests and better manage these economic and environmental assets. Through its work with AI for Earth, they've completed a national inventory of forests, down to the tree level.
These companies' technology breakthroughs offer a blueprint for sustainable economic growth. New research we commissioned with Pricewaterhouse Coopers UK (PwC UK) shows that greater adoption of AI across even a few sectors has the potential to boost global GDP by up to 4.4 percent, while also reducing global greenhouse gas emissions by as much as 4 percent. This is approximately 2.4 gigatons of CO2, equivalent to zeroing out the 2030 annual emissions of Australia, Canada and Japan combined.
Finally, public policy has an important role in creating enabling environments to accelerate the reduction of carbon emissions. That is why we're joining today the Climate Leadership Council (CLC). CLC is an international policy institute founded with business leaders – many of whom are our customers – as well as economists and environmental leaders to promote a national carbon pricing approach. In addition to our internal carbon tax, we supported the recent Washington state ballot measure on pricing carbon and believe it's time for a robust national discussion on carbon pricing to lower emissions in an economically sound way.
Addressing these global environmental challenges is a big task. Meeting this raised ambition will take the work of everyone across Microsoft, as well as partnerships with our customers, policymakers and organizations around the world. This road map is far from complete, but it's a first step in our renewed commitment to sustainability. Time is too short, resources too thin and the impact too large to wait for all the answers to act. There's an incredible opportunity to be realized by acting, supported by data and technology, on climate change. We are starting our journey to embrace that challenge and enhance opportunities for everyone on the planet today.


text:
Welcome to Adoring Jessica Chastain, your online resource dedicated to the talented American actress JESSICA CHASTAIN, a two-time Oscar nominee. Maybe you can know her from the roles that led her to be an Oscar nominee, The Help and Zero Dark Thirty, or from more recent movies like Molly's Game, X-Men: Dark Phoenix, IT Chapter Two, Ava, among other incredible films. Please, visit the About Jessica section if you are new to Jess's world and want to learn more about her career.
Here on the site, you can find her latest updates and tons of photos and videos about her career. I hope everyone enjoys the site, and… come back soon for more updates!
Filed News & Articles Productions
Jessica Chastain to Produce Series Adaptation of Alice Feeney Novel "His & Hers"
Jessica Chastain's Freckle Films, Kristen Campo, and Endeavor Content have acquired the television rights for Alice Feeney's new novel "His & Hers."
The novel tells the story of DCI Jack Harper and BBC newsreader Anna Andrews, whose paths cross for the first time following their divorce when a woman is found murdered in their hometown. Anna is reluctant to cover the case and Jack becomes suspicious of her involvement, until he becomes a suspect in his own murder investigation.
Chastain and Kelly Carmichael will executive produce for Freckle Films, with Campo also serving as executive producer. No network or streaming service is currently attached.
This marks the second time one of Feeney's novels has been optioned for television. Her debut work, "Sometimes I Lie," is currently in development at Fox with producers Ellen DeGeneres and Warner Bros. Television and with Sarah Michelle Gellar attached to star.
"The last three years have been such a wonderful whirlwind and I'm still pinching myself," Feeney said. "I'm so thrilled to be working with Jessica Chastain, Kristen Campo, and the team at Endeavor Content. I love what they have planned for 'His & Hers,' and I can't wait to see Anna Andrews and Jack Harper brought to life on screen."
Freckle Films is currently in post-production on the film "355," a spy thriller based on an original idea by Chastain with the Oscar nominee also starring. The company is also producing Chastain's "The Eyes of Tammy Faye," based on the documentary of the same name. Other projects include "The Division" at Netflix and a series in development at ITV and Sony Television.
Campo's recent producing credits include "The L Word: Generation Q" at Showtime and the Apple dramas "See" and "Truth Be Told."
The book rights were repped by ICM Partners, as well as Luke Speed of Curtis Brown on behalf of Jonny Geller of Curtis Brown. Freckle Films is repped by CAA. Campo is repped by WME.
Source: Variety.com
Posted on June 16, 2020 November 29, 2020 Written by admin Comments Off on Jessica Chastain to Produce Series Adaptation of Alice Feeney Novel "His & Hers"
Thriller "The 355" Moves Back a Year
Jessica Chastain & Anne Hathaway to star in Thriller "Mothers' Instinct" about rival 1960's Housewives
EW's New York Comic Con 2020 panels to feature women of The 355
Mason "Mace" Brown
When a top-secret weapon falls into mercenary hands, a wild card CIA agent joins forces with three international agents on a lethal mission to retrieve it, while staying a step ahead of a mysterious woman who's tracking their every move.
The Forgiven takes place over a weekend in the High Atlas Mountains of Morocco, and explores the reverberations of a random accident on the lives of both the locals and western visitors to a house party in a grand villa.
2021 The Eyes of Tammy Faye Post-Production
2021 Scenes from a Marriage Pre-Production
NDA The Division Pre-Production
NDA George and Tammy Pre-Production
NDA Losing Clementine Pre-Production
NDA The Good Nurse Pre-Production
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Japan Display to start producing OLED panels by March 2013
Japan Display (the new small/medium display maker that merged Sony, Hitachi and Toshiba's businesses) announced that it plans to start mass producing OLED displays for smartphones. First panel samples are expected by March 2013. In order to have an edge over Samsung, JD aims to achieve over 300 ppi and develop panels that are more efficient than Samsung's OLEDs. Analysts suggest that JD will try to secure Apple as a customer for their OLED panels.
Back in November there were reports that JD plans to accelerate OLED mass production with a $1.3 billion investment in OLED R&D (which probably includes pilot production plants), and later on invest a further $1.4 billion towards mass production. It was suggested that JD may convert their Mobara LCD plant (bought from Panasonic) to LTPS and later to AMOLED production.
Back in September, when Japan Display was just formed, representatives from Sony, Hitachi and Toshiba said that they certainly consider OLEDs to be the 'core technology' of the next generation small size and medium size displays, and will invest in OLED R&D. It's good to hear that now they are accelerating those plans.
Japan Display
Samsung OLED
Sony OLED
OLED Smartphones
OLED production
Posted: Apr 03,2012 by Ron Mertens


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A council failed to adequately assess the needs of a family whose eldest son has severe autism, leaving them without support for almost two years, the local government ombudsman has concluded.
In a report published this week, the ombudsman's investigation found that Surrey council ignored repeated requests for assistance made by the boy's parents and health professionals. When the council did eventually intervene, the watchdog said, it was "too little, too late", leading to the boy being taken into care, which was again inadequate for his needs.
The parents initially asked for help in October 2009 because of the impact of the boy's violent behaviour on their other children. The mother described herself as "at breaking point", the ombudsman report noted. Having been told by the council that the boy, then six, was ineligible for services, the parents renewed their requests less than three weeks later after his behaviour deteriorated.
Despite being supported in their application by the boy's consultant paediatrician, who described the boy's "sudden, uncontrolled aggression towards his mother and female carers, the local authority reiterated that he did not meet its criteria for support.
The ombudsman uncovered "other records" demonstrating the family's needs. "The June 2010 review of [the boy's] Statement of Special Educational Needs noted that he had stopped using the toilet altogether; he would bite, kick and scratch; and he attempted to run away from school when he was angry," its report noted. The corresponding review a year later described the family's "desperate need for respite", leading the boy's headteacher to write to the council.
In July 2011 Surrey council carried out an initial assessment and agreed to provide direct payments to enable the parents to buy support – though this was delayed until after the school holidays, meaning a local charity had to step in.
Following a further request for help by the parents, relating to the boy's refusal to use the toilet, the authority declined telling them that "the NHS was responsible for the supply of nappies". However, it subsequently arranged for domiciliary support during weekday mornings.
On 16 January 2012, the parents asked the council to take the boy into care because they "could no longer cope", requesting that he was not brought home from school that day. "[The parents] described the trauma they experienced putting [the boy] into care in such an unplanned way," the ombudsman's report noted.
The boy remained in a specialist children's home for young people with autism for nearly 18 months from January 2012. During the first six months of that time, his parents said that they were notified of more than 60 incidents "including injuries, escapes, prolonged 'rages', and members of the public contacting the Police with concerns about the boy's care", leading them to conclude that the home could not meet their son's needs.
The ombudsman report said that an internal investigation, instigated after the parents complained to the council in March 2013, "concluded there was little evidence to show the council reviewed and monitored risk in response to the incidents reported by the home". The report added that "the incidents, and the lack of response, call into question the suitability of the home" for the boy.
The parents maintained that they had, from before the time boy was initially taken into care, requested a year-round residential school placement for their son. In June 2012, this preference was backed by a social worker who calculated that their preferred placement would cost less than 1% more than the boy's children's home accommodation, his special school place and school transport.
"However, it was not until [the parents] threatened to take legal action against the council in March 2013 that it made the necessary arrangements and quickly agreed to fund a 52-week residential school placement," the ombudsman investigation found. The report added that both the parents and the council's own observations were that the boy's behaviour had improved since starting the placement. "The delay in providing this level of support is an injustice" to the boy, it said.
In a series of conclusions, the ombudsman also noted the impact of the ongoing situation on the boy's siblings and the distress to the parents. This was compounded by the circumstances around their son going into care, and the time, trouble and money they had spent pursuing their complaint.
As well as apologising to the family, the ombudsman recommended that Surrey council refund the parents' legal costs and pay a total of £13,000 in the light of the "significant distress" they had suffered.
A Surrey council spokesperson said that the authority accepted the criticisms in this report and apologised to the family for the impact its failures must have caused.
Sadly this type of scenario is all too common. Parents beg LAs for help with autistic children and they are told that they are not eligible. Whereas LAs are more than happy to spend money raising unwarranted child protection investigations against autism families, in contrast.
As far as I see it, the cost involved with the specialist & skilled care required for autistic children who challenge, leave the professionals involved at a loss to procure adequate resources. I think it will take something dreadful to happen to 'despairing & burnt out parents' to action a response to need.
BTW. I am at a loss to know why parents are told they are not eligible for services?


On the 10th of October we proudly unveiled our new design chair, the Tooon Chair. Designed and engineered by Axel Enthoven, Maxime Szyf and Toon De Somer. Thank you to our brand ambassadors and everyone who showed. It was a great party.


I don't know about anyone else, but personally I think I've lost interest in BLEACH over the pass 6 months or so. Perhaps it's seen its time, or perhaps the damn fillers that keep popping up annoy me. What happened to the good old days when BLEACH was the best show to grace my weekly anime marathon. Now a days I've about 10 episodes behind, and every time I watch it, it'll make some progression, but then fall into random fillers, which just make the show crap.
I haven't read the manga in a while, so I hope there's progression in there. The part where I stopped involved a massive load of fighting, and the Ichigo crew was still trying to save Inoue in Hueco Mundo. I've got about 15 or so chapters before I'm caught up.
Regardless, I hope BLEACH anime will pick up soon and won't feel like a drag.


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Allyson Townsend, better known to her fans as Ally ASL, made headlines earlier this month when YouTube shut down her account after Universal Music Group and Warner Music Group complained that her videos, which featured Ally translating pop songs by Kesha, Owl City and others into American Sign Language, were violating those songs' copyrights.
Happily, Townsend's account was reinstated this week after intervention from the Electronic Frontier Foundation convinced YouTube and the petitioners to reconsider their positions.
EFF was founded in 1990 as a group of lawyers, analysts and technologists dedicated to keeping the Internet a free market place. Townsend contacted the group for help shortly after her account - spanning 90 videos, thousands of fans and hundreds of thousands of comments - was deleted due to music licensers' continuing complaints.
Townsend was also barred from having any further accounts.
Although EFF didn't bring its formidable legal team to bear in an official capacity, the group's Cindy Cohn told Rocks Off that they agreed to informally contact YouTube due to the altruistic nature of Townsend's work; i.e. bringing music to the deaf and hard of hearing.
Also, Townsend's videos constituted an obvious case of fair use, Cohn added.
Surprisingly, YouTube agreed. Even more surprisingly, so did Warner and Universal.
"The problem is that the various music groups hire zombies and trained monkeys who scour the Internet searching for any use of their licensed material regardless of the context or purpose," Cohn said by phone on Monday.
"Often, this leads to flagged entries and complaints on sites like YouTube that really should have been approached with greater discretion."
Cohn was quite clear in one regard: YouTube is not the bad guy, and neither are the music groups who complained. The problem lies with the fact that any complaint by a copyright holder or the copyright holder's representative is taken very seriously by YouTube, which often removes the content just to be on the safe side.
And while music groups have a vested interest in shutting down use of copyrighted material that could some way infringe upon their ability to market or sell their product, they are not briefing their hired Web-searchers enough on what constitutes proper discretion. In such cases, the EFF has been able to amicably bring all sides to the table for a mutually beneficial agreement.
"Unfortunately, that rarely gets any press," Cohn said." I know it hurts the people of YouTube I deal with that they never get recognized for using common sense in a situation like this."


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The dealership has carried the blue flag for the lion-brand in county Limerick since 1969.
Des Cannon, Managing Director at Gowan Distributors, Peugeot Importer in Ireland said: "The Peugeot brand is steeped in a rich history, made richer still, thanks to our strong bonds with our Dealer partners, who weave their own stories into ours.
In 2003, a state-of-the-art Peugeot showroom was unveiled, sporting an eight bay workshop, fully stocked parts department and displaying the full range of Peugeot passenger cars and light commercial vehicles.
Adams of Glin is currently run by Dealer Principal Shane Adams, with the help of a very professional cohort of management and staff, many of whom have been with the enterprise for decades: Henry Moran, Service Manager, joined the Adams team over 40 years ago; Eamon Leahy, Parts Manager started his career with the family over 38 years ago; Eddie Kirby, head mechanic, joined more than 40 years ago; John Murphy has been in sales in Adams of Glin for 40 years.
The average service years across the 27-strong staff at Adams of Glin is over 20 years, such is the loyalty of the team at the dealership.


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2012 Chrysler Ratings, Reviews and Awards
The 2012 Chrysler 200 is a five-seater sedan with a 2.4-liter 4-cylinder engine and a 4-speed automatic transmission with front wheel drive. There is also a 200 S Convertible variant with a 3.6-liter V6 engine. The 2012 Chrysler Town and Country is a seven-passenger van with a 3.6-liter V6 engine. It has a front wheel drive system, and a multi-speed automatic transmission system. The van has an estimated 283-hp at 6400rpm and 260 pounds per foot of torque. The 2012 Chrysler 300 is a four door, five-seater sedan. The base model has a 3.6-liter 6-cylinder engine with a rear wheel drivetrain and 5-speed automatic transmission. The 2012 Chrysler 300C has an 8-speed automatic transmission and a 5.7-liter 8-cylinder engine. It has an estimated 15 miles per gallon in city environments and 23mpg on the highway according to EPA standards, with 363 horsepower at 5200rpm.
See 2012 Chrysler awards
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Blazers F LaMarcus Aldridge (Ankle) Downgraded To "Doubtful" For Friday
Portland Trail Blazers All-Star forward LaMarcus Aldridge did not practice on Thursday and is "doubtful" for a Friday night game against the Utah Jazz.
By Ben Golliver Mar 28, 2013, 3:36pm PDT
Share All sharing options for: Blazers F LaMarcus Aldridge (Ankle) Downgraded To "Doubtful" For Friday
Portland Trail Blazers All-Star forward LaMarcus Aldridge did not practice on Thursday after suffering a right ankle sprain during a 111-93 loss to the Brooklyn Nets on Wednesday night. He was listed as "questionable" on Thursday for a Friday night game against the Utah Jazz. After Friday's shootaround, he was downgraded to "doubtful".
Blazers forward/center J.J. Hickson also did not practice due to illness. He is expected to play.
Thursday's updates...
Chris Haynes of CSNNW.com reports...
LaMarcus Aldridge (right ankle sprain) did not practice today. He was at the practice facility receiving treatment. Stotts says the pain is worse today than it was last night. He is questionable versus Utah on Friday night.
Mike Tokito of The Oregonian reports...
All-Star forward LaMarcus Aldridge did not practice, opting instead to go through treatment on his sprained right ankle. Meanwhile, Aldridge's frontcourt partner, center JJ Hickson, did not leave his house this morning as he battled an illness. Both players are listed as questionable for Friday's critical game against the Utah Jazz at the Rose Garden.
Candace Buckner of The Columbian reports on Twitter...
LaMarcus Aldridge did not practice and left early after receiving treatment. Per Stotts, his ankle is worse than last nite.
Friday's updates...
Candace Bucker of The Columbian reports on Twitter...
LaMarcus Aldridge is doubtful for tonight against the Jazz. If he doesn't go, Meyers Leonard would start in his place
Joe Freeman of The Oregonian reports on Twitter...
Blazers F LaMarcus Aldridge is doubtful tonight vs the Jazz with a sprained right ankle. If he doesn't play, Meyers Leonard would start.
Dwight Jaynes of CSNNW.com reports on Twitter...
Hickson is a go tonight
Aldridge played through the ankle injury Wednesday night before being shut down in the fourth quarter. He finished with a team-high 24 points (on 11-for-14 shooting), four rebounds and three assists in 32 minutes.
Aldridge also missed practice earlier this week because of illness.
Update (Friday Pre-Game): Aldridge is out.
-- Ben Golliver | benjamin.golliver@gmail.com | Twitter
4 Reasons to Keep Josh Hart in the Starting Lineup An oft-suggested roster adjustment might not pay big dividends.


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A Hungarocamion (később Hungarocamion Rt.) belföldi és nemzetközi közúti szállítmányozással foglalkozó hazai vállalat volt 1966 és 2002 között.

Története

A céget a Közlekedési és Postaügyi Minisztérium Autóközlekedési Vezérigazgatósága 1966. január 1-én alapította és ennek megfelelően sokáig az állam tulajdonában állt. A céggel a kormány egy olyan fuvarozói vállalatot kívánt létrehozni, amely mind a szocialista kelet-európai, mind a kapitalista nyugat-európai gazdasági térséget hatékonyan ki tudta szolgálni. A működést 375 saját és bérelt járművel kezdték meg. Első évben a saját gépkocsival lebonyolított fuvarok 60 százaléka kikötői forgalom, 25 százaléka pedig zöldség-gyümölcs forgalom volt. A cég hamar megjelent Belgium, Hollandia, Svédország és Görögország útjain is. 1967-ben Törökország felé is elindult a fuvarozás, ezzel kezdődött a közel-keleti viszonylatok kiszolgálása is.

Az 1968-ban történt új gazdasági mechanizmus hatására megnőtt a Közel-Keletre irányuló forgalom, folyamatosan bővült a telephely, felépült egy tranzitraktár és a gyűjtőbázis alapjai is kiépültek. A Hungarocamion ekkor Magyarország legnyereségesebb vállalatai közé tartozott és nemzetgazdasági szinten is mérhető eredményeket ért el.

A cég 1970-ig monopolhelyzetben volt, mert csak az év után engedélyezték más hazai, nemzetközi fuvarozócégek alapítását. 1971-re már 534, túlnyomórészt hűtőkocsiból álló modern tehergépkocsi és járműszerelvény képezte a cég járműállományát. Ebben az évben adták át a vállalat új, Cinkotai úti telephelyét a korábbi, Ceglédi útin felül. Itt a járművek magas színtű szervízelése is lehetővé vált. Ugyancsak 1971-ban adták át a cég első vidéki, mosonmagyaróvári kirendeltségét.

1973-ra különböző szervezeti változások is szükségessé váltak, négy szakigazgatóság – forgalmi, műszaki, kereskedelmi és gazdasági – alakult a vállalaton belül, és még ebben az évben felépült a Népstadion úti irodaház is. A gépkocsiállomány időközben ezer szerelvényre bővült, amelyekkel összesen 14 700 járatot bonyolítottak, 51 millió fuvarkilométert teljesítve, és mintegy 12 millió dollár forgalmat bonyolítva. A cég dolgozóinak száma 1974-ben elérte a 3500 főt. A cég 1975-ben egy vegyesvállalatot is létrehozott Iránban Iran–Majarestan Transport Co. néven az oda irányuló fuvarok miatt, de ez a vállalat különböző nehézségek miatt csak 1979-ig működött.

A következő években az egyre éleződő fuvarpiaci verseny és a fokozott bel- és külpolitikai fejleményei miatt korlátozottabb lett ugyan a magyar cég nemzetközi fuvarozási lehetősége, de így is 4 %-os növelésével 88 millió fuvarkilométer teljesítményt ért el. A nyolcvanas évek közel-keleti konfliktusai az ez irányú fuvarozásokat is visszavetették, ráadásul egy 19 szerelvényt szállító komphajó is elsüllyedt. A cég a talponmaradásért további vidéki kirendeltségeket hozott létre, és kialakult egy új üzletág is, a gépjárművek tengelyen történő szállítása. Mindezek eredményeként a cég 1984-ben több mint 1 millió tonna export és import árút fuvarozott.

1985-ben adták át a vállalat új, Nagykőrösi úti telephelyét. Az új forgalmi és műszaki telep az akkor legmagasabb szintű elvárásoknak is megfelelt, hiszen számos, nagy nyugat-európai járműgyártó cég is márkaszervízzé nyilvánította. Ugyanebben az évben egy Világbank révén kapott 41 millió dolláros hitel újabb lendületet adott a cégnek. Ennek segítségével a már 1910 járművel rendelkező vállalat újabb vállalkozásba kezdett, több önelszámoló egység jött létre. Ekkor váltott a cég is arculatot, melynek köszönhetően a járműveken is új logó szerepelt.

A rendszerváltás után a cég sokáig továbbra is állami tulajdonban maradt, a tulajdonosi jogokat részben a közlekedési miniszter, részben az akkori Állami Vagyonügynökség, majd utódszervezete, az Állami Vagyonkezelő Rt. (utóbb ÁPV Rt.) gyakorolták. A kilencvenes évek elején a fuvarozási-szállítmányozási piac is átalakult, a magyar export-import forgalom visszaesett, miközben az erős külföldi konkurencia mellett megjelentek a magánfuvarozó vállalkozók is. Az állami mamutvállalat nagyon lassan reagált a változó körülményekre, ami miatt jelentős adósságokat halmozott fel, ez 1996-ra meghaladta a jegyzet tőkéjét is, likviditási helyzete reménytelenül rossz volt. Ekkor került ki az állami tulajdon alól és kezdődött meg a privatizációja. A társaság privatizációjában a főbb kritériumok a cég egyben történő értékesítése és a részvényértékesítéssel egy időben megvalósítandó alaptőke-emelés volt. Ennek megfelelően döntött az ÁPV Rt. új igazgatósága 1996 végén a privatizációs pályázat kiírásáról. A Hungarocamion Rt. részvényire 1997-ben háromszor írt ki az ÁPV Rt. pályázatot.

Többszöri sikertelen pályáztatás után végül 1998-ban a HC-Invest Kft. lett a cég tulajdonosa. Az új vállalatvezetés – megerősítve a Hungarocamion pénzügyi helyzetét – építve az értékes márkanévre, a szakmai tapasztalatra, egy EU konform vállaltot hozott létre. Ez az állapot 2002. november 13-ig állt fenn, ekkor ugyanis a már Wáberer György és társai által privatizált Volán Tefu Rt. megállapodást írt alá a HC-Invest Kft. tulajdonosaival arra vonatkozóan, hogy megvásárolja a kft. üzletrészének 100%-át, aminek értelmében közvetve a Hungarocamion Rt. mintegy 92%-os részvénycsomagjának tulajdonosává vált. Ennek következtében hosszú évek után 2003-ban lett ismét nyereséges a cég. A tranzakcióval létrejött Magyarország és Közép-Európa egyik legnagyobb szállítmányozási és logisztikai szolgáltatója, mely ettől az évtől már Waberer's International Nyrt. néven működik tovább, ami a Hungarocamion Nagykőrösi úti egykori telephelyén székel. A Cinkotai úti telephely időközben a Volvo Hungária Kft. érdekeltségébe került. A Hungarocamion 2006-ban szűnt meg véglegesen, mint cégnév.

Arculat, járművek
A Hungarocamion jellegzetes arculattal rendelkezett, a járműveken a nemzeti színek jelentek meg: a vezetőfülkék szinte mind sötétzöld színre voltak festve, az alvázuk vörös volt, a zöld fülkén pedig kis mértékben fehér fényezés is helyet kapott. A ponyvás járművek sárga ponyvát kaptak, míg a dobozos, hűtő vagy tartályos járművek fehér vagy sima fémszínűek voltak, ezeken helyezkedtek el a piros Hungarocamion feliratok. A járműállomány előbb Csepel, majd Rába típusú tehergépkocsikból állt, a Rábák főleg az "Ede" becenevű MAN F7 és F8, valamint a DAF F241 sorozat alapján készült kocsikat foglalták magukba, de Mercedes, Scania, Volvo, később pedig Renault tehergépkocsik is kerültek a céghez. A vállalat különleges fuvarokhoz készült járművein már nem volt ilyen flottafényezés, a Faun, Tatra, Kaelble, illetve Mack nehézvontatók általában sárga vagy narancssárga színűek voltak. A rendszerváltás után korszerű nyugat-európai típusok vették át a kiöregedő magyar tehergépkocsik helyét.

Vezérigazgatók
dr. Mezei Gábor (1966–1986)
Torma Imre (1986–1995)
Kapcsos Károly (1995, megbízott)
Szakál Győzőné (1995–1998)
Dénes István (1998–2002)

Jegyzetek

Források
A Hungarocamion Rt. története

További információk
10 éves a Hungarocamion (1976) video, YouTube, 2016. nov. 5.
Kirchner János Miklós: Hungaro – kamionos kalandok – átélni és túlélni, magánkiadás, 2018.

Logisztikai cégek
Magyarországi cégek