text:
La contea di Adams (in inglese Adams County) è una contea dello Stato dell'Ohio, negli Stati Uniti. La popolazione al censimento del 2000 era di 27 330 abitanti. Il capoluogo di contea è West Union.

Geografia fisica

Geografia antropica

Suddivisioni amministrative

Villaggi

Manchester
Peebles
Rome
Seaman
West Union
Winchester

Township

Bratton
Brush Creek
Franklin
Green
Jefferson
Liberty
Manchester
Meigs
Monroe
Oliver
Scott
Sprigg
Tiffin
Wayne
Winchester

Census-designated places
Bentonville
Cherry Fork

Comunità non incorporate

Bacon Flat
 Beasley Fork
Beaver Pond
 Blue Creek
 Bradysville
Catbird
 Cedar Mills
Clayton
 Dunkinsville
 Eckmansville
Emerald
 Fairview
Fawcett
Grooms
 Harshaville
 Jacksonville
 Jaybird
Jessup
Jones Corner
Lawshe
 Locust Grove
 Louden
 Louisville
Lynx
 Marble Furnace
 May Hill
 Mineral Springs
Panhandle
Pine Gap
 Rockville
 Sandy Springs
Scrub Ridge
Smoky Corners
Squirreltown
 Selig
 Steam Furnace
Sunshine
 Tranquility
 Tulip
 Unity
 Wamsley
Wheat Ridge
Whippoorwill
 Wrightsville
 Youngsville

Altri progetti

Collegamenti esterni

Adams
John Adams

redpajama_set_name: RedPajamaWikipedia


A new name has been chosen by the governing body of women's squash to reflect the dynamic changes in the game.
Determined to build on the achievements of its parent organisation, the Women's International Squash Players' Association (WISPA), the Women's Squash Association (WSA) will be born on January 1st 2012, Olympic year.
With the women's tour already composed of 70 tournaments across five continents and boasting a growing membership approaching 400, the governing body is ready for its journey into a rapidly changing new era.
The change from WISPA to WSA, which will also incorporate a new logo and website design, was decided by unanimous vote at WISPA's Annual General Meeting during last week's highly successful World Open in Rotterdam.
The newly-inaugurated WSA will begin 2012 with tournaments in the USA.
Its leading player, Malaysia's Nicol David, is an Asian superstar, and the recent World Open produced an Indian quarter-finalist and a Mexican semi-finalist for the first time, reflecting its global presence.
Central to WSA's ambitions will be further co-operation with the men's tour, the Professional Squash Association (PSA) and the game's governing body, the World Squash Federation (WSF), further enhancing squash's bid for inclusion in the Olympic Programme for 2020.
Tournaments until the end of December will still be branded as WISPA, after which a new website for the WSA will be launched early in the New Year and will become the hub for the latest news and events in women's squash.
Sam joined WISPA at a time of major transition last year and worked incredibly hard to streamline WISPA's operation and settle the association into the new offices at Queens. Having worked in major city firm Rothschild for 17 years she was able to bring skills from the world of banking that assisted WISPA's move into the modern era.
Sam's office experience made a big impact at WISPA, however, it was her passion for the game that was such an added asset. As an England over 35 International she knows what it's like to play at a high level and could relate to the girls on the tour. This gave her a great working relationship with all the players and gave them the confidence that as well as looking at things from an administrator point of view she would also understand a player's!
Having got WISPA in to a position where it is well equipped to deal with the demands of being a modern association she has decided to move on and invest some time in other ventures. As well as being an active player on the International Vets circuit, she is building up a busy coaching schedule in Buckinghamshire helping to develop junior players and encouraging new players.
As Chairman on behalf of the Board and all at WISPA we would like to thank Sam for all her hard work and we wish her all the best in the future, no doubt she will be successful in whatever she decides to take on.
"On behalf of the players I would like to thank Sam for all her hard work over the past 18 months. I wish her the best of luck with all her future endeavours."
After 15 years as the World Media Director for WISPA, Howard Harding will be stepping down as they move PR and media services 'in-house'. Howard will continue to provide the regular 'World Squash News' service on behalf of WSF and PSA.
Howard has provided a high level of service and media expertise since 1996 and has done a great deal to raise the profile of women's squash in the press and the world wide media.
WISPA is pleased to announce that the 2011 CIMB Malaysian Open will this year become part of the WISPA World Series and boast the biggest prize fund in the event's history.
The move sees the prize fund move up to $60,000 and the event becomes the seventh tournament to join the prestigious group of tournaments on the rebranded WISPA World Series, the top tier of Women's Squash.
The Malaysian National Squash Centre in Kuala Lumpur will once again play host, from 18th-23rd July. The Quarter Finals onwards will be played on the all glass court at the Curve Shopping Mall.
"We are delighted that the CIMB Malaysian Open has upgraded to join the WISPA World Series," said WISPA Tour Director Tim Garner.
After claiming her sixth successive title at the event last year, world number one Nicol David will be aiming for her seventh title at the upgraded event.
The board of the Women's International Squash Players' Association has appointed its Chairman Ingrid Lofdahl-Bentzer to the position of Acting CEO with immediate effect.
The decision follows the recent resignation of WISPA's President Natalie Grainger, the former world number one from the USA who also represented the Association in the capacity of Principal.
Lofdahl-Bentzer, a former Swedish tennis number one, joined the WISPA Board in 2005. Head of Women's Professional Tennis at the ITF from 1995-99, the ex-world No14 went on to become the International Sponsoring Director for Sanex Tennis, sponsors of the WTA Tour, before becoming an advisor to the Monte Carlo Tennis Masters.
"We are so excited at WISPA to have someone with Ingrid's credentials and experience taking over as Acting CEO," said President Jaclyn Hawkes. "We are at an important juncture with the launch of the new World Series and the Board is confident that Ingrid is the person to help take WISPA to the next level.
"Ingrid has been acting above and beyond her role as Chairman of the Board of WISPA so the Board felt it was a natural appointment to Acting CEO," added the world No16 from New Zealand.
Ingrid Lofdahl-Bentzer told the board: "Thank you for trusting me and appointing me! With your help, I'll do my level best to protect, improve and advance squash in general and women's squash in particular!
"And, I'll do it with great pleasure and pride!"
Natalie Grainger, the recently married former world number one who retired from the WISPA World Tour in December, is standing down as President of WISPA (Women's International Squash Players' Association) with immediate effect.
"WISPA has been part of my life for so long, fifteen years as a touring player, thirteen as a board member and eight years as WISPA President," said the US-based 33-year-old in her resignation letter to the Association's members.
"But I have a fantastic opportunity awaiting me. I have begun work on a project for Chelsea Piers New York. Chelsea Piers is opening a huge facility in Stamford, CT, which will include two ice rinks, an Olympic pool, gymnastics arena, batting cages, basketball courts, a full-sized soccer field, trampoline area and climbing wall, seven tennis courts and - the most exciting part - eleven squash courts and a hardball doubles court.
"Chelsea Piers has also agreed to purchase an all-glass court, which we can erect for major championships - so perhaps many of you will be passing through my doors in the near future," added Grainger, who won 23 WISPA World Tour titles throughout her illustrious career - and clinched her fifth successive US national title this weekend!
In paying tribute to the outstanding contribution Grainger has made to WISPA, Chairman Ingrid Lofdahl-Bentzer said: "WISPA has been incredibly lucky to have profited from Natalie's enthusiasm, energy and love for the game of squash during such a long time.
"Her willingness and enthusiasm to work relentlessly to help WISPA reach a level of professionalism and recognition has been pivotal and she is leaving a great legacy.
"She will be sorely missed, both on and off court, by her fans, of which I am one of the many. The Board wishes her all the best of luck in whatever she chooses to lend her numerous talents to."
Vice-President Jaclyn Hawkes will be acting President during the interim period.
"It has been and is a privilege to be a Board member as well as the WISPA Vice-President during Natalie's tenure," said the world No15 from New Zealand. "She has worked unbelievably hard for our organisation and hers will be very tough shoes to fill.
"It is an honour to be the acting President, a position which I will embrace."
The Women's International Squash Players' Association (WISPA) is announcing exciting plans to re-brand its top tier championships as WISPA World Series events, leading to an annual WISPA World Series Finals.
The first new WISPA World Series event will be this week's Cedrus Investments Cayman Islands Open. The $68,500 championship, in its third year in the Cayman Islands, has attracted a star-studded field featuring eight of the world's top ten women, led by world No1 Nicol David, who will be out to defend her title.
The decision is part of a growing plan by WISPA to work more closely with the men's international players' body, the Professional Squash Association (PSA), in order to maximise the resources and exposure available to both bodies.
"The new initiative will have a number of benefits," said WISPA Tour Director Tim Garner. "Not only will there be increased profile and prestige of those specific events, but it will also ensure seamless branding at tournaments that host both men's & women's World Series events.
"Furthermore, there will be the opportunity for the top players to earn the levels of money that their efforts warrant - and the combined resources of WISPA and PSA will bring improved television and other media coverage that can only benefit the sport as a whole," Garner continued.
PSA Chief Executive Alex Gough added: "This is an exciting time for squash. We have been in discussions with WISPA for a while now on the alignment of the top tier of the game and this is a big step towards this. PSA has been working hard on its media output and we look forward to helping promote the women's game with the same TV production team.
"We are also looking forward to showing the WISPA World Series events through the online channel Squash TV starting next week from the Cedrus Investments Cayman Islands Open."
"We are also in discussions with a couple of other potential events which have expressed an interest in joining this elite group," added Garner. "We will be looking to grow the WISPA World Series to eight events, plus the World Open, in the near future."
Co-opted Board Members: Jenny Denyer (nee Tranfield) and Peter Goodman.
WISPA is extremely delighted to be able to count on the services of such a talented group of individuals, many of whom have had significant involvement in the world of squash, in addition to being experts in their field.
"We have been very fortunate to have had such strong interest shown during our search for a talented team," said Natalie Grainger, the Association's President. "I feel more confident than ever that we are now in a position to build on WISPA's past success and lead Women's Squash to new heights."
In order to ensure a smooth transition to the new structure, the team will report into WISPA Chairman Ingrid Lofdahl-Bentzer to ensure continuity.
In addition to the new team, WISPA will also be moving offices to a prestigious new address in London at the famous Queen's Club.
"This represents a significant milestone in WISPA's history," added Lofdahl-Bentzer. "We are excited about the new team and the new beginning at Queen's Club and we look forward to welcoming all the WISPA family and friends to our new home in London."


Daren Kay, Executive Creative Director of TMW talks about his main take-outs from the IPA event, Pitching Legends: An evening with Robin Wight and Claire Beale.
 Aside from the obvious affection held for him by colleagues young – and not so – in the audience, Robin talked unapologetically and candidly on the night's subject; Pitching Legends. On the issue of pitch-winning tag-lines for example, Robin talked articulately about respecting brand archaeology and heritage. Or to put it another way, 'If it ain't broke, don't fix it!' Not even in a pitch. Something that led him to recommend BMW use the same line in the UK (The Ultimate Driving Machine) that the company already used in the US. He also praised Adam & Eve for keeping the WCRS line for Phones4U in their latest campaign. Also, he was positively thrilled with the re-vamped WCRS Churchill ad in which the dog is driven around town by Martin Clunes to the tune of Bonnie Tyler's 'I need a hero'. At the end, it is Martin not Churchill who has the famous 'Oh yes' line. Refreshing, funny, but heritage in tact.
To read the rest of Daren's blog post, click here.


1. On 8 December 2005, the United Nations (UN) General Assembly declared that April 4 of each year would be officially proclaimed and observed as International Day for Mine Awareness and Assistance in Mine Action.
8 डिसेंबर 2005 रोजी युनायटेड नेशन्स (यूएन) महासभाने जाहीर केले की प्रत्येक वर्षी 4 एप्रिलला आंतरराष्ट्रीय माइन अवेर्नेस इन माइन ऍक्शन दिवस म्हणून पाहिले जाईल.
2. South Korea launched the world's first nationwide 5G mobile networks.
दक्षिण कोरियाने जगातील पहिले देशभरात 5 जी मोबाईल नेटवर्क लॉन्च केले आहे.
3. The International Centre for Automotive Technology (ICAT) will organise a NuGen Mobility Summit, 2019, at Manesar, NCR, from 27th to 29th November 2019.
इंटरनॅशनल सेंटर फॉर ऑटोमोटिव्ह टेक्नॉलॉजी (आयसीएटी) 27 ते 29 नोव्हेंबर 2019 पर्यंत मानेसर, एनसीआर येथे न्यूजन मोबिलिटी समिट 2019 आयोजित करेल.
4. Chicago has created history by electing an African-American woman Lori Lightfoot as its mayor for the first time.
शिकागोने आफ्रिकन-अमेरिकन महिला लोरी लाइटफूटला पहिल्यांदाच मेयर म्हणून निवडून इतिहास तयार केला आहे.
5. Asian Development Bank, ADB, says India's growth is set to pick up. ADB said India is expected to grow at 7.2 percent in the current fiscal on strengthening consumption.
आशियाई डेव्हलपमेंट बँक, एडीबी, म्हणतात की भारताचा विकास उचलला जाईल. एडीबीने म्हटले की चालू आर्थिक वर्षात भारत वार्षिक वृद्धी दर 7.2 टक्के वाढू शकेल अशी अपेक्षा आहे.
6. Reliance Industries Ltd announced that its subsidiary Reliance Jio has acquired Mumbai-based Haptik for about Rs 700 crore.
रिलायन्स इंडस्ट्रीज लिमिटेडने जाहीर केले की, त्याच्या सहायक कंपनी रिलायन्स जिओने मुंबई-आधारित Haptik चे सुमारे 700 कोटी रुपयात अधिग्रहण केले आहे.
7. The Securities and Exchange Board of India (Sebi) has given approval to Paytm Money to start offering broking services.
सिक्युरिटीज ऍण्ड एक्सचेंज बोर्ड ऑफ इंडिया (सेबी) ने ब्रोकिंग सर्व्हिसेस ऑफर करण्यास प्रारंभ करण्यासाठी पेटीएम मनीला मंजुरी दिली आहे.
8. Tata Projects has received an order from the Nuclear Power Corporation of India (NPCIL) for the construction of 2 x 700 MW power plant. The estimated cost is about $321 million. This is the firm's third contract in the nuclear power sector.
टाटा प्रोजेक्ट्सना 2 x 700 मेगावॅट क्षमतेच्या वीज प्रकल्पाच्या निर्मितीसाठी भारतीय परमाणु ऊर्जा महामंडळ (एनपीसीआयएल) कडून मागणी मिळाली आहे. अंदाजे खर्च 321 दशलक्ष डॉलर्स आहे. हा परमाणु ऊर्जा क्षेत्रातील तिसरा करार आहे.
9. Bharatiya Sanchar Nigam Limited (BSNL), a State-owned telecom service provider, has received licence from the Department of Telecommunications (DoT) to provide Internet and mobile services on flights.
भारतीय संचार निगम लिमिटेड (बीएसएनएल), राज्य मालकीच्या दूरसंचार सेवा प्रदात्याला दूरसंचार विभाग (डीओटी) कडून परवाना विमानात इंटरनेट आणि मोबाइल सेवा प्रदान करण्यासाठी परवाना मिळाला आहे.
10. The International Cricket Council (ICC) has sought closer working relations with the Interpol to widen the scope of its fight against corruption in the sport.
आंतरराष्ट्रीय क्रिकेट परिषदेने (आयसीसी) स्पोर्टसमधील भ्रष्टाचारविरोधी लढा वाढविण्यासाठी इंटरपोलशी घनिष्ठ संबंध जोडण्याची मागणी केली आहे.


i configured the extension, i managed to call.
works fine. how can i solve this ?
i got the same problem perhaps its been answered? i found this on the web and tried it but no luck. I am still a newbie so maybe im doing something wrong.
# DAHDI devices with ownership/permissions for running as non-root SUBSYSTEM=="dahdi", OWNER="asterisk", GROUP="asterisk", MODE="0660"


Developing wastelands, an official government classification for marginal lands, has been central to India's economic development and industrialization goals since the late 1970s. Beginning with Social Forestry in the 1970s and extending through the current wave of biofuel, climate change and Special Economic Zone (SEZ) policies, wastelands have come to be defined through government and civil society efforts as 'empty', 'vacant' lands available for development. However, local users and their associated livelihood activities are obscured from these framings. Instead, agriculturalists are presented as a stock of surplus labor and potential beneficiaries of wasteland development programs. Further, a host of new government agencies, commissions and committees have been established to manage, monitor and review wasteland development. In this process, the concept of wastelands has become an 'immutable mobile' that carries through time and presently sits unquestioned. In this paper, I unpack the history of how this came to be and how it might be undone given the significance of wastelands to present day land politics in India.


Beach/pool time: Why wouldn't you take advantage of beach time or pool time? Unless you have your own swimming pool or live right on the beach, this incentive is a complete treat. The great thing about going to the beach or pool is it's also fun for you as well. Reward your kid for having at least 3 accident-free days with time in the water.
New swimsuit: This incentive goes hand-in-hand with incentive number one. If beach/pool time is becoming the new norm thanks to multiple successful potty training days, a new swimsuit is a logical incentive this summer. Take your kiddo with you to pick out a fun, colorful swimsuit your kiddo will love.
Smoothies: One problem you must be aware of during summer time is dehydration. It's important for both you and your potty training kid to stay hydrated. Fruit smoothies are a tasty way to keep your child hydrated and help her/him receive the nutrient she/he needs. You can either make your own smoothies at home or go to a local smoothie shop to treat your kiddo.
What summer incentives have you used or are currently using to help your kid make the transition from diapers to big kid undies? Share them with us in the comments below!


text:
Doctoral Universities
2017 Undergraduate Tuition
3.51% growth from 2016
2017 Average Net Price
After Financial Aid
2016 Student Loan
2017 Acceptance Rate
21,462 Applicants
2017 Enrolled Students
76.7% Full-Time
2016 Graduation Rate
1,479 Graduates
Georgetown University is a higher education institution located in District of Columbia, DC. In 2016, the most popular Bachelor's Degree concentrations at Georgetown University were International Relations & Affairs (241 degrees awarded), General Finance (240 degrees), and General Political Science & Government (210 degrees).
In 2017, 7,089 degrees were awarded across all undergraduate and graduate programs at Georgetown University. 53.1% of these degrees were awarded to women, and 46.9% awarded men. The majority of degree recipients were white (3,572 degrees), 5.88 times more than then the next closest race/ethnicity group, asian (608 degrees).
The median undergraduate tuition at Georgetown University is $51,720, which is $25,220 more than the national average for Doctoral Universities ($26,500).
Photo by Kurtis Garbutt
Doctoral Universities: Highest Research ActivityDoctoral Universities
After taking grants and loans into account, the average net price for students is $27,420.
In 2017, 40% of undergraduate students received federal grants, while 26% of undergraduate students received federal loans.
Student Expenses
In 2017, the cost of tuition at Georgetown University was $51,720. The cost of tuition at Georgetown University is $25,220 more than than the overall (public and private) national average for Doctoral Universities ($26,500).
This chart compares the tuition costs of Georgetown University (in red) with those of other similar universities.
In 2017 Georgetown University had an average net price — the price paid after factoring in grants and loans — of $27,420. Between 2016 and 2017, the average net price of Georgetown University grew by 2.99%.
This chart compares the average net price of Georgetown University (in red) with that of other similar universities.
Average net price is calculated from full-time beginning undergraduate students who were awarded a grant or scholarship from federal, state or local governments, or the institution.
Other Student Expenses
The average yearly cost of room and board at Georgetown University was of $14,962 in 2017. During the same period, the average yearly cost of books and supplies was $1,200. The cost of room and board increased by 2.66% between 2016 and 2017. The cost of books and supplies did not change during the same period.
This chart compares the average student costs at Georgetown University (in red) with that of similar universities.
Financial Aid by Income Level
Of Undergraduates Receive Grants
Of Undergraduates Receive Federal Loans
40% of undergraduate students at Georgetown University received grants or loans in 2017. This represents a decline of 2.44% with respect to 2016, when 41% of undergraduate students received financial aid.
This chart compares the average award discount at Georgetown University (in red) with that of other similar universities.
The average award discount is the ratio between the average grant or scholarship value, and the cost, which is the sum of out-of-state tuition, room, board, book, supplies, and other expenses.
Student Loan Default Rate
Cohort default rates only account for borrowers who default in the first three years, and some schools only have a small proportion of borrowers entering repayment. These rates should be interpreted with caution, as they may not be reflective of the entire school population.
2016 Default Rate
Number of Defaults
In 2016 the default rate for borrower's at Georgetown University was 1.29%, which represents 40 out of the 3100 total borrowers.
A cohort default rate is the percentage of a school's borrowers who enter repayment on certain Federal Family Education Loan (FFEL) Program or William D. Ford Federal Direct Loan (Direct Loan) Program loans during a particular federal fiscal year (FY), October 1 to September 30, and default or meet other specified conditions prior to the end of the second following fiscal year.
Georgetown University received 21,462 undergraduate applications in 2017, which represents a 7.33% annual growth. Out of those 21,462 applicants, 3,365 students were accepted for enrollment, representing a 15.7% acceptance rate.
There were 19,005 students enrolled at Georgetown University in 2017, and 68% of first-time enrollees submitted SAT scores with their applications.
Georgetown University has an overall enrollment yield of 47.5%, which represents the number of admitted students who ended up enrolling.
Acceptance Rate in 2017
Accepted Out of 21,462
In 2017, the undergraduate acceptance rate of Georgetown University was 15.7% (3,365 admissions from 21,462 applications). This is lower than the acceptance rate of 2016, which was 16.8%. Between 2016 and 2017, the number of applicants grew by 7.33%, while admissions declined by -0.119%.
This chart compares the acceptance rate of Georgetown University (in red) with that of other similar universities.
Submission Percentage
Scores Submitted
68% of enrolled first-time students at Georgetown University in 2017 submitted SAT scores with their applications.
This chart shows the SAT scores for the 25th and 75th percentile of applicants broken out into each section of the test that their are evaluated on.
Georgetown University has a total enrollment of 19,005 students. The full-time enrollment at Georgetown University is 14,585 students and the part-time enrollment is 4,420. This means that 76.7% of students enrolled at Georgetown University are enrolled full-time.
The enrolled student population at Georgetown University, both undergraduate and graduate, is 50.7% White, 7.83% Asian, 7.51% Hispanic or Latino, 7.2% Black or African American, 3.02% Two or More Races, 0.11% Native Hawaiian or Other Pacific Islanders, and 0.105% American Indian or Alaska Native.
Students enrolled at Georgetown University in full-time Undergraduate programs are majority White Female (29.1%), followed by White Male (25.4%) and Asian Female (5.87%). Students enrolled in full-time Graduate programs are majority White Male (22.9%), followed by White Female (22.4%) and Asian Female (3.75%).
Full-Time vs Part-Time Enrollment
The total enrollment at Georgetown University, both undergraduate and graduate, is 19,005 students. The full-time enrollment at Georgetown University is 14,585 and the part-time enrollment is 4,420. This means that 76.7% of students enrolled at Georgetown University are enrolled full-time compared with 78% at similar Doctoral Universities.
This chart shows the full-time vs part-time enrollment status at Georgetown University (in red) compares to similar universities.
Retention Rate over Time
2017 Retention Rate
Retention rate measures the number of first-time students who began their studies the previous fall and returned to school the following fall. The retention rate for full-time undergraduates at Georgetown University was 96%. Compared with the full-time retention rate at similar Doctoral Universities (83%), Georgetown University had a retention rate higher than its peers.
This chart shows the retention rate over time at Georgetown University (highlighted in red) compares to similar universities.
Enrollment by Race & Ethnicity
Most Common Race or Ethnicity
The enrolled student population at Georgetown University is 50.7% White, 7.83% Asian, 7.51% Hispanic or Latino, 7.2% Black or African American, 3.02% Two or More Races, 0.11% Native Hawaiian or Other Pacific Islanders, and 0.105% American Indian or Alaska Native. This includes both full-time and part-time students as well as graduate and undergraduates. By comparison, enrollment for all Doctoral Universities is 51.5% White, 13.4% Hispanic or Latino, and 9.57% Black or African American.
Any student who is studying in the United States on a temporary basis is categorized as a "Non-Resident Alien", and the share of those students are shown in the chart below. Additionally, 1,276 students (6.71%) did not report their race.
In 2017, 437 more women than men received degrees from Georgetown University. The majority of degree recipients at Georgetown University are white (3,572 degrees awarded). There were 5.88 times more white graduates than the next closest race/ethnicity group, asian (608 degrees).
The most common Bachelor's Degree concentration at Georgetown University is International Relations & Affairs (241 degrees awarded), followed by General Finance (240 degrees) and General Political Science & Government (210 degrees).
The most specialized majors across all degree types at Georgetown University, meaning they have significantly more degrees awarded in that concentration than the national average across all institutions, are Legal (1,300 degrees awarded), Cultural & Gender Studies (166 degrees), and Social Sciences (1,218 degrees).
Common Jobs by Major
Most Common Job
The most common jobs for people who hold a degree in one of the 5 most specialized majors at Georgetown University are Physicians (409,121 people), Lawyers, & judges, magistrates, & other judicial workers (344,911 people), Other managers (286,127 people), Elementary & middle school teachers (241,446 people), and Postsecondary teachers (211,170 people).
The most specialized majors at Georgetown University are Legal (1,300 degrees awarded), Cultural & Gender Studies (166 degrees), Social Sciences (1,218 degrees), Language & Linguistics (166 degrees), and Biology (635 degrees).
Highest Paying Jobs by Major
Nuclear medicine technologists and medical dosimetrists
Highest Paying Job
The highest paying jobs for people who hold a degree in one of the 5 most specialized majors at Georgetown University are Nuclear medicine technologists and medical dosimetrists, Surgeons, Cardiovascular technologists and technicians, Sales managers, and Securities, commodities, & financial services sales agents
Common Industries by Major
General medical and surgical hospitals, and specialty (except psychiatric and substance abuse) hospitals
Most Common Industry
The most common industries for people who hold a degree in one of the 5 most specialized majors at Georgetown University are General medical and surgical hospitals, and specialty (except psychiatric and substance abuse) hospitals (547,894 people), Colleges, universities & professional schools, including junior colleges (480,623 people), Elementary & secondary schools (455,504 people), Legal services (289,942 people), and Offices of physicians (199,340 people).
Majors Awarded
IPEDS uses the Classification of Instructional Programs (CIP) standard, so the categories may not match the exact concentrations offered by Georgetown University.
< 1 Year Postsecondary Certificate1 to 2 Year Postsecondary CertificateAssociates Degree2 to 4 Year Postsecondary CertificateBachelors DegreePostbaccalaureate CertificateMasters DegreePost-Masters CertificateResearch DoctorateProfessional DoctorateOther Doctorate
International Relations & Affairs
General Political Science & Government
In 2017, the most common bachelors degree concentration at Georgetown University was International Relations & Affairs with 241 degrees awarded.
This visualization illustrates the percentage of degree recipients from bachelors degree programs at Georgetown University according to their major.
Gender Breakdown for Common Majors
In 2017, 3,326 degrees were awarded to men at Georgetown University, which is 0.884 times less than the number of degrees awarded to females (3,763).
This chart displays the gender disparity between the top 5 majors at Georgetown University by degrees awarded.
Most Common Male Majors
In 2017, 347 degrees were awarded to men at Georgetown University in Law, which is 1.07 times more than the 324 female recipients with that same degree.
Most Common Female Majors
In 2017, 324 degrees were awarded to women at Georgetown University in Law, which is 0.934 times less than the 347 male recipients with that same degree.
100% Completion Time
In 2017, 90% of students graduating from Georgetown University completed their program within 100% "normal time" (i.e. 4 years for a 4-year degree). Comparatively, 94% completed their degrees within 150% of the normal time, and 94% within 200%.
The following chart shows these completion rates over time compared to the average for the Doctoral Universities Carnegie Classification group.
Graduation rate is defined as the percentage of full-time, first-time students who received a degree or award within a specific percentage of "normal time" to completion for their program.
Graduation Rate by Race and Gender
Showing demographic groups with ≥ 5 graduating students.
American Indian or Alaska Native Female
Highest Graduation Rate (100%)
The student demographic with the highest graduation rate at Georgetown University is Female and American Indian or Alaska Native (100% graduation rate). Across all Doctoral Universities, Asian Female students have the highest graduation rate (67.2%).
The department of education defines graduation rate as the percentage of full-time, first-time students who received a degree or award within 150% of "normal time" to completion.
The National Center for Education Statistics (NCES) categorizes any student who is studying in the United States on a temporary basis as a "Non-Resident Alien", and the graduation rate of those students is shown in the chart below. Additionally, 0.676% of graduates (10 students) did not report their race.
Race & Ethnicity by Share
The most common race/ethnicity at Georgetown University is white (3,572 degrees awarded). There were 5.88 times more white recipients than the next closest race/ethnicity group, asian (608 degrees).
5.7% of degree recipients (404 students) did not report their race.
Race & Ethnicity by Gender
Most Common Gender Demographic
The most common race/ethnicity and gender grouping at Georgetown University is white male (1,825 degrees awarded). There were 1.04 times more white male recipients than the next closest race/ethnicity group, white female (1,747 degrees).
Georgetown University has an endowment valued at nearly $1.66B, as of the end of the 2017 fiscal year. The return on its endowment was of $208M (12.5%), compared to the 5.91% average return ($16.9M on $287M) across all Doctoral Universities.
In 2017, Georgetown University had a total expenditure of $1.32B. Of that $1.32B, they spent $531M on salaries and $1.32B on benefits.
Georgetown University employs 381 No academic ranks, 324 Professors, and 229 Associate professors. Most academics at Georgetown University are Male Professors (222), Female No academic ranks(202), and Male No academic ranks (179).
The most common positions for non-instructional staff at Georgetown University are: Management, with 918 employees, Office and Administrative Support, with 472 employees, and Business and Financial Operations with 391 employees.
$1.66B
2017 Endowment
growth from 2016
Georgetown University has an endowment valued at about $1.66B, as of the end of the 2017 fiscal year. The endowment of Georgetown University grew 12% from the previous year. The value of their endowment was $1.38B higher than than the median endowment of Doctoral Universities according to the Carnegie Classification grouping.
This line chart shows how the endowment at Georgetown University (in red) compares to that of some similar universities.
The small bar chart below shows the endowment quintiles for all universities in the Doctoral Universities: Highest Research Activity Carnegie Classification grouping.
Government Grants and Contracts
Grants & Contracts
$114M - Federal
$0 - State
$4.19M - Local
As of 2017, Georgetown University received $114M in grants and contracts from the federal government, $0 from state grants and contracts, and $4.19M from local grants and contracts.
Primary Expenses
Expenditure values can vary depending on whether the institution is public or private, and are not available for private-for-profit schools.
Salary Expenditure
Benefits Expenditure
The bar chart shows the share of the primary expenses at Georgetown University over time, and the line chart shows the expenditure for solely salaries and benefits over time compared to the median for the Doctoral Universities Carnegie Classification grouping.
Academic supportAuxiliary enterprisesHospital servicesIndependent operationsInstructionInstitutional supportOther expensesPublic serviceResearchStudent services
This tree map shows all of the primary expenses of Research at Georgetown University as a share of total expenditure.
2017 Salaries
In 2017, Georgetown University paid a median of $531M in salaries, which represents 40.1% of their overall expenditure ($1.32B) and a 6.4% growth from the previous year. This is compared to a 8.09% growth from 2015 and a 5.24% decline from 2014.
The median for similar Doctoral Universities is 215M (42.7% of overall expenditures).
Instructional Salaries
In 2017, Georgetown University paid a total of $146M to 1,030 employees working as instructors, which represents 27.5% of all salaries paid.
This is compared to a median of $146M (22.5%) for similar Doctoral Universities: Highest Research Activity.
Occupations by Share
No academic rank
Most Common Instructor
Most Common Non-Instructional Employee
In 2017, the most common positions for instructional staff at Georgetown University were No academic rank with 381 employees; Professor with 324 employees; and Professor with 229 employees.
In 2017, the most common positions for non-instructional staff at Georgetown University were Management with 918 employees; Office and Administrative Support with 472 employees; and Business and Financial Operations with 391 employees.
Instructors by Academic Rank and Gender
Most Common Demographic
Male Professor
Female No academic rank
Male No academic rank
In 2017, the most common demographic for instructional staff at Georgetown University was Male Professor with 222 employees, Female No academic rank with 202 employees, and Male No academic rank with 179 employees.
This chart shows the gender split between each academic rank present at Georgetown University.
Georgia Institute of Technology-Main Campus

redpajama_set_name: RedPajamaCommonCrawl


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Surrounded By Women: Sodexo CEO Michel Landel On Leadership
Shellie Karabell Former Contributor
I cover leadership - people, politics & policy - from a European view.
French food services group Sodexo CEO Michel Landel. (ERIC PIERMONT/AFP/Getty Images)
Every day, Sodexo CEO Michel Landel awakens to a world in which his international $14.5 billion market cap food services and facilities management company will service 75 million consumers at 35,000-plus sites in 80 countries with an employee base of 130-nationalities among 425,000 people. The vast majority are women. This makes the Moroccan-born Frenchman – who joined Sodexo in 1984 and has been at the helm of the 50-year-old French company since 2005 – somewhat of an expert on women.
Especially women in the work force – and with good reason: a 2015 company study showed that those business units having an equal number of men and women were consistently more profitable than those dominated by men, leading Landel to comment, "More women in charge means bigger profits." He even believes in quotas. As Sodexo subscribes to international guidelines and regulations, that profitability does not come at the expense of women's salaries. Indeed, Landel himself was ranked #67 in the Harvard Business Review's list of Best-Performing CEOs in the World in 2015.
Sodexo is aggressive in its pursuit of business. Testimony: its win last year to manage minerals company Rio Tinto's iron ore mining camps in Western Australia, worth $2.5 billion over the length of the ten-year contract. A coup both in scope and duration of the contract, in which Sodexo beat out three competitors.
Watch on Forbes:
But the company is not without problems: there have been some nine protests in the U.S. alone from 2009 to 2016 – and a handful in the U.K. - over low wages and poor food quality at educational, military, and correctional institutions. It's aiming to use these incidents as a basis for improvement: since 2011, Sodexo has consistently been recognized for its pursuit of sustainability, diversity and economic improvement.
I caught up with Michel Landel in November at the Women's Forum for Economy and Society in Deauville, France, where he was a guest speaker during the group's 12th annual global event. Here is our exchange.
Shellie Karabell: Under your leadership, for the past six consecutive years Sodexo has been ranked in the top five of Diversity Inc's Top 50 companies for diversity. What does this mean to you, and what are some of the practices and policies the company has in place that foster diversity? What are the biggest challenges?
Michel Landel: It is a point of pride in our organization that we have been recognized for our efforts to achieve gender equity. For me personally, I believe that it is not only the right thing to do but creates a competitive advantage and is a driver of business success. Consequently, I believe that we must measure our commitment to gender balance, as we do for any other business driver.
The plan is focused first on our role as an employer, a service provider and a corporate citizen.
• As the world's 19th-largest employer, employing more than 425,000 people that come from diverse backgrounds, we are responsible for our people's personal well-being and development, as well as the communities where they work and live. Additionally, gender balance in our management teams has demonstrated positive business outcomes.
• As a service provider to clients with over 75 million consumers served each day, we have a duty to understand and provide for their unique needs as well as their long-term aspirations. As such we have made a commitment to spend $1 billion with small and medium sized enterprises, including 1500 women-owned businesses because the economic empowerment of women positively impacts their family, the community and GDP.
Moreover, as a corporate citizen operating in more than 80 countries and with a history of over 50 years, we have a responsibility to conduct a business that brings positive impact to the world, and therefore our approach to corporate responsibility looks not only at the different roles we play as a large global organization but also at the different impacts our actions have in the world. Therefore, we developed several initiatives that impact women: our Stop Hunger efforts, health and wellness in the community - including violence against women - and training and education to empower women economically.
The greatest obstacle in pursuing our goals of gender balance is to continue to push forward, by challenging our unconscious biases and to remain focused when other business priorities may distract us. I know that if we take our focus off we can slip back very quickly. It is for this reason that I am committed to measuring, setting targets and holding teams accountable.
Karabell: A 2015 study by Danice Kirka showed that Sodexo units with 50-50 men/women working were consistently more profitable. Which units were they, and why were they more profitable? What conclusions can you draw from this about women in the workforce and in managerial roles?
Landel: These results are in line with numerous studies that clearly show that where there is gender parity, there is better economic performance and that the representation of women in senior positions leads to better financial outcomes.
In our case, the study was designed to determine whether gender-balanced entities—defined as having 40% to 60% women in management—had better results on a range of KPIs than those entities without gender balance in management.
We took advantage of our international footprint and scope as a testing ground to explore and observe how gender balance was impacting our financial and non-financial performance. We gathered data from 52,000 Sodexo managers working in over 100 entities.
The study's results showed an impressive correlation between gender balance and performance indicators across every category, including employee engagement, brand image, client and consumer satisfaction, and growth and profits. For instance, entities with gender-balanced management saw an average increase of 4% in employee engagement compared to only 1% for the others. Client-retention rates showed similar patterns.
We also found that customer satisfaction rises along with the percentage of women working onsite, proving how important it is for a company's staff to mirror the diversity of its customers.
The results are significant for a few reasons: first, we defined what we mean by gender balance and the "sweet spot" for us (40-60% women). In doing so, it became clear to us that it was not that one gender was inherently better than the other, but that we need the mix. Second, we found that the results of gender-balanced teams were more predictable and sustainable. And lastly, it was important for us to conduct a study of all management, rather than focus solely on senior roles as most of our women are in this pipeline.
At the top of our company, while we have 50% women on our board and 38% women on the global executive committee, our representation of women in senior leader, the top 1200, is at 30%. I have challenged our teams to increase that percent to 35% by 2020 and 40% by 2025. And I will hold the teams accountable by cascading the accountability and integrating it as one of the performance objectives.
To achieve these outcomes, among the practices and policies we have in place to foster our commitment to the advancement of gender diversity, the Sodexo Women's International Forum for talent (SWIFt) is particularly noteworthy. Launched in 2009, this group of senior men and women are focused on the advancement of women in Sodexo by creating unique development opportunities, fostering an inclusive culture and ensuring that our policies and practices are free of bias.
Karabell: What differentiates women leaders from their male counterparts? Why is it important to have women in strategy and decision making roles?
Landel: As is evidenced by the bottom-line financial performance of businesses with strong gender diversity, women leaders are not different from their male counterparts performance-wise. At the same time, again referencing the superior performance of women-led companies, there is a strong business imperative to ensure that women are well represented in the ranks of decision makers and strategists.
Just having women in the organization is not enough. Our focus has been on women in profit-and-loss roles where they are significant players in decision-making. In order to harness the power of gender diversity and get the superior outcomes as well as innovation, we need the mix in decision making. In fact, all the women currently on my executive committee are in P&L roles and I can tell you that their input in key decisions forces us to look at things differently and get to sharper, stronger outcomes.
Ultimately, it is an economic issue—to unlock greater earnings and economic value, we must all work to make leadership ranks more gender inclusive.
Karabell: On the business front, where do you see future growth for Sodexo—geographically as well as new products and/or services? Any problems ahead?
Landel: To adapt to the globalized markets of today, we recently changed from operating based on countries to organizing around our global client segments. This segment approach is more collaborative, optimizes our expertise and investments, as we have already seen with our new client $2.5 billion, 10-year contract with Rio Tinto in Australia that is the largest in our 50-year history.
Karabell: Your business is truly global—where do you see positive and negative trends of which we should be aware?
Landel: It is becoming increasingly important for organizations to maintain the trust of clients and consumers—more of whom are choosing to do business with socially responsible companies. We are taking a bolder stance in the call for more sustainable, humane growth, and our global growth tells us that those whose lives we touch recognize our efforts.
In a different vein, the digital revolution that continues to change our world dramatically is transforming how people experience quality of life and is affecting all business sectors. In the service sector, it will force us to revamp our business model and reconsider the ways in which we deal with clients, consumers and employees. Automated devices and robots will spread at an unprecedented rate, for example.
Karabell: Are there any lessons learned, mistakes and successes during your career that brought you to where you are today?
Landel: My conviction is that we are constantly at risk of going backward and losing the progress we have made in terms of gender balance if we lose focus—if I lose focus—on the issue. I also think it is critical to measure and to hold teams accountable.
Karabell: Sodexo is the world's 19th-largest employer...what have you learned about managing people that you'd like to share with other leaders?
Landel: Our overriding belief is that companies that place the quality of life of their employees at the center of their thinking create a more committed and engaged workforce. As an organization, we have put a great deal of thought into what quality of life means to our employees, and we have pinpointed six areas that we feel are most applicable: the physical environment, health and well-being, social interaction, recognition, ease and efficiency, and personal growth. We believe our business is stronger for it.
Our services aim at improving the quality of daily life for the 75 million people we serve in businesses, hospitals, schools and remote sites around the world—and we want to assure that our workers are among that group.
Shellie Karabell
I have spent more than four decades as an international broadcast journalist covering most major international new events since 1980 throughout Western and Eastern Europ...


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Home News & Views Health and Medicine Leeds, UK, Reduces Childhood Obesity Using Bar-Ilan Professor's Program
On Campus / Education
Leeds, UK, Reduces Childhood Obesity Using Bar-Ilan Professor's Program
David Israel
Photo Credit: Courtesy Bar Ilan University
Prof. Mary Rudolf
Childhood obesity has reached epidemic proportions, affecting children's health and well-being and leading to obesity, heart disease, diabetes and cancer later in life. The number of children with obesity continues to rise globally, particularly for children living in poverty.
Leeds, England's third largest city, has bucked the global trend and seen a significant fall in obesity, according to a recent study published in the journal Pediatric Obesity by Prof. Mary Rudolf, Head of the Department of Population Health at the Azrieli Faculty of Medicine of Bar-Ilan University. Furthermore, the largest decrease in obesity occurred among the city's poorest and most disadvantaged children.
Prof. Rudolf conducted her research on the growth measurements of children in England from 2009 to 2017. She found that, unlike England as a whole and comparable cities, the numbers of obese children in Leeds fell by 6.4%. "We used nationally collected data in our study, so it was very obvious that something different was happening in Leeds," she says. Next week Prof. Rudolf will present the findings of her study to the Food and Health Forum at the British Parliament. This cross-party forum meets regularly and advises Parliament on how the health of the nation can be improved.
The decline in obesity coincided with a strategy introduced by the city in 2009 which aimed to tackle the obesity epidemic through focusing on families with preschool children in the poorest areas of Leeds. At its heart was HENRY – Health Exercise Nutrition for the Really Young — an intervention developed by Prof. Rudolf and colleagues for children under the age of five. HENRY, which has been widely adopted in the UK over the past ten years, offers a range of programs and trains health and community practitioners to work in innovative ways to help parents provide their families with a healthier start in life.
Israel has not been immune to the epidemic. According to the Ministry of Health, one in five children are obese or overweight by the time they start first grade, rising to one in three by seventh grade.
In an effort to address the problem, the Israel Ministry of Health brought HENRY to Israel in 2014. A team of four professionals was sent to Oxford to learn the approach, and subsequently trained nurses, dieticians and social workers who worked directly with families that participated in the program, and in particular specialists in early childhood. Training was also provided to parents participating in the program. HENRY has been translated into Hebrew and Arabic and has been piloted in a variety of disadvantaged towns, such as Safed, Kiryat Yam, Daliyat al-Karmel, Ussefiya, Baqa al-Gharbiyye, Ramle, Jerusalem, Yeruham, and Dimona.
Known in Israel as Efshari bari mishpachti ("A Healthy Family is Possible") the program has been tailored to families with children under the age of three, and is under evaluation by Prof. Orna Baron-Epel, of the University of Haifa. Results show that group work with parents was particularly successful in changing family lifestyle. Plans are now being considered to extend the program to the nation's kupot holim (healthcare service providers).
Prof. Rudolf says it remains to be seen whether Israeli cities can be as successful as Leeds in tackling the problem of child obesity, but when society invests in early childhood, it gets the best returns for doing so. "If we are going to make a difference we must start at a young age, before the onset of obesity. This can reduce the impact of poor lifestyle later on," concludes Rudolf, who was born in London and worked in Leeds before making aliya.
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David writes news at JewishPress.com.
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Printed from: https://www.jewishpress.com/news/global/uk/leeds-uk-reduces-childhood-obesity-using-bar-ilan-professors-program/2019/07/09/


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Signs of Good Things to Come for Sina
Sina (SINA: Nasdaq)
By Rodman & Renshaw ($109.20, Sep. 8, 2011)
We are initiating coverage on Sina with a Market Perform rating.
Sina (ticker: SINA) is leading online media company in China providing news and content (through www.sina.com), mobile value added services (MVAS) (through Sina Mobile), and social networking and social media services through weibo.com.
The majority of Sina's revenue currently comes from advertising and MVAS, while Weibo (micro-blog) services are still in the early stages of being monetized.
Since the launch of weibo.com in August 2009, Sina has put significant resources towards Weibo's platform development and on improving user experience. Consequently, registered user base has grown explosively by about seven times in a year.
Being perhaps the most popular micro-blog platform in China, Sina Weibo now enjoys one of the largest registered user bases (about 200 million as of August) and the longest user access time, with an average of an hour per day spent on Sina Weibo.
The Sina Weibo platform should be the center of Sina's growth strategy going forward, and improving user stickiness will be the company's top priority.
During the first half of 2011, Sina spent about $47 million on Weibo, and it expects to allocate about an additional $50 million-$70 million in the second half, resulting in a total 2011 budget of about $100 million-$120 million on Weibo spending.
We believe Sina is in the early stages of several monetization efforts that should be spearheaded by capital expenditure into Weibo and related marketing campaigns.
Management has identified six potential monetization models for Weibo. They are: I) interactive targeted advertising; II) social gaming; III) e-commerce platform; IV) mobile-related services; V) digital-content distribution; and VI) real-time search.
We believe advertising will remain the near-term focus on this front, followed by mobile-related services and then gaming; e-commerce and digital-content distribution should come into play longer term.
However, management has indicated it will be focused on spending money this year on building a social networking site (SNS)-driven platform, which is viewed as a key asset for the company.
Sina's stock is currently trading around the $109.20 level, giving the company a fully-diluted market cap of about $7.3 billion. This translates to approximately about 84.7 times on a forward price-to-earnings basis to our non-GAAP earnings-per-share expectations for fiscal 2012.
This compares to an average price-to-earnings multiple of about 21.2 times for Chinese Internet industry comparables and about 102.7 times for global-SNS comparables.
We believe the stock at current levels is trading on expectations that Sina is on its way to becoming the next mega-cap Chinese technology play.
However, we believe there is a level of execution that needs to come into play to deliver on those expectations, and therefore we are initiating coverage with a Market Perform rating.
-- Amit Dayal
-- Chang Liu
The companies mentioned in Hot Research are subjects of research reports issued recently by investment firms. Their opinions in no way represent those of Barrons.com or Dow Jones & Company, Inc. Share prices at the time the report was issued and the date of the report are in parentheses.
Comments: E-mail online.editors@barrons.com
Sina (SINA: Nasdaq) By Rodman & Renshaw ($109.


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Please Select County Cork Derry Laois Kildare Mayo Antrim Kilkenny Kerry Galway Donegal Monaghan Dublin Sligo Wexford Louth Clare Wicklow Limerick Armagh Meath Waterford Longford Cavan Westmeath
Aherne's Townhouse & Restaurant Co. Cork Location
Luxury accommodation and 'the finest seafood in the world'. Aherne's is a small, luxury hotel with a world-famous reputation for its warm hospitality, luxury accommodation and outstanding food. Run by the Fitzgibbon family for three generations, Aherne's is situated in the historic walled seaside resort of Youghal, on the beautiful, sunny south-east coast of Ireland.
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Ardtara Country House & Restaurant Co. Derry Location
Set amidst 10 wooded acres, Ardtara is an elegant 19th-century mansion in the heart of Northern Ireland. Just 15 minutes from Seamus Heaney HomePlace and within 45 minutes of both Belfast & Derry, the Giant's Causeway, the Antrim coast, Royal Portrush golf club and many Game of Thrones film locations, it's the perfect base from which to explore.
Ballyfin Demesne Co. Laois Location
Ballyfin Demesne has the flavour of a grand private house with the facilities of a five-star resort. set on 614 acres of private parkland. At the foot of the Slieve Bloom Mountains, just over an hour from Dublin, Ballyfin Demesne has long been admired as one of the most lavish regency mansion in Ireland.
Ballymaloe House Co. Cork Location
Ballymaloe House is a large family farmhouse, situated on a 400-acre farm, 20 miles east of Cork city. The house is two miles from the coast, near the small fishing village of Ballycotton and many small sandy coves and beaches. The Knockmealdown and Comeragh Mountains are about one hour's drive away.
Barberstown Castle Co. Kildare Location
Barberstown Castle in County Kildare is an internationally known, historic castle and country house hotel. Built in the 13th Century, the castle is situated only 30 minutes from Dublin Airport and Dublin City Centre, thus making it the ideal first or last stop on your tour of Ireland and the perfect castle to stay in while visiting Dublin.
Belleek Castle Co. Mayo Location
Belleek Castle...an iconic Irish Country House, destination restaurant, hotel and spectacular wedding venue… Built on an Abbey dating from mediaeval times, the 1820's neo-gothic Castle is informal, cosy, warm and friendly, rich in decor and antiquities, with open log fires to light your steps back through this cultural adventure.
Bishop's Gate Hotel Co. Derry Location
Perfectly positioned within the historic city walls, nestled in the heart of the "Cathedral Quarter", Bishops Gate Hotel is an iconic landmark, and the epitome of Edwardian elegance; an intimate urban oasis featuring 30 luxurious guestrooms, including 2 suites, a residents lounge, fitness area, restaurant and champagne bar.
Blairscove House Co. Cork Location
In this 250-year-old Georgian country house, standing at the head of Dunmanus Bay, everything revolves around the courtyard. It is finely restored with cobbled paths, shrubs and flowers. The old stone outbuildings house four beautiful apartments and the restaurant with its magnificent dining room converted from the old stable block.
Bushmills Inn Co. Antrim Location
The Bushmills Inn is situated in an enviable location a stone's throw from Royal Portrush Golf Club, Old Bushmills Distillery, The Giants Causeway and Dunluce Castle.
Butler House Co. Kilkenny Location
Butler House is the charming Dower House of Kilkenny Castle since 1786. Nestled in the heart of vibrant medieval Kilkenny, Butler House brings history, charm, romance and a warm welcome to all who visit. Sleep, dine or celebrate those milestones in life in timeless and unique surroundings.
Cahernane House Hotel Co. Kerry Location
Cahernane House Hotel is a boutique four-star hotel, located on the edge of Killarney National Park and just a twenty-minute walk from Killarney town in County Kerry.
Campagne Restaurant Co. Kilkenny Location
Campagne restaurant is a top Michelin Star restaurant in Kilkenny city. The emphasis is on serving food that is based on high-quality seasonal produce, with French influences, in a relaxed and comfortable dining area.
Carrig Country House Co. Kerry Location
Hidden away on the shores of Caragh Lake, on the Ring of Kerry, discover the enchanting Carrig Country House and Restaurant where you can escape from it all.
Cashel House Hotel Co. Galway Location
Cashel House Hotel, formerly one of Connemara's most gracious homes, stands at the head of Cashel Bay, withdrawn and quietly secluded, in a 40-acre estate of flowering shrubs and woodland walks.
Castle Durrow Co. Laois Location
Castle Durrow has been completely restored and decorated by Peter and Shelly Stokes in a comfortable, relaxing and contemporary style with the modern way of life and fashion in mind and without overlooking its past.
Castle Grove Country House Co. Donegal Location
Castle Grove is one of the few remaining private estates in the northwest of Ireland. Pass through the gates and you are in a different world, an oasis of privacy and tranquillity rarely found today. This Georgian house, overlooking Lough Swilly is ideally placed between Letterkenny and Rathmullan and within driving distance of 20 golf courses. Come and dine, stay and relax at Castle Grove in an atmosphere of comfort and hospitality.
Castle Leslie Estate Co. Monaghan Location
Steeped in history, full of character and charm, Castle Leslie Estate is the ultimate Irish rural escape, nestled on 1,000 acres of undulating Irish countryside, dotted with ancient woodland and glittering lakes.
Chapter One Restaurant Co. Dublin Location
Chapter One Restaurant is located in the heart of Dublin on the northside of Parnell Square. As a Georgian basement and former home of John Jameson, it retains authentic granite walls and sash windows but has been carefully and stylishly renovated to introduce a wonderfully sumptuous and comfortable restaurant.
Clare Island Lighthouse Co. Mayo Location
Clare Island stands guard at the entrance to Clew Bay, off Irelands western Atlantic coast. For almost two centuries, the islands Lighthouse has been a nautical landmark perched high on the craggy cliffs, watching over Achill, Westport and beyond. Once a safe haven for sailors, this heritage property now offers a sanctuary of a different kind. This architecturally majestic, listed building has been lovingly transformed into fully catered, luxury accommodation, complemented by magnificent sea views and an inspiring, natural environment.
Coopershill House Co. Sligo Location
Coopershill House in County Sligo is a fine example of a Georgian family mansion. Home to seven generations of the O'Hara family since it was built in 1774, it combines the spaciousness and elegance of an earlier age with the comfort and amenities of today.
Currarevagh House Co. Galway Location
Old fashioned (in the best sense of the word), Currarevagh House is a Victorian country manor romantically situated on the shores of Lough Corrib, within 150 acres of private woodland, Currarevagh House offers guests 4-star quality guest accommodation, on the shores of Lough Corrib.
Dax Restaurant Co. Dublin Location
Open since 2004, Dax Restaurant offers unrivalled levels of elegant dining and fine French cuisine in Dublin's historic Georgian quarter.
Delphi Lodge Co. Galway Location
A delightful 1830s Country House Hotel in Co Galway, in one of the most spectacular settings in Connemara, with charming accommodation, glorious scenery, great food and total tranquillity.
Dunbrody House Co. Wexford Location
This captivating 1830s Georgian manor house hotel hiding amid 300 acres of tranquil parkland on the idyllic Hook Peninsula yet is less than 1 km from Waterford City. A chic yet informal ambience permeates Dunbrody, where guests have the opportunity to experience sheer indulgence coupled with a tradition of courteous attentive service.
Enniscoe House Co. Mayo Location
Enniscoe House is listed as a heritage house of Ireland and has passed through twelve generations of the family to the present owner, Susan Kellett. She has since been joined by her son, DJ Kellett.
Ghan House Co. Louth Location
Built in 1727, Ghan House is a 4-star AA rated, fully restored, family-run Georgian house and restaurant now in its 22nd year of continuous business. It is one of the oldest private houses of its type in Ireland, with 3 acres of walled mature gardens. Only a tree-length from Medieval Carlingford, Ghan House is situated in a wonderful location. It is just one hour from both Dublin and Belfast and two of Ireland's three World Heritage sites are within easy driving distance, Newgrange and The Giants Causeway.
Glenlo Abbey Hotel Co. Galway Location
Nestled peacefully on a stunning 138-acre estate on the edge of Ireland's largest lake, Lough Corrib, the 5 Star newly-refurbished Glenlo Abbey Hotel offers the discerning traveller a warm, personable and luxurious base during their travels to Galway.
Gregans Castle Hotel Co. Clare Location
With breathtaking views across Galway Bay and idyllically situated overlooking the unique Burren landscape, this is the ultimate luxury and gourmet hideaway in the west of Ireland. Simon and Freddie, together with their staff manage this oasis of comfort and offer genuine Irish hospitality, award-winning, innovative cooking and elegant bedrooms free from the intrusion of televisions. Antiques, an eclectic art collection, open fires, candles, jugs of flowers and Shelley the cat add to the indulgently relaxing atmosphere.
Hayfield Manor Hotel Co. Cork Location
Hayfield Manor Hotel is tucked away in a leafy corner of mature private gardens only a 15-minute walk from Cork city centre. Family owned and managed, Hayfield Manor is the ideal retreat to experience Cork's great art galleries, opera and historic university.
Hunter's Hotel Co. Wicklow Location
Ireland's oldest coaching inn, now in the 5th generation of the same family, with a long-standing tradition of friendliness, hospitality and good food. Its picturesque gardens along the banks of the river Vartry provide a delightful setting for a delicious afternoon tea or pre-lunch drink.
Ice House Co. Mayo Location
Ice House is located in a truly iconic building overlooking the spectacular and ever-changing River Moy, at the Quay, Ballina, Co Mayo. A unique setting, the Ice House comprises of 32 ultra-luxurious bedrooms and suites, featuring underfloor heating, goose down duvets and pillows, and Voya lotions and potions.
Killarney Royal Co. Kerry Location
Killarney town's most charming boutique hotel. For three generations, the Scally family has held the mantle of caring for guests at the 4-star Killarney Royal, where visitors have been welcomed for over 100 years. Committed to delivering gracious hospitality & creating outstanding memories, the team deliver friendly personal service and true Irish hospitality.
King Sitric Restaurant & Townhouse Co. Dublin Location
Established in 1971, Aidan and Joan MacManus have earned an international reputation for fresh seafood in their harbour-side restaurant in the picturesque fishing village of Howth. In 1999, they extensively rebuilt their old Harbour Master's house, relocating the restaurant to the first floor with panoramic sea views, and adding eight guest bedrooms.
L'Ecrivain Restaurant Co. Dublin Location
L'Ecrivain Restaurant is located at 109a Lower Baggot St. in the heart of Georgian Dublin. This modern, contemporary restaurant is run by chef Derry Clarke and his wife, Sallyanne and has been established since July 1989
Liss Ard Estate Co. Cork Location
Protected by acres of stupendous greenery, Liss Ard Estate dates back to Victorian times. Nestled on 200 acres of undulating Irish countryside dotted with beautiful woodlands and a private 50-acre glittering lake, Liss Ard Estate is a place of enchantment and relaxation. Situated just one mile from Skibbereen village in beautiful West Cork, Liss Ard Estate is full of character and personality. It is the perfect Irish rural escape and offers a magical setting in which to respite. Liss Ard Estate offers a variety of accommodation to suit all tastes. Within this magnificent estate, we offer The Victorian Country House with its contemporary design, the adjacent Garden Mews and the Liss Ard Lake Lodge, a Victorian Dower house. In total there are 25 bedrooms, each one unique and welcoming and waiting to be explored. Whatever your choice of accommodation, a warm Irish welcome awaits you.
Longueville House & Private Rental Co. Cork Location
Set in 500 acres of wooded estate in the heart of the Blackwater Valley, Longueville House is a 1720 Georgian Heritage Mansion owned and run by the O'Callaghan family....
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Marlfield House Co. Wexford Location
Marlfield House is a fine Regency period house set on 36 acres of grounds, close to several renowned golf courses and miles of golden beaches. Formerly the residence of the Earls of Courtown, it was built in the 1830s and opened to guests by the Bowe family in 1978. The 19 bedrooms are filled with flowers, fine antiques and paintings.
The Merrion Hotel Co. Dublin Location
The Merrion, Dublin's most stylish 5-star hotel is situated opposite Government Buildings in the city centre. Created from four Georgian Townhouses and a contemporary Garden Wing, the 143 bedrooms and suites are arranged around two 18th century style gardens.
Mount Juliet Estate Co. Kilkenny Location
Steeped in heritage, Mount Juliet Estate is a stunning walled estate covering 1,500 acres of sprawling countryside in Co. Kilkenny. Famed for the welcome and exceptional service every guest receives, Mount Juliet is 20 minutes from the historical city of Kilkenny and just over one hour from Dublin.
The Mustard Seed Co. Limerick Location
Nestled in the heart of the Co. Limerick countryside is The Mustard Seed, a converted 19th-century convent. This celebrated and comfortable country house is set on ten acres of mature trees, herbaceous borders, orchard and kitchen garden.
Newforge House Co. Armagh Location
Cradled in mature gardens and green fields in the village of Magheralin this Georgian Country House, built in 1785, has been in the family for six generations. Extensive, yet sensitive, restoration works were undertaken over two-years before John and Louise Mathers opened the family home to guests in 2005.
No.1 Pery Square Hotel & Spa Co. Limerick Location
Overlooking the handsome, tree-lined Peoples Park in Limerick's historic Georgian Quarter, No.1 Pery Square is a luxurious and intimate boutique townhouse. Situated just 5 min's walk from the city centre & train/bus station.
Park Hotel Kenmare Co. Kerry Location
Since 1897 many world travellers have enjoyed the pleasure of Park Hotel Kenmare and its renowned restaurant. Set in a heavenly location overlooking Kenmare Bay the hotel is in the heart of Ireland's most scenic countryside.
Rathmullan House Co. Donegal Location
Rathmullan House has a stunning location right beside the sea in the unspoilt northern part of Co. Donegal. It is cocooned amongst lovely gardens and trees which open out on to a beautiful mile-long sandy beach.
Rathsallagh House Co. Wicklow Location
Converted from Queen Anne stables in 1798, Rathsallagh is a large comfortable house situated in 530 acres of peaceful parkland with a walled garden. It is central to some of the most beautiful countryside in Ireland.
Restaurant Patrick Guilbaud Co. Dublin Location
Restaurant Patrick Guilbaud is Ireland's top restaurant, holder of two Michelin stars as well as virtually all the top national and international awards. It is situated in an 18th-century Georgian Townhouse adjoining the Merrion Hotel.
Rosleague Manor Co. Galway Location
A delightfully situated Georgian house overlooking Ballinakill Bay, which has been discreetly converted into a first-class hotel with a Victorian style conservatory and delightful drawing rooms with open log fires. All of the bedrooms are individually decorated and feature fine antiques and paintings.
Tankardstown House Co. Meath Location
The opulent surroundings of Tankardstown await you for a truly unforgettable experience. You may choose to stay in the chic courtyard cottages or in one of the six luxurious bedrooms of the main house, which is also available to rent in its entirety...
Tannery Restaurant, Townhouse & Cookery School Co. Waterford Location
Since Paul and Máire Flynn opened The Tannery in 1997, it has become one of the most original and welcoming experiences in Irish food. What makes it special? There is Paul's cooking, of course – his fresh Waterford ingredients, ever-changing menus and mouth-watering focus on local produce. There is our unique location in the seaside town of Dungarvan, a stone's throw from the Copper Coast and Comeragh Mountains. But most of all, there is the Tannery's knack for serving up that most important of ingredients: a great time.
Viewmount House Co. Longford Location
Discover this boutique gem, a secret tucked away in the heart of Ireland. This magnificent 17th-century country house is complemented by its incredible countryside surroundings, and by the four acres of meticulously-maintained garden that surround it.
Virginia Park Lodge Co. Cavan Location
An 8th-century hunting estate set in 100 acres of beautiful countryside overlooking Lough Ramor
The Wilder Townhouse Co. Dublin Location
Dating from the Victorian Era, with its stunning red-brick facade, The Wilder evokes a real sense of history, perfectly combining its rich heritage with modern elegance and comforts.
Wineport Lodge Co. Westmeath Location
Wineport Lodge has the most unique setting on the edge of Ireland's peaceful Inland Waterways. More than a hotel, this is a luxury lodge with a unique sense of warmth and comfort at every turn. Nestled on the shores of Lough Ree, in an idyllic setting surrounded by native woodland, Wineport Lodge is exceptional in both style and service. With hosts who instinctively ensure you're every need is met, here 4-star luxury comes wrapped in easy humour and effortless hospitality.
The Hideaway at Dromquinna Manor Co. Kerry Location
Perched atop a wooded cliff, The Hideaway is nothing short of a luxurious escape and surrender to nature.
Dunowen House Co. Cork Location
Dunowen House is a luxury 18th-century property on the Wild Atlantic Way, close to Clonakilty. Surrounded by private coves and beaches, guests have the chance to totally experience West Cork.
Glin Castle Co. Limerick Location
Glin Castle, home for 800 years of the FitzGerald family, hereditary Knights of Glin, stands proudly in its 400-acre wooded demesne on the banks of the River Shannon in County Limerick.
Shannon Princess Co. Westmeath Location
The Shannon Princess is a luxury boutique hotel barge cruising the River Shannon in Ireland. Family-run and with a professional crew, the Shannon Princess is the perfect way to explore what the river and her loughs have to offer. Guests on board will enjoy all the indulgent comforts of their own private floating luxury hotel, an unforgettable experience that will create memories forever.
Ireland's Blue Book is a collection of Irish Country House Hotels, Historic Manor Houses, Castles and Restaurants located throughout the island of Ireland. Below is a full list of our houses and restaurants and the map above shows each of their locations.
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text:
Стокдейл () — переписна місцевість (CDP) в США, в окрузі Пайк штату Огайо. Населення — 135 осіб (2010).

Географія
Стокдейл розташований за координатами  (38.957777, -82.857377).  За даними Бюро перепису населення США в 2010 році переписна місцевість мала площу 1,38 км², з яких 1,38 км² — суходіл та 0,00 км² — водойми.

Демографія
Згідно з переписом 2010 року, у переписній місцевості мешкало 135 осіб у 51 домогосподарстві у складі 34 родин. Густота населення становила 98 осіб/км².  Було 60 помешкань (43/км²).

Расовий склад населення:

До двох чи більше рас належало 0,0 %. Частка іспаномовних становила 0,0 % від усіх жителів.

За віковим діапазоном населення розподілялося таким чином: 26,7 % — особи молодші 18 років, 62,2 % — особи у віці 18—64 років, 11,1 % — особи у віці 65 років та старші. Медіана віку мешканця становила 34,5 року. На 100 осіб жіночої статі у переписній місцевості припадало 84,9 чоловіків;  на 100 жінок у віці від 18 років та старших — 73,7 чоловіків також старших 18 років.

Цивільне працевлаштоване населення становило 12 особи. Основні галузі зайнятості: будівництво — 100,0 %.

Джерела

Переписні місцевості Огайо
Населені пункти округу Пайк (Огайо)


This is a guest post from FCU's AVP of Mortgage Services, Byron Zonin.
Buying a home is one of the most impactful and involved financial decision you can make. The process of securing a mortgage and becoming a homeowner can be confusing and overwhelming - so we're here to help. We've written out a step-by-step guide to walk you through the journey to homeownership, from preapproval to getting the keys in your hand.
The preapproval process should start prior to looking for a home. This is your opportunity to discuss all of the different programs that you may be considering with your mortgage loan originator. There is no one size fits all when it comes to mortgage programs, but you Florida Credit union Mortgage Originator will interview you to discuss both your short term and long term goals. During this process, it's important to understand all of the features and benefits of each program - there's more to a mortgage than just the rate! Find out details like what the costs are, will the loan be sold, how long is underwriting, and if there is mortgage insurance during your professional consultation.
Now that you have been preapproved and are shopping for a home, it's important to keep an open line of communication between you, your originator and your realtor. As you are looking at homes, you'll work together to ensure that the property type fits the specific program guidelines of your mortgage, and discuss the impact of homeowner's association fees, taxes and homeowner's insurance to the budget and preapproval.
When you find a home that you'd like to purchase, your realtor must complete a contract. Once ratified, it's important to get your contract to your FCU Mortgage Originator as quickly as possible - there are a lot of items within the contract that need to be complete for closing, and you don't want to hold up the process.
Your FCU Mortgage Originator will make sure to walk you through this process and any documentation you may need to complete. If you ever have questions, be sure to ask! It's better to be completely certain everything is filled out properly than to guess and miss an important step.
Once the disclosures are signed and remaining documents are collected, your file will be submitted to processing and services are ordered. Once in processing, the mortgage processor will coordinate the collection of documents, follow-up with services with third party vendors, and submit to underwriting.
The type of services third party vendors provide include the appraisal, termite (WDO), survey, HOA documents, insurance, the home inspection, etc.
Underwriting is the process of reviewing the documents and services that were ordered such as the survey, title, appraisal, insurance and more. FCU's Underwriters are trained to evaluate the different risks associated with the obtained information, while being conscientious that there is a member at the other end of this transaction. Our underwriters look for ways to help, rather than ways to turn down a loan.
Closing is the formal process that includes completing your contract by signing your loan documents, transferring ownership by execution of a new deed from the seller to the buyer, and paying the seller for your new home. This is when you will obtain your keys and become a new homeowner.
By the time you get to closing you will have already know your payments, amount needed for closing, terms of the loan and obligations under the note.
Now that you've obtained your new financing with FCU, we'll still be here to help if you have questions or concerns. As your mortgage originator, we make it our duty to continue to support you well into homeownership, and even into the ownership of your next home!
If you're ready to get started, contact FCU's Mortgage Team today and find out how we can help you make your dream of homeownership a reality. Contact your local branch, or visit us online at flcu.org today.
If you enjoyed this article, be sure to check out: "Does my mortgage need a rate lock?"
Hi, Tatil! Thanks for the great feedback. We want to provide you with helpful information to make the best decisions for your financial future and life. Thanks for reading!
I really like your post, thanks for sharing.


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text:
PwC forecasts transfer fees could surpass £100m on a regular basis by 2025
Transfer fee for Neymar comes 5-7 years earlier than trends would have suggested
PwC analysis of transfer activity at Europe's top 20 football clubs indicates the biggest transfers could consistently exceed £100m by the 2024/2025 season based on the spending trends of the biggest clubs to date.
PwC has tracked every transfer involving the top 20 ranked UEFA clubs from 2001 to the current window in addition to the 20 largest deals by these clubs in each season to work out an average for both. These have been analysed alongside the progression of club revenues and the world record transfer fees.
The current average for the largest 20 transfer fees this season, excluding the record-breaking Neymar transfer, is £35m, with the overall average being £15m for the top 20 clubs. The average fee for the largest 20 transfers is forecast to grow at a compound annual growth rate (CAGR) of 9% to reach £65m by the 2024/25 season. Fees at the very top end of the market will pass the £100m level more regularly.
Philip Shepherd, partner in PwC's Sports & Leisure practice, said:
"Our analysis indicates that by 2025, £100m transfers will be more prevalent as spending continues to follow the escalating growth of club revenues. The record-breaking sale of Neymar this summer is a unique case, at five times the average price of the next 20 biggest transfers so far this summer. Historically the range for the world record transfer has been between 2.5-3 times the average of the next 20 largest fees. On this basis, we would have expected to see a record transfer fee at the level of the reported fee for Neymar in around 5-7 years' time."
Jonathan Blausten, senior consultant in PwC's Sports & Leisure practice, added:
"Our analysis raises some interesting questions around the relationship between transfer spend and revenue. In the past three to four seasons revenue has grown consistently at 3% per annum faster than average transfer fees, driven primarily by the fast-growing media rights deals and large sponsorship deals reflecting the continuing globalisation of European football. This suggests many clubs aren't fully flexing their muscles in the transfer market yet and we would not be surprised to see a step change in fees at the top of the market."
● Transfer fees quoted from Transfermarkt. Transfermarkt is a Germany-based website that tracks player statistics and transfers over time, for players and clubs across Europe's largest leagues.
● Transfers included as of 3rd August 2017
● Club revenues from company accounts, top 10 highest-earning clubs in each season, indexed against 2001 levels
At PwC, our purpose is to build trust in society and solve important problems. We're a network of firms in 157 countries with more than 223,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more and tell us what matters to you by visiting us at www.pwc.com.
PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. © 2017 PwC. All rights reserved
David Jetuah
Senior manager, media relations, PwC United Kingdom
Manager, Media relations, PwC United Kingdom
Archive Contacts
© 2016 - Sun Jan 17 07:31:47 UTC 2021 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details.


How to Convert CMS page content to html interpretation in Magento 2?
We can convert CMS page content into HTML specific format using native Magento class.
We need to use, \Magento\Cms\Model\Template\FilterProvider class to filter page content in the template file.
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text:
"Energetic" is the first single by South Korean boy band Wanna One. It serves as the lead single of their first extended play, 1X1=1 (To Be One).

Background and release
On the group's reality show Wanna One Go, previews of two songs on the group's debut mini album was shared, "Burn It Up" and "Energetic". Fans were asked to vote on which song they'd like to see the group select as their debut title track. At the end of August 3 episode of Wanna One Go, the result of vote was released and the group's debut title track was announced to be  "Energetic".

Composition
"Energetic" was composed by production team Flow Blow with  Pentagon's Hui and Wooseok, who also produced  "Never", one of the songs included in Produce 101 Season 2 Top 35 concept challenge evaluation; and won 2nd-place position during the show's on-site voting.
Musically, "Energetic" is a dance-pop track with a hint of ballad. It begins with a mellow piano melody which transcends into an electropop chorus.

Music video
The song's accompanying music video is directed by Zanybros, who has directed many Kpop music videos of popular acts such as Mamamoo, AOA and GFriend. The video features the members having fun and playing around in a variety of vibrantly hued scenes, while also showcasing their sharp choreography.

On February 3, 2019 at 4:45 p.m. KST, the music video reached 100 million views, making it the first Wanna One music video to obtain 100 million views as well as the first debut music video from a K-pop boy group to achieve this feat.

Critical reception
Billboard complimented the song for living up to its title as an invigorating dance track, describing it as a song which "bounces between rhythms with ease" and containing "tempo shifts which seamlessly energize the momentum of the song".
It was chosen as the Best K-pop song of 2017 by Billboard critics, with Jeff Benjamin saying that the song is a pristinely produced, dynamic electro-pop gem which celebrates a key moment in the music scene's history.
Korea JoongAng Daily describes the song as a "earworm" which will surely be remembered by both fans and casual listeners. It was also chosen by Dazed Digital as one of the 20 best K-Pop songs of 2017.

"Energetic" was also noted for its "human piano formation" at the beginning of its choreography, which consists of the 11 members emulating the shape of a piano while member Hwang Min-hyun pretends to play on it. SBS News said that the choreography of "Energetic" features a sensual, sophisticated mood on their performance.

Commercial performance
Upon its release, "Energetic" topped six online music charts of six major music sites: Melon, Genie, Bugs, Mnet, Naver and Soribada; and achieved a real-time "all-kill" status. The song peaked at number one on Gaon Digital Chart. It is the group's first single to sell over a million copies in South Korea.

Charts

Weekly chart

Monthly chart

Release history

Sales

Downloads

Streaming

Accolades

References

External links

Korean-language songs
2017 songs
Wanna One songs
Songs written by Hui (singer)
Songs written by Wooseok