text:
Report by the MB
Review of business
DSM Corporate
2016Report by the Managing Board
Report by the Managing Board
Strategy 2018: Driving Profitable Growth
Progress in 2016
Cost reduction and improvement programs
Sustainability results
Extracting value from our partnerships
Building for earnings growth beyond 2018
Concepts & ratios explanation
Over recent years, DSM has been transformed into a truly global company that provides innovative, sustainable solutions in health, nutrition and materials. DSM's Strategy 2018: Driving Profitable Growth focuses on capturing the potential of the business portfolio that has been created and translating this into improved financial results. In the period 2016-2018, we aim to step up our financial performance while pursuing our ambitions in the area of sustainability and expanding our positive impact on the world around us.
People, economies and markets worldwide are being affected by a number of fundamental societal trends. These megatrends – predominantly driven by demographic changes as populations grow (including a shift to the faster-growing countries in Asia and Africa) and people become older, more urbanized, wealthier and more connected – are exerting increased pressure on resources and the food chain. In addition they are engendering new patterns of consumption and impacting the environment. Moreover, there is increased attention to health and well-being. These trends present clear challenges, but also offer opportunities for DSM to profitably grow its businesses by supporting customers in developing science-based, sustainable solutions to meet current and future needs.
DSM's strategy and solutions offering addresses three crucial megatrends.
Global shifts and digital transformation
The accelerating growth of the global population, accompanied by ever more rapid technological advances and the increasing wealth of the emerging economies, is creating a world that is city-oriented, technology-literate, and globally connected. It is also imposing unprecedented demands on the earth's resources and triggering significant societal and cultural changes worldwide. Diets are changing and global spending on housing, transport, lifestyle and energy is on the increase. New technology, hyper-connectivity and big data are impacting individuals, communities, businesses and economies in unprecedented ways, bringing both opportunities and challenges.
Scientific consensus on the link between human activity and climate change is clear, and the full and speedy implementation of the Paris Treaty (COP21) agreements is paramount. In the words of the Marrakech Action Proclamation for Our Climate and Sustainable Development, made at the COP22 UN Climate Change Conference in November 2016, "Our climate is warming at an alarming speed and we have an urgent duty to respond... Our task now is to rapidly build on that momentum, together, moving forward purposefully to reduce greenhouse-gas emissions and to foster adaptation efforts, thereby benefiting and supporting the 2030 Agenda for Sustainable Development and its SDGs." This understanding is speeding up the imperative transition to the (bio-)renewable age and the low fossil-carbon economy.
Advances in medicine, improvements in healthcare, and growing awareness of the importance of good nutrition have created favorable conditions for billions of people to achieve their full potential during the course of long and active lives. Yet these advances are accompanied by massive societal challenges: the growth of diet-related non-communicable diseases in both the developing and the developed world; the aging of the populations of Japan, Europe and North America, for example; and the increasing demand for – sustainable – animal protein in the emerging economies. At the same time, two billion people on the planet suffer from micronutrient and protein deficiencies, and the cycle of deprivation continues from generation to generation.
The DSM Managing Board (from left to right): Stephan Tanda, Dimitri de Vreeze, Feike Sijbesma (CEO/Chairman) and Geraldine Matchett (CFO)
We provide our customers with the innovations and sustainable, science-based solutions they need to meet the demands arising from these megatrends. Orientating DSM's strategy and businesses around these three megatrends not only provides us with the global scope to pursue attractive commercial opportunities across the full range of our abilities. It also ensures that our efforts target some of the biggest challenges confronting society today.
Taking into account these megatrends, and combined with disciplined focus on performance, we have established a three-year strategic plan with two headline financial targets: high single-digit percentage annual Adjusted EBITDA growth and high double-digit basis point annual ROCE growth. We have defined clear actions for DSM to achieve these targets, including outpacing market growth in our businesses, the rigorous execution of cost reduction and efficiency improvement programs which will deliver €250-300 million in savings versus the 2014 baseline, and improvements in our capital efficiency. In support of our growth targets, we are adjusting DSM's global organizational and operating model to create a more agile, commercially focused and cost-efficient company.
We do not expect to engage in large acquisitions in the near future and intend to further monetize DSM's main joint venture partnerships in the coming years.
Besides improving the financial outcomes, we are also stepping up our sustainability aspirations with Strategy 2018, both in our own operations and in the positive impact we want to have on the world around us. DSM's competences and business plans have a strong link with the Sustainable Development Goals. While our activities align with many of the SDGs, our businesses can particularly contribute to SDGs 2, 3, 7, 12 and 13. We have identified key sustainability focus areas in which we foster the development of sustainable markets where our products, value chains, networks and partnerships can have a beneficial impact at scale. More information is given in 'DSM and the Sustainable Development Goals' and throughout this Report.
Our ability to hire, develop, evaluate and manage our talented people is a fundamental strategic enabler for DSM's continued success, and we direct this through our People Strategy 2018.
Our Strategy 2018 aims to unlock the tremendous potential that DSM's business portfolio offers, out-pacing growth in our markets through innovative solutions addressing important global issues, capturing the benefits of organizational optimization and helping our employees fully develop their skills and talents.
Philip Eykerman, DSM Executive Committee
While driving profitable growth throughout the company via the execution of our Strategy 2018, we continually monitor, assess and strive to respond appropriately to societal, macro-economic and segment-specific developments as they occur. Our approach to managing both opportunities and risks in DSM's businesses is embedded in our operating and governance model and risk management approach. For more information see Corporate governance and risk management.
A full description of Strategy 2018: Driving Profitable Growth can be found on the company website: www.dsm.com.
Having designed DSM's strategy update in 2015, the year 2016 has been about implementing Strategy 2018 in our organization and in our markets.
DSM delivered very strong financial results in 2016, with net sales of €7,920 million, up 3% on 2015 (€7,722 million). Group organic sales growth came to 4% on the back of strong volumes in both Nutrition and Materials. Adjusted EBITDA from continuing operations grew by 17% to €1,262 million, clearly ahead of the high single-digit growth we are currently targeting.
DSM's overall Adjusted EBITDA margin (Adjusted operating profit before depreciation and amortization as a percentage of net sales) was 15.9% (2015: 13.9%). In 2016, Return On Capital Employed (ROCE) was up 280 basis points to 10.4% from 7.6% in 2015, also well ahead of our targeted improvement.
The Nutrition cluster had a strong year with 5% organic growth and Adjusted EBITDA up 13% versus 2015. All businesses contributed well to this growth. Adjusted EBITDA also benefited from the efficiency and cost saving programs. The Adjusted EBITDA margin was 18.0% (2015: 16.6%), already achieving the aspired range of 18-20% for 2018.
Animal Nutrition & Health had a very good year, with 8% organic growth, driven by strong volume growth in all regions with the exception of Latin America, due to the weak economic conditions in that region. Prices were up in a number of vitamins and premixes. Human Nutrition & Health delivered a significant step-up in organic growth versus recent years at 4% in 2016. This underlines the successful implementation of the strategy to drive above-market growth through new market initiatives and innovation. One of the highlights of the year was the continued rapid pace of growth for the i-Health range of dietary supplements. The range has proved its popularity in the US and is now also available in a number of other countries.
Our Materials businesses delivered a strong financial performance in 2016, reflecting the success of our differentiated approach of focusing on higher-growth specialty businesses in the Materials portfolio. Volumes grew 4% in the year. Prices were generally down across the Materials sector, including for DSM, as a result of the prevalent low input cost environment created by low oil prices. Adjusted EBITDA was up 13%, driven by strong volume growth in higher margin specialties, the benefits of the efficiency- and cost-saving programs that have been carried out in the cluster, and the support from low input costs. Margins in Materials came in at 17.3% for the year versus 15.2% in 2015. Even when normalized for the approximately one percentage-point of support resulting from the low input-cost environment, this is a significant step-up in profitability, and clearly well above the levels of just a couple of years ago and ahead of the mid-term aspiration of 15%.
Financial targets 2016-2018
Realization 2016
High single-digit percentage annual Adjusted EBITDA growth
High double-digit bps annual ROCE growth
280 bps
Sustainability aspirations 2020
Dow Jones Sustainability World Index
Top ranking (RobecoSAM Gold Class)
65% ECO+/People+ (running business)
GHG Efficiency Improvement
40-45% (2008-2025)
Employee Engagement Index
Toward 75% favorable
0.25 Frequency Index of Recordable Injuries
25% Female executives
60% Executives from under-represented nationalities
From a regional perspective, in North America, economic growth remained steady, with record low unemployment. North America is the only region where all DSM's business groups and Emerging Business Areas (EBAs) have operations and sales grew by 10%. The pace of growth in the EMEA region remains patchy, with some countries and markets developing more strongly than others, influenced also by political events. Regional sales grew by 3%, with good performance in food & beverage and automotive alongside more robust conditions in building and construction.
Sales in emerging economies amounted to 44% of total sales in 2016, in line with 2015. This gives DSM a well-balanced global footprint, putting us in a position to capture opportunities arising from the megatrends in economies such as China, India, Brazil and Russia as well as in the more mature economies of the West.
In China, the economy is rebalancing toward the 'New Normal', whereby domestic consumption has become the most powerful driver of economic growth. Of relevance to DSM, 2016 saw high growth in automotive, and the food industry continued to develop well, while construction-related industries remained volatile. Environmental regulations have sharpened significantly in recent years, leading many segments to seek more sustainable substitutes for traditional materials. Sales in China grew by 6%. In India, GDP growth continued apace and DSM's sales showed a 16% development, supported by an increased awareness of the importance of healthy, balanced diets, and new standards that came into force for the fortification of staple foods. Sales in Latin America declined by 6%. Economic instability, especially in Venezuela and Brazil, and to a lesser extent in Argentina, continued to affect DSM's businesses in the region. At the same time, there is a growing willingness to address obesity and malnutrition by some governments in this region. The economy in Russia showed initial signs of improvement in 2016. A strong localization drive benefited agriculture in particular, which has been positive for DSM's animal nutrition business. Overall, sales in Eastern Europe were up 6%.
DSM's innovation strategy aims at developing the best, most sustainable and commercially viable solutions to continue to meet current and future market needs and to support DSM's further profitable growth. Innovative and improved products and solutions typically have above-average margins, contributing directly to Adjusted EBITDA growth as well as top-line growth. Innovation sales, defined as sales from products and solutions introduced in the last five years, made up 22% of total sales in 2016 (2015: 24%), in line with our aspiration to maintain a level of around 20% going forward for DSM as a whole. We see this as a healthy proportion in view of the overall balance of our product portfolio and product life cycles. R&D is crucial to the realization of DSM's innovation strategy, and most of the expenditure in this area is directed toward business-focused programs. The overall spend on R&D came to €426 million in 2016, or 5.4% of sales.
Our three EBAs – DSM Biomedical, DSM Bio-based Products & Services and DSM Advanced Solar – continued to progress during the year. We saw solid volume growth in our Biomedical activities: worldwide, a medical device containing DSM's specialty biomedical materials is now being implanted into someone's body on average once every nine seconds. In Bio-based Products & Services, we have made strides together with our partner POET to bring the cellulosic bio-ethanol plant in the US toward full capacity. Furthermore, we are leveraging the expertise and the products we have built up to create new business in making the production of all generations of biofuels more efficient and sustainable. Our Advanced Solar business for solar energy materials again performed well in 2016, outpacing market growth. We also added an innovative new backsheet technology to our portfolio in this segment. Taken together, the EBAs delivered €16 million in Adjusted EBITDA. DSM's Innovation Center reached Adjusted EBITDA break-even overall in 2016 as planned.
For detailed information on DSM's financial results in 2016, see Profit in 2016. For more information on innovation and R&D, see Innovation Center.
DSM has instigated extensive cost-reduction and improvement programs which will deliver €250-300 million savings versus the 2014 baseline. In 2016, all these well-identified programs progressed as planned and the programs are on track to deliver the targeted benefits.
Sustainability is our core value. As such, we have expended much time and effort over the years in embedding sustainability across our business activities, both in recognition of our responsibility to reduce DSM's environmental footprint and in developing sustainability into a strategic and successful business growth driver. We harness our strong science competences to create and deliver higher-margin, profitable products and solutions that have a positive impact on our value chains and help address global challenges. In 2016, our Brighter Living Solutions comprised 63% of total sales. For more information on what makes our solutions different, see 'Brighter Living Solutions'.
We are proud that DSM was named the global leader in our industry group in the Dow Jones Sustainability World Index in 2016. This top ranking means that in 2017 DSM will continue to have RobecoSAM Gold Class status.
We have set targets to drive sustainable operations at DSM relating to greenhouse-gas and energy efficiency, employee engagement, safety and diversity. These headline targets with a longer-term horizon are supported by a wide range of measures. In 2016, we made good progress in reducing our operational environmental performance, improving both our greenhouse-gas and energy efficiency in the year toward the targets we have set. This included taking a significant step in the amount of electricity we purchased from renewable sources. To read about our aims and performance in detail, see People in 2016 and Planet in 2016.
We have defined three key focus areas in sustainability for DSM based on global societal trends that are affecting people, economies and markets. These are nutrition, climate & energy, and circular & bio-based economy.
In nutrition, DSM has unique expertise in developing products to positively impact global nutrition, health and development in support of SDG 2 (Zero Hunger), which aims to end all forms of malnutrition by 2030. We work together with cross-sector partners to help make good nutrition aspirational, affordable and available to all. Our strategic partnership with the UN World Food Programme reached over 28 million beneficiaries in 2016. For more information, see 'Nourishing the Base of the Pyramid', Cross-sector nutrition partnerships and Nutrition.
Effectively tackling climate change is a responsibility and also a business opportunity. We focus on reducing DSM's own carbon footprint, enabling the low fossil-carbon economy with products and solutions and advocating climate action. In April 2016, our CEO Feike Sijbesma was named Co-Chair of the Carbon Pricing Leadership Coalition, which was launched by the World Bank and the International Monetary Fund in 2015. DSM also agreed to participate in a unique partnership for renewable energy from Windpark Krammer in the Netherlands. See Planet in 2016.
We are committed to securing the future availability of natural resources, and to unlocking more value from the limited resources that are available. At the end of 2016, the DSM-Niaga joint venture announced its readiness for commercial-scale production of 100%-recyclable carpets. For more information, see Materials.
We look to foster the development of sustainable markets in these areas where our products, value chains, networks and partnerships can have a beneficial impact at scale.
The DSM Employee Engagement Index expresses how our employees rate DSM in terms of commitment, pride, advocacy and satisfaction. The survey held in 2016 resulted in an engagement index of 71% (2015: 69%), just ahead of the global standard of 70%. This is a good result, especially in light of our ongoing transformation to a new organizational and operating model. Our aim is for this outcome to move toward 75% favorable by 2020.
The members of the Executive Committee are the Managing Board members Feike Sijbesma (CEO/Chairman), Geraldine Matchett (CFO), Stephan Tanda (Nutrition) and Dimitri de Vreeze (Materials), as well as Chris Goppelsroeder (Nutritional Products), Philip Eykerman (Strategy and M&A), Peter Vrijsen (People & Organization) and Rob van Leen (R&D and Innovation)
We are well on track with the adjustments to our global organizational and operating model to support DSM's growth and create a more agile, commercially-focused and cost-efficient business. We strengthened DSM's management structure in 2015 by establishing an Executive Committee, which has enabled faster alignment and operational execution by increasing focus on the development of the business, innovation and people. The Executive Committee's efforts are primarily aimed at defining the overall strategy and direction; reviewing business results and functional and regional strategies; budget-setting; and people and organization.
Programs in our new target operating model to globally leverage cross-company support functions in areas such as HR, Indirect Sourcing, Communications, Finance, Legal and ICT are well underway. In support of this transformation, we continued to anchor and embed our new way of working and ONE DSM culture, driving changes in mindset and behaviors. The changes implemented are aimed at establishing DSM as a results-driven, high-performance organization.
We further embedded the DSM Leadership Model in our key processes of hiring, developing, evaluating and managing talent across the organization and for building high-performing teams. We also rolled out a new talent management approach across the company in 2016. We will continue to invest in our talent pipeline to ensure that we can sustainably address the future challenges and demands placed on us.
For more information about our organization and employees, see People in 2016.
DSM has established joint venture partnerships for its former pharma activities (DSM Sinochem Pharmaceuticals and Patheon) and for the remaining bulk chemical businesses (ChemicaInvest). These partnerships have been created with a view to ultimately exiting and monetizing these businesses, and we expect to extract significant value from them in the coming years.
We took a first step in 2016 with the sale of 4.8 million ordinary shares in Patheon N.V. in connection with the IPO of Patheon N.V. in July, resulting in a gain of €232 million. Following this transaction, DSM now holds approximately 48.7 million ordinary shares, or approximately 34% of Patheon N.V. For more information, see Partnerships.
DSM has set itself strategic targets for the period to 2018. This shorter three-year period is intended to channel the organization's focus and forcefully drive achievement of the step-up in financial performance at which the company aims, creating more value from the promising portfolio we have built over recent years. At the same time, we are also preparing for further longer-term growth; DSM's business cycles are typically longer than the three-year period to 2018. The company has a range of key business and innovation projects across the clusters that will drive earnings growth beyond 2018 and we will continue to develop more initiatives in light of market dynamics.
© 2017 Koninklijke DSM N.V.


There shall be a day... which is very near.
When much of what people have shall dissappear.
As the economy all around us begins to fall.
Who is solid and true!
He will be there for you!
and will never let you down!
His love is complete... steadfast and sure.


Encore has been retained as the historical architect for the renovations of the Ebenezer African Methodist Episcopal Church in Baltimore, MD. As part of the conditions assessment Encore staff needed to visually assess hard to reach parts of the building. Due to the height of the tower, the density of the surrounding buildings and the high traffic on West Montgomery Street, the use of a swing lift was not a feasible solution. Thankfully, Nakita and Ward spoke at the recent APTDC Preservation Technology Symposium and met Terry Kilby of Elevated Element. Encore retained, Elevated Element, a Baltimore based drone company was able to use a drone to complete the visual assessment. Since it was a limited flyover on a small building, within the course of 1 day Elevated Element was able to capture the photos and stitch them together into a 3-D image. The drone was able to produce over 200 high quality images that Encore was able to use in for its visual assessment of the building.
← Check out the Ruth Starr Rose Exhibit!


Luxury trains guarantee that a phenomenally superb voyage anticipates the explorer who chooses to skirt the exhausting, cramped style of plane venturing out and rather needs to travel that is not extremely time bound but then brilliantly sentimental. Nextgenirctc offers most authentic information about royal trains.
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$20 registration fee, At days end, we will tally up votes for fan favorite car and the winner will choose which charity to give the donations to. And will have their name inscribed on a plaque which will be displayed in the funeral home.
Come and enjoy a barbeque and some refreshments!!
Folks, As our car show date draws near, Sunday, June 3!! I would like to reach out to you as a favor. I young man (58) has passed away. Mr. Todd Slaunwhite. His Next of Kin, Sherri Kirby has mentioned to me that he was a car enthusiast, in fact he has a mustang of his own which she is going to have brought to the service (It is Wednesday May 16th at 2:00 pm). I�d like to extend the invitation to all of you and anyone you might know, this is an invitation to bring your cars to the service to show your respects. Don�t feel pressured to, its not necessary by any means, but I thought it�d be a pretty neat gesture and a fantastic surprise. There�s no procession to the cemetery, however, I would love to see classic car support, all parked in procession in front of the funeral home.


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Q: Ubuntu Touch - Dekko email not opening browser link When I receive an email with a browser hyper-link in it (such as a Facebook notification email), when I click on the link, the browser is not opening up. I click on the link and the "Open browser" confirmation box appears, but when I click OK, the browser is not opened.
I am not sure if this is a Dekko issue or if there are any settings in Touch that I need to turn on to allow the browser to open.
Any help would be great.

redpajama_set_name: RedPajamaStackExchange


Gorgeous fine-line artwork, and a very strange story of an old antiquarian dealer who somehow gets wrapped up with a man who cannot die...Mort Cinder. As the multiple stories develop, our elderly protagonist actually goes along with Mort into the past to experience World War I and other historic events. Very strange, very unique. I'd always heard good things about this strip, and it has not disappointed. Love the art.


Below please find the Weingart Foundation's grant guidelines. We strongly suggest you first read the Foundation's FY 2019 and FY 2020 Program Plan before reviewing these guidelines. This will provide you with a greater context and understanding of our current strategic grantmaking priorities.
The Weingart Foundation's grantmaking is based on our commitment to building a Southern California where inclusion, opportunity and well-being are available to all people—a place where diversity is celebrated and justice flourishes. We strive to advance racial, social and economic justice for all, particularly for those who have historically been excluded due to their race, income level, gender, religion, immigration status, disability, age, sexual orientation, or zip code.
Realizing this vision requires community-driven solutions and strong community-based organizations. Therefore, the Foundation's grantmaking is designed to strengthen the capacity and effectiveness of nonprofit organizations, collaboratives, and coalitions working to meet essential needs, expand opportunity and eliminate structural barriers to equity.
The Foundation supports nonprofit organizations, collaboratives, and coalitions that provide quality essential direct services in the areas of human services, health and education for individuals and communities facing the greatest barriers to opportunity and inclusion. Equally important, we also support those engaged in community organizing, advocacy, civic engagement and other movement building activities to achieve positive social change.
Recognizing the importance of grassroots organizations, the Foundation supports nonprofits of various sizes and at different levels of developing their capacity and infrastructure.
Demonstrates a commitment to equity, diversity and inclusion in governance, staffing, organizational practices and collaborative relationships.
The Foundation primarily makes multi-year Unrestricted Operating Support (UOS) grants. UOS is our main vehicle for building the capacity and effectiveness of nonprofits, collaboratives and coalitions that are working to achieve equity in our most under-resourced communities. In addition to UOS and on a select basis, the Foundation also provides support through our Special Opportunity and our Program Related Investment funds. For organizations that meet the baseline criteria listed above, the Foundation offers several grant opportunities.
We strongly suggest you first read the Foundation's Working with the Weingart Foundation page before submitting a letter of inquiry. Please review the complete guidelines for each grant opportunity you are considering applying for via the links below.
Youth Organizing Capacity Building Initiative: Request for Proposals - The deadline for this grant opportunity was on December 18, 2018. This request for proposals is now closed. For questions, please contact Karren Lane, program officer, at klane@weingartfnd.org or 213-688-6306.
In addition to our longstanding focus areas of human services, health, and education, the Foundation has identified several areas of special interest that we have prioritized to amplify our impact in advancing equity. Organizations seeking funding within our areas of special interest may submit letters of inquiry for Unrestricted Operating Support at any time. Organizations seeking other types of support should first contact a member of our program staff. For more information on our goals and strategies for each area of special interest, please click on the links below.
An organization that is certified as tax exempt under Section 501(c) (3) of the U.S. Internal Revenue Code and is not a private foundation as defined in section 509(a) of that Code is eligible for consideration. The Foundation does not fund Section 509(a) (3) Type III non-functionally integrated supporting organizations.
Audited financial statements for the most recently completed fiscal year are required of all organizations in existence for more than five years and with operating income of $500,000 or more.
Organizations with annual income under $500,000 or agencies founded within the last five years must submit an independent review of their financial statements, completed by a Certified Public Accountant.
Applicants that cannot meet the financial documentation requirements may be eligible for an exemption on a case-by-case basis upon review of the full application.


There are countless ways to holiday in Thailand - luxury resort stays, cheap and cheerful backpacking trips, party-centric island hops and head-clearing yoga retreats to name a few. And if you're going on honeymoon in Thailand, it's also wise to make room for the highlights, especially if it's your first time in the country!
Some parts of Thailand are simply too marvellous to miss, so whether your plans revolve around touring temples in Ayutthaya, kicking back on the (relatively!) peaceful Railay beach, or finding the best street food in Chiang Mai, you should set aside time for widely-adored destinations like Ko Samui and Chiang Rai too.
And you're in luck if Thailand is on the top of your honeymoon wish list! We've put together a two-week sample itinerary for you to work from, although we won't blame you for following it to a tee… actually, we think that would be pretty darn fabulous!
It's also important to note that any prices given are rough estimates.
Most international flights land in Bangkok, so this is where you'll start your Thai adventure! Dive head-first into the culture by visiting a market (Wang Lang, Or Tor Kor or Chatuchak on weekends) for browsing and snacking on local dishes like deep fried pork, rich noodle soups and filled breads. Blow off the dust of your long-haul flight with a traditional Thai massage, but don't be afraid to ask the masseuse to go easy on you if you're feeling delicate. Chinatown is your spot for dinner - look for food stalls that appear to be popular with the locals! Budget will dictate where you stay, but there are equally great options for those seeking five-star luxury (The Mandarin Oriental, The Siam, The Waldorf Astoria), boutique and boho alternatives (Shanghai Mansion) and budget accommodation (Lub d Bangkok Silom).
Kick off a day of sightseeing with the iconic Grand Palace and the giant, golden reclining Buddha at Wat Pho. Venture north east to see Wat Saket with its gilded stupa and take a boat over the Chao Phraya river to the beautiful and not-too-crowded Wat Arun temple, where it's worth sticking around to watch the sun set over its distinctive prang or spires. For dinner, take advantage of Bangkok's exciting fine dining scene with a world class meal in Nahm (Thai), Zuma (Japanese), Sushi Ichi (Japanese), or L'Atelier de Joel Robuchon (French), priced from as little as €50 per person. Fancy a drink? Take yourself over to Sukhumvit on the city's east-side for a spot of barhopping.
Travel to Ayutthaya on a guided day trip from Bangkok or hire a taxi and driver for the day. Both options should cost around €60. Here, you'll drink in the crumbling temples of the one-time Siamese capital, including the impressive pagodas at the Historical Park and the beautiful monastic ruins at Wat Mahathat, where you'll find a Buddha intertwined in the roots of a tree. Grab lunch at one of the restaurants at Wat Mahathat and don't leave without trying local favourite Roti Sai Mai, Thailand's impossibly Instagrammable answer to cotton candy.
Fly Bangkok to Chiang Mai. There are dozens of flights daily with various carriers and you should be able to secure a one-way seat for €20 to €60.
Your first stop is the famous Warorot Market, where you can buy just about anything - handcrafted textiles and jewellery, as well as the usual, tourist-friendly fare. It's worth springing for a food tour to get an insider's recommendations but it's also fun to let your stomach guide you - must-eats include spiced lemongrass sausage and jackfruit curry.
Don't miss the flower and fruit and vegetable markets on the river side - the colours are just incredible! Next, head west to the Old City and get lost down its many charming little laneways.
Chiang Mai has a growing coffee culture so grab a cup on your way to the National Museum or the Lanna Folklife Museum. You're spoiled for choice with accommodation in Chiang Mai - you'll find everything from quaint B&Bs (Baan Orapin Heritage B&B) to luxury suites (137 Pillars).
Venture outside the city to the stunning working monastery at Wat Phra That Doi Suthep and climb the 309 steps for an exquisite panoramic view of the city. Animal attractions aren't always a good choice in Thailand, but the Elephant Jungle Sanctuary about 40 miles outside the city, is one of the few centres where humans interact with animals in a safe environment. Set up by Chiang Mai locals and hill tribes, it invites visitors to feed bananas to the elephants and watch them wash off in the river.
On your way back into the city, stop off to admire the Silver Temple, featuring the highly-skilled silverwork of local craftsmen.
Travelling to Chiang Rai by private car or taxi costs around €30 to €40, and it's really worth spending a bit extra for a driver who will accompany you on a few stops. Start by visiting the idyllic mountain village of Doi Pui, north of Chiang Mai, where you'll see in locals in traditional dress and can treat yourself to some beautiful and truly unique Hmong crafts. Another worthwhile stop is the temple at Doi Saket with its enormous gold Buddha statue.
Take a break from history with the otherworldly white temple at Wat Rong Khun, the work of local artist Chalermchai Kositpipat which dates from 1997, then hire a driver to take you up into the mountains to Doi Mae Salong, a Chinese village with great views and serious charm.
Head back for dinner at Chiang Rai's night market, where you can sample exotic delicacies like fried grasshoppers, silkworms and beetles, or, for something more familiar, try Thai hot pot, vegetable tempura or one of the vibrant and elaborate fish dishes on offer. For a place to stay, western travellers love the Baan Jaru and Le Patta hotels.
Fly from Chiang Rai to Krabi non-stop via Thai AirAsia (two flights daily). A seat should set you back €20 to €40. Travel straight to Railay Beach via a taxi (about €12) to Ao Nang and a 15-minute boat ride (about €3), and lay your heads down at one of the many affordable resorts if you're keeping an eye on the pennies, or the impossibly luxurious Rayavadee if you're not.
You've earned yourself a beach day! Depending on your accommodation, you may have to take a longboat to the beach, but the journey will be quick and pleasant. Take in the glorious scenery and find yourself a spot on the sand. If you can sacrifice an hour of lounging, hike up to the viewpoint for a jaw-dropping view and climb down for a dip in the nearby lagoon. Food stalls will keep you topped up with water and snacks, including the unmissable Thai condensed milk pancakes.
Travel to Koh Lanta by Tigerline speedboat (1 hour, around €40) or Ao Nao Princess Ferry (2 hours, around €12). You could easily spend the day enjoying one of the island's postcard-perfect beaches but we do recommend a stroll around Lanta Old Town in the south part of the island, where you can take advantage of the Andaman sea location with a seafood lunch in one of the laid-back local restaurants. Stay in an authentic fishing house (Lanta Pole Houses) or a luxury resort (Pimalai Resort and Spa).
Return to Krabi for a flight with Bangkok Airways to Koh Samui (one flight daily, about €90). Now's the time to splash out on a boutique resort - try Zazen or Hansar Samui in Bo Phut. There's plenty to do on this picturesque island - see mountain farms and waterfalls on an Eco Jungle Safari Tour, and visit the beautiful, crimson Wat Sila Ngu, a temple perched right on the ocean. Of course, we won't blame you if you just want to lounge on one of the palm-fringed beaches for the day!
Take the ferry to the nearby Koh Tao island (€10 to €15 each way) for another day of beautiful beaches and some world class scuba-diving and snorkelling.
Fly back to Bangkok from Koh Samui at a cost of around €100 to €130, or take the ferry to Suat Thani and an overnight train from there for about €30. If you have time left on Koh Samui and you haven't been yet, head out to the lovely, low-key Fisherman's Village for some fresh seafood, a massage and another Thai must-eat - mango with sticky rice!
Fly home from Bangkok, but not before you've had one last meal in one of the many stalls and restaurants in the buzzing Saphan Taksin and the Bang Rak area of town. Fit in a stroll through the tranquil Lumpini Park too, if you can.
Check out our guide to the most amazing places to stay in Thailand.


From 6th April 2012 the maximum amount that can be drawn from a registered pension without triggering a tax charge will fall by £300,000 from £1.8m to £1.5m. This means that anyone holding a pension fund valued above this threshold after April could be subject to tax at a rate of 55%.
However, under a measure to ease the transition for those at the cusp of the new limit, the government is allowing individuals to lock in to the higher £1.8m allowance by applying for 'fixed protection'.
However, she also said that individuals should bear in mind that once they have gained fixed protection, they must stop all pension contributions. "Because of this condition, making a decision will be complex for some – and advice will be needed", she said.
Advisors also warn that some investors could lose access to tens of thousands of pounds in tax-free cash after April 6th if they fail to act.
At present, individuals aged 55 or over can take ¼ of their pension savings up to the current LTA of £1.8m in tax-free cash, ie a maximum of £450,000. But from April 6th; pension investors will only be able to draw 25% of £1.5m or £375,000 unless they have applied for fixed protection.
"This represents a potential fall of £75,000 in the amount individuals can draw as tax-free cash and equates to £150,000 of gross income for 50% taxpayers, or £125,000 for 40% taxpayers." Mike Fosberry, financial services director at accountancy and investment management group Smith & Williamson said.
"It is essential that pension investors aged 55 or over with larger pension pots take urgent action to review their tax free cash position before April this year, when the lower threshold kicks in." He added that savers who have already registered for 'primary' or 'enhanced' protection of their pension funds, under the so-called A-Day pension reforms of 2006, will not escape this cut if their tax-free cash position was not protected at the time.
Applications for fixed protection need to be received by HM Revenue & Customs before April 5th 2012 and can only be made by sending a completed AP33227 form by post.


"LINCOLN ON LEADERSHIP: EXECUTIVE STRATEGIES FOR TOUGH TIMES"
Throughout his life, Lincoln learned and honed his abilities and skills for effective leadership and persuasion. According to his contemporaries, he was committed to effective communication (Phillips, 1992, p. 145). In fact, he was so renowned for these skills that when Stephen Douglas was informed that he would be running against Lincoln for the U.S. Senate in 1858, Douglas called Lincoln "the strong man of his party -- full of wit, facts, dates, and the best stump-speaker with droll-ways and dry jokes in the west" (Phillips, 1992, p. 146). Lincoln realized the value of communication by public speaking, including extemporaneous speech (Phillips, 1992, p. 146). Consequently, he thoroughly prepared for every public speech (Phillips, 1992, p. 147). Even his initially ungainly appearance was overcome by his eloquence and preparation; so much so that one observer stated Lincoln was "transfigured" into a speaker who brought the cheering crowd to its feet (Phillips, 1992, p. 148). As Phillips states, "He combined a well-rounded, albeit self-taught, education with wit and sincerity to serve as the nucleus of the archetypal communicator" (Phillips, 1992, p. 153). Even the most contentious leaders of his day were forced to recognize Lincoln's powers of leadership and communication.
Seeking to help other public speakers, Lincoln composed a number of principals for effective speaking. Knowing that some speaking abilities are inherent but must be honed and that other skills must be taught, he encouraged public speakers to: be the best stump-speaker, with droll ways and dry jokes; use extemporaneous speaking as an "avenue" to the public; use several types of body language when speaking; prepare thoroughly; never deem anything written to be finished until it is published or deem any speech finished until it is delivered; sometimes you should be silent and communicate that to your audience; try to avoid mistakes because people are listening in earnest and a mistake can affect you and whatever you represent; and often use documents with verbal discussions to grasp the idea with two senses (Phillips, 1992, p. 154). The shrewdness and conscious development of Lincoln's deceptively simple-looking approach is unmistakable in these principles.
Lincoln was also an excellent conversationalist. His contemporaries remark upon his ability to speak easily with a wide variety of people (Phillips, 1992, p. 155). Upon their first meeting, Carl Shurz, who eventually became a Union general said, "He received me with an off-hand cordiality, like an old acquaintance ... and we sat down together ... [he] talked in so simple and familiar a strain, and his manner and homely phrase were so absolutely free from any semblance of self-consciousness or pretention of superiority, that I soon felt as if I had known him all my life" (Phillips, 1992, p. 156). Part of his charm was his humor and ability to tell a humorous story to make his point (Phillips, 1992, p. 158). Lincoln was well aware of the importance of good story-telling. He used story-telling as an "emollient" to save friction and distress when giving a refusal or rebuke (Phillips, 1992, p. 159). He understood the importance of being able to communicate privately as well as publicly in order to motivate people, discover what they are thinking and win their loyalty, a principle that is vital to effective business leadership (Phillips, 1992, p. 160). Even today, leaders recognize and develop these skills to be the most effective leaders possible.
Lincoln's deep understanding of conversation, story-telling and humor led him to compose even more principles for communication and leadership. Once again dropping his simple-seeming demeanor to educate other would-be persuaders, he encouraged to: try not to leave any individual with an unpleasant impression by or about either of you; use simple and familiar "strains" with people so they will feel like they've known you all their lives; humor is an important aspect of persuasion; a good laugh is good for mental and physical digestion; a broad and humorous illustration can most easily influence people; a short story can illustrate your point-of-view while avoiding a long discussion or explanation; an appropriate story can blunt the sharpness of a refusal or rebuke; and loyalty is often won through private conversation (Phillips, 1992, p. 161). By promoting these simple, effective skills, Lincoln focused on educating persuasive leaders for generations to come.
All the above communication skills are vital to effective leadership. Organizations flourish or perish because of their leaders' ability to personify and communicate the company's vision (Phillips, 1992, p. 162). "Vision" is knowing where the company is going, being passionate about it and being able to articulate it plainly and succinctly (Phillips, 1992, p. 162). An effective vision endows people with power and formulates for the future while having origins in the past (Phillips, 1992, p. 163). It is the vision that inspires, empowers, leads and accomplishes goals.
Lincoln's leadership during the U.S. Civil War is an exemplary lesson in leadership with an effective vision. As our Civil War president, he justified and explained the Union force's drastic action with the nation's foundational principles (Phillips, 1992, p. 163). One of the most important foundational principles is liberty in the forms of equality and personal freedom, which Lincoln continually stressed as founded in our past, important for the present and a hope for the future (Phillips, 1992, pp. 163-5). His simple and effective style was to continually rejuvenate the values on which the country was founded, calling on the past, relating them to the present and linking them to the future (Phillips, 1992, p. 166). Perhaps the simplest and most eloquent example of his well-honed leadership skills is found in the Gettysburg Address, a two-minute speech in which he linked the past, present and future in such a way that it is still considered one of his finest moments, more than 150 years after it was delivered (Phillips, 1992, p. 167). It is a small wonder that this speech is admired, repeated and examined to this day.
Modern day scholars use that short but eloquent speech to illustrate Lincoln's principles on communication and leadership. The Gettysburg Address is used as a roadmap to: give a clear, concise statement of the organization's direction and justify your actions; reaffirm, reassert and remind everyone of those basic principles whenever and wherever you can; you must persuade rather than try to force an effective vision; your leadership style must be used to harness your vision; aim for the common people to understand your vision; for renewal, call on the past, relate it to the present and link them to the future; ensure that critical human talent and energy are released to ensure the success of your vision (Phillips, 1992, p. 169). This was perhaps Lincoln's most emphatic lesson about direction for leaders of all times.
John Kennedy's "Abraham Lincoln: Lessons in Leadership" applies modern theories of communication and leadership to examine Lincoln's classic embodiment of both. As Kennedy illustrates, Lincoln fits every modern theory of leadership: the "Big Five" factors of intelligence, self-confidence, determination, integrity and sociability. (Kennedy, 2013, p. 4); the "Three Skill" crucial aspects of the human dimension, the conceptual dimension and the technical dimension (Kennedy, 2013, p. 4); "Situational Leadership" through the directive, coaching, supporting and delegating styles, matching his leadership styles to abilities and development levels of his followers (Kennedy, 2013, p. 5); and situational leadership's complementary style of "Transformational Leadership," in which Lincoln generated an attractive vision for his followers, successfully articulated the vision and enabled his followers to live the vision (Kennedy, 2013, p. 6). Examining several theories of leadership, Kennedy found that Lincoln embodied the best of each theory.
"Analyses of Lincoln S Leadership and Communication Skills." 13 March 2016. Web. 21 April 2019. <https://www.essaytown.com/subjects/paper/analyses-lincoln-s-leadership-communication/4154561>.
"Analyses of Lincoln S Leadership and Communication Skills." Essaytown.com. March 13, 2016. Accessed April 21, 2019.


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Home > Who We Are
For over 100 years Hoosier Heartland State Bank has been committed to the communities we serve. We are dedicated to our Mission, Vision and Values and we conduct business in accordance with these standards 100% of the time.
It is the Mission of Hoosier Heartland State Bank to be an industry leader in redefining what it means to be a Community Bank. We believe the characteristics that define a Community Bank and Hoosier Heartland State Bank are:
1. Giving 10% of our annual net income back to the communities we serve.
2. Giving back of our time and talents to the communities we serve. Our standard as an organization is 10,000 hours per year.
3. At least quarterly, employee owners conduct service projects that directly benefit those in need.
4. We are committed to the success of our clients through a process of consultation and recommendation as we form long term relationships.
Where every customer says: "My Banker treats me like Family and has changed my Life!"
Through our values, we create a culture of service that supports our Mission and Vision.
Our values are:
I Own This
Love Your Job
Your Success Matters
In 2002, Hoosier Heartland State Bank became an ESOP (Employee Stock Ownership Plan) Company. As employee-owners, we have a real interest in the bank's success. Our employees exhibit "Pride of Ownership" and understand that we succeed only when our clients succeed. We are a family of dedicated employee-owners who work hard to keep Hoosier Heartland State Bank growing and healthy. As employee-owners, we understand that our future is directly tied to the quality of service we provide and the value we bring to our community. Putting a smile on every face takes on special meaning when you are an owner.
On December 1, 1899, The Linden State Bank in Linden, Indiana was formed. The bank was founded as a Community Bank with the purpose of supporting agriculture, local commerce and the citizens of Linden and Montgomery County. On January 1, 1920 the Farmers State Bank in New Ross, Indiana was organized as a Community Bank. As the name implies, it was also founded with the purpose of supporting agriculture while serving the citizens of New Ross and surrounding communities. In order to increase efficiency, reduce operating costs, and better serve our communities, Linden State Bank and Farmers State Bank merged on April 17, 2009 and became Hoosier Heartland State Bank. Today, Hoosier Heartland State Bank has 6 branches serving 9 counties in West Central Indiana. Over the years, government regulations and technology have impacted the manner in which we conduct business. However, we have never deviated from our original purpose as a Community Bank.
Bank Directors (By Background)
Banking:
William E. Etcheson, III, Chairman Bradley J. Monts
Farming:
Robert H. DeVault David A. Rhoads Brian J. Buck
Law: Community Foundation:
Patricia L. Sosbe, Vice-Chairman Kelly S. Taylor
Lawrence A. Smith Mitchell K. Allen
Bank Officers
Bradley J. Monts William E. Etcheson III Trent D. Smaltz
President CEO Chief Lending Officer
Tammy S. Harshbarger William L. Wagner III Jamie McCumber
V.P. – Ag/Commercial Lending V.P. - Commercial Lending V.P. - Operations
Blake Zachary Zach Hockersmith
V.P. - Technology Assistant V.P. - Retail Sales

redpajama_set_name: RedPajamaCommonCrawl


NEC Programmer is a ECU Dash Programmer or ECU Flasher designed for Vehicles using the NEC MCU such as Citroen,Peugeot,Hyundai,Honda,Suzuki,Renault,Opel,Alfa,Chevrolet (please refer to the Applicable Models below) that allows you to modify/reprogram your car's computer or correct the odometer reading!
Attention: This product only have com port,do not have USB connector.
This device is a Dash Programmer or ECU Flasher designed for Vehicles using the NEC MCU such as Citroen, Peugeot, Hyundai, Honda, Suzuki, Renault, Opel, Alfa, Chevrolet (please refer to the Applicable Models below) that allows you to modify/reprogram your car's computer or correct the odometer reading!
2. Requires only a computer with a Serial Port Connection.
2. Correction of Odometer Reading.


Octane AI: Run marketing campaigns over Messenger with 20x conversion rates.
If you could rebuild Facebook, what would you change?
Hi! I'm Ben Parr, co-founder and CMO of Octane AI, the platform for conversational commerce and Messenger marketing for ecommerce. I'm the author of Captivology: The Science of Capturing People's Attention. I also advise brands like Lufthansa on attention and growth, and I write a monthly column for Inc. I'm the former Editor of Mashable and a member of the Forbes 30 Under 30.


Finding the right nursing home can help you or your loved one feel safe and cared for.
A good first step to choosing a nursing home is to make a list of homes you might be interested in. Talk to family, friends, doctors, and others to get recommendations of good nursing homes.
If you can, it's good to plan ahead so you have time to learn all you can about the nursing homes you're interested in. If you need to make a decision quickly, try to visit the nursing homes on your list at least once before you choose. Make sure you understand the cost and payment options for each nursing home.
How can you be sure you're choosing the right nursing home?
As you look at the choices before you or your loved one, pay special attention to the cost of each nursing home, how each one feels to you, where it's located, and the levels of nursing care it provides. Does the nursing home provide enough help with daily tasks? Is 24-hour nursing care available?
Does the nursing home feel right to you or your loved one?
Is the nursing home clean and odor-free? Are there smoke detectors and sprinklers? Are there handrails where you would need them?
Do the residents seem clean and comfortable? Is the staff responsive and friendly to them? How long does it take for a resident's call lights to be answered?
Are individual rooms available, or will you share with another resident? Can you bring your own furnishings? Will you have your own bathroom, or are these shared?
Do residents with special needs, such as dementia or Alzheimer's disease, live in separate areas?
Does the nursing home have a social director who plans events for the residents? Are religious services held? Is a hairdresser or barber available?
Can the nursing home provide the kind of care you need?
Will your doctor be able to direct your care? If not, find out how often the nursing home's medical director personally visits each resident.
Can you see the state licenses for both the nursing home and the administrator? Both should be licensed in the state where the nursing home is located.
Can you see a copy of the nursing home's most recent state inspection report?
Does the nursing home have adequate, qualified staff?
Does the nursing home staff have experience caring for people with your unique needs?
Is the nursing home able to retain qualified staff members? One good way to find out is to ask how much staff turnover there is.
What is the education level of the staff? Does the staff get regular educational training?
Does the nursing home screen potential employees to make sure that it doesn't hire people with a history of abusing others?
How will you pay for your stay?
How much does the nursing home cost? Price can change depending on the nursing home and the type of care offered. Talk with your family, social workers, or eldercare agencies in your community about your payment options. If you have concerns about how you'll pay for a nursing home, talk to representatives from Medicare and/or Medicaid.
Many people pay for nursing home services with their own money.
Some people have long-term care insurance that helps cover some costs.
Medicaid and Medicare offer resources for people who qualify.
Don't cancel your health insurance. You can use it to pay for hospital care, doctor services, or medical supplies in the nursing home.
Is it the right location?
If you plan to have family and friends visit you, think about choosing a nursing home that's close by and easy for them to visit.


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Special effects are a form of trickery which is most commonly used in the film and television industry. The technology surrounding special effects have propelled film particularly into a new era where the believable and realistic world can be artificially created.
While primitive examples of special effects have been around for many decades it was the 1950s and the 1960s, during the science-fiction boom, when the industry had a significant boom. The 1968 film a space Odyssey, directed by Stanley Kubrick, was instrumental in developing the industry. Traditional tell me methods were combined with a new front projection technique which enabled Kubrick to create scenes suc h as the famed dawn of man sequence which had never been done before.
Another revolution airy period was the invention of computer-generated imagery which is also known as CGI for short. It has infiltrated almost every aspect of the industry and is known for allowing directors to have much more creative freedoms. B technique involves filming actors against a colored screen, normally green, and then imposing their actions onto a computer-generated background. Despite initially been an expensive technology, it has made lavish movies cheaper to film as they don't have to rely on building sites on the soundstage.


I have a couple of fun speaking gigs this month...one a new, first-time event, and one a stalwart that's having its sixth year, just like BlogHer.
I leave on the 9th for BlogPaws in Columbus, OH. A first-time conference, run by long-time bloggy friend Yvonne DiVita , among others, I'm really looking forward to sharing a different kind of story at BlogPaws. Few people know that actually one of the very earliest awakenings I had to the transformational power of online community was because of my geriatric cats. When they each grew ill, I turned to the Internet and found not just support, but information. While my first geriatric cat had a pretty short illness before dying, her sister Samantha lived for four years with Chronic Renal Failure (CRF) and died at the age of 20! It would never have been possible without the education and support I found online.
The later in April, I'm speaking at my third or fourth New Comm Forum. I'll be doing a new presentation about the new media business model, and how there can be one in a world where everyone creates media. At least, it will be a new presentation once I create it...Yikes! NCF has a rich history for me, since I met BlogHer co-founder Jory Des Jardins at the very first NCF in 2005.
As a speaker I have a few good discounts to share.
1. There's a $500 off "Friend of a Speaker" discount code of NCF500. That brings the full conference fee down to $995. You can register here for that.
I'll be at Tuesday's meet-up.
So, will I see you here? There? Everywhere?


"Just say no to plastic bags" this was the motto as ICYM unit of St Francis Xavier Church, Bejai organised "Parisar Divas" on the occasion of environment day on Sunday 8th July 2018, in order to create awareness about the use of plastic which pollutes the environment.
After each mass on Saturday and Sunday nearly 2,500 cloth bags were bought and distributed to the faithful of Bejai parish free of cost. People were also happy to receive these bags which can be use and reuse. This unique idea of distributing cloth bags came up because previously ICYM association used to distribute saplings which was not practical since people live in flats they don't have land to plant these saplings. But if we use clothe bags instead of plastic bags we are going to save the environment. in another way.
The "Parisar Divas" was inaugurated after the Eucharistic Celebration by the Parish Priest Rev.Fr. Wilson Vitus D'Souza, along with Asst. Parish priest Fr. Rohan Lobo, Principal of Lourdes Central School Fr. Robert D'Souza, Fr Norbert Lobo, Vice president of Parish pastoral Parishad Mr. Stany Vas, President of ICYM Mr. Lionel Pinto and Secretary Miss Jisel Dcunha.
On this occasion the Parish priest called upon the parishioners to avoid the use of plastic bags in order to save Mother Nature and start using eco- friendly bags. These bags were also distributed to nearby schools and shops. The programme became successful because of the ICYM members and the person behind this idea and its execution was Asst. Parish Priest Fr. Rohan Lobo.
These bags were sponsored by "NORTHERN SKY Properties".


"As a three-time cancer survivor of breast, cervical, and uterus cancer, it was hard for me to tell anyone, other than my husband, of my diagnosis. He had to know, because he was my best friend and I knew he would be there for me, no matter how ugly it got. Telling the rest of my family was hard because I didn't want anyone to worry, or feel sorry for me. I'm the youngest child and everyone thinks I'm the strong one. I didn't want to disappoint anyone, so I kept my diagnosis under wraps until I knew more about the type of cancer and my prognosis. I truly believe if the outcome was worse than it turned out to be, I would have not told them until I absolutely had to. Two years later, we were asking ourselves the very same question when my husband was diagnosed with cancer, and how he wanted to keep his multiple myeloma to himself – instead, telling everyone that he had acute renal failure (Franky and her husband are pictured below).
But that didn't answer the question that nagged at me: how will I know when I'm ready?
In doing research for this blog and tying in my own experience, I've found there are many tools to use in dealing with these hard-to-answer questions.
Decide if, when, and what you will tell others about your diagnosis or prognosis. If you're not sure what to say to someone, ask a loved one, a friend or a social worker for help. In certain cases, you may want to ask someone else to tell others for you. Some important times to talk about your cancer would be when your diagnosis affects another person's life, and when you begin to act differently, due to your treatment or weight changes. Another time you may need to share may be when you need help with day-to-day matters or financial assistance.
People with children find it hard to know when is a good time to discuss cancer with your child or teen. They need to know that they're not responsible for the illness or the healing, that they can't catch or give cancer to another person, and that it's okay to sometimes feel angry, sad or scared. Assure them they are loved and always will be.
What do I feel comfortable sharing about my diagnosis?
When do I want to tell each person?
How much personal information so I want to share?
How will telling others affect my employment situation?
There are some personalized cancer support websites that can help friends and loved ones when they ask what they can do to help. Some of these websites help organize ways for people to get involved, such as ones that allow you to sign up to help with tasks like cooking, cleaning or transportation."
We want to thank Franky for sharing her story and providing some timely advice on how to broach what is understandably a challenging topic with friends and family.
Please know our team at CRFI is here to help you with any concerns, challenges, or assistance as you come to terms with your diagnosis – please reach out to us at 717-545-7600 or email our team at info@cancerrecovery.org.


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Everyday Health Healthy Living Fitness
New Study Reports That Young Women and Minorities Are Less Likely to Exercise Than Male Peers
The data comes from thousands of individuals who participated in the National Health and Nutrition Examination Survey.
By Kathleen Smith, PhD, LPC
What's The Best Time to Exercise?
8 Exercises You Can Do Anywhere, Anytime
Sign Up for Our Healthy Living Newsletter
A new study reports that women are less likely to meet the recommended weekly requirements for physical activity compared with their male peers in adolescence and early adulthood.
Young women aren't getting the daily exercise they need, especially after they graduate from high school.
A study published this week in JAMA Pediatrics reported that women were less likely to meet the recommended weekly requirements for physical activity compared with their male peers in adolescence and early adulthood.
As teenagers, 88 percent of boys and 78 percent of girls were physically active. But as they left gym class and school sports behind and transitioned into adulthood, these numbers dropped to 73 percent of young men and 62 percent of young women reporting getting any moderate or vigorous physical activity, according to the new study. The data also revealed that being of a minority race or ethnicity or having a low income were also associated with a lower level of physical activity in most groups.
The researchers analyzed data gathered by the National Health and Nutrition Examination Survey, which surveyed 9,472 teens and young adults in the United States about their exercise habits at multiple intervals between 2007 and 2016.
These disparities are a problem, says Kelly Evenson, PhD, a research professor in the department of epidemiology at the University of North Carolina's Gillings School of Global Public Health in Chapel Hill, North Carolina (who was not involved in the new study). "These differences have been identified across the life span, but they seem to diverge to a greater extent as girls transition to middle school."
Women, Minorities, and Low-Income Young Adults Are Exercising Less Than Others
Adolescence and early adulthood are a critical time for young people to develop healthy habits that decrease their lifelong risk for type 2 diabetes, cancer, obesity, and cardiovascular diseases.
The 2008 Physical Activity Guidelines for Americans recommend 60 minutes of exercise per day for adolescents ages 6 to 17 (420 minutes per week) and 150 minutes of exercise per week for adults.
The authors of the study noted that the decline in physical activity for both men and women was steepest between the teenage years and early adulthood (ages 18 to 24). They suggested that this decline might be due to the increased demands of employment and higher education during early adulthood. But why were young women less physically active than men? Only a third of women ages 25 to 29 met the weekly recommendations, according to the new data.
"Our research did not explore the reasons, so we don't know the why from this study," says Eliana Perrin, MD, a co-author of the study and a professor of pediatrics at the Duke University School of Medicine, and the director of the Duke Center for Childhood Obesity Research, both in Durham, North Carolina. "However, it does seem that there are cultural barriers to physical activity for women and less encouragement by society to be active and vigorous."
Dr. Perrin goes on to say, "Concerns about image and appearance have been cited by adolescents and young adults as reasons for not exercising."
The study also found that young women of color were even less likely to meet the recommendations for physical activity. Seventy percent of black teenage girls were physically active, but only 45 percent of black women ages 18 to 24 reported any physical activity at all.
Hispanic female adolescents were physically active for shorter periods of time than their white peers. Black males ages 18 to 24, however, reported the longest duration of physical activity. Overall, younger, higher income, and white individuals reported the highest amount of physical activity. Higher education level was found to be associated with increased physical activity.
Other research has confirmed the association between poverty and physical inactivity. This study, however, found that men with lower income were just as active as their high-income peers.
One Limitation Is That the Data Was Self-Reported
The study's authors admit that there are obvious limitations to a survey where participants are asked to make their best guess about how physically active they are. Also, they note that it's difficult to report the relationship between income and physical activity when many young adults in college may report less income while being supported by a high-income family.
It's also important to note that the study was cross-sectional, not longitudinal. That means the researchers compared exercise habits in different age groups of individuals at multiple points over the course of the study, but didn't follow the same individuals over the course of the study.
Regardless, the new data points to the need to remove barriers that keep women, racial and ethnic minorities, and individuals experiencing poverty from being active.
"Communities need to recognize that gym memberships and sports equipment aren't cheap, and poor neighborhoods are less likely to have safe spaces for activity or even sidewalks or bike trails," says Perrin. "Whatever communities can do to encourage active living would be a step in the right direction. What we are seeing from our study is that policies, spending, and research should be focusing on disparities in physical activity so all youth can be healthy."
For those looking to encourage kids to stay physically activity long into adulthood, Dr. Evenson recommends that communities look at schools, parks, and the overall environment to provide more opportunities. She suggests that schools in particular consider how they can help with the transition to a healthy adulthood. "They can educate students on how to continue a lifetime of physical activity, with strategies and skills on negotiating barriers that can get in the way of being physically active," Evenson says.
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7 Ways Strength Training Boosts Your Health and Fitness
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Post-workout Muscle Recovery: How to Let Your Muscles Heal and Why
Not sure what to do after a workout? Experts explain why exercise recovery is critical to your health and fitness, and the best recovery strategies fo...
8 Ways to Sit Less and Move More Each Day
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Why Exercise Boosts Mood and Energy
Regular workouts can make a real difference in your energy level. Learn how to get the maximum benefits.
Americans Continue to Move Less, Sit More; Experts Say Social and Economic Factors May Be Contributing
Two new large-scale studies show that several groups are still struggling when it comes to getting the physical activity they need and making movement...
The Best Exercises for a Stronger Back (That You Can Do at Home)
Personal trainer and Tough Mudder creative director Eric Botsford designed three workouts for the muscles of the back. Choose the one that matches you...
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How to Become More Flexible (Because Yes, It's Important)
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The 14 Best Weight Loss Apps to Help You Torch Calories
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The Duchess of Sussex has been singing the praises of yoga for many years. But how accurate are her claims about its benefits?
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Wearing Activity Trackers in the Hospital After Surgery May Help Patients Get Out of the Hospital Sooner
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SAN JOSE, Calif.--(BUSINESS WIRE)--Oct. 28, 2015-- InvenSense, Inc. (NYSE:INVN), the leading provider of MEMS sensor platforms, today announced it has released for OEM review UltraPrint™, its ultrasonic fingerprint imaging solution, manufactured on the proprietary InvenSense CMOS-MEMS Platform (ICMP), offering ramp to production in calendar year 2017. As the world's largest fabless MEMS SOC innovator and source for the eutectically bonded ICMP, InvenSense ships, on average, over twelve million motion or audio sensor SOCs each week to leading global mobile and IoT OEMs.
By adding aluminum nitride-based piezoelectric capacity to its platform, InvenSense is enabling, for the first time, mass manufacture of unique piezoelectric Micromachined Ultrasonic Transducers (pMUT) and transducer arrays, with each transducer element individually controllable through direct wafer-level interconnect to the CMOS ASIC.
This dramatic advancement in acoustic imaging technology will allow manufacturers to seamlessly integrate, on a platform proven capable of accommodating exceptionally high volumes, detailed fingerprint images from the epidermal to dermal layers, and to do so directly through glass or metal, even in the presence of oil, lotions, perspiration or other moisture, and other common contaminants that can easily undermine legacy capacitive solutions. These critical factors enhance live finger authentication and guard against spoofing, thereby increasing security.
For additional information about UltraPrint™ ultrasonic fingerprint imaging solution, please contact InvenSense Marketing at marketing@invensense.com.
This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, including statements regarding the features and benefits of InvenSense's products and the anticipated impact of its new products to advance acoustic imaging technology and deployment of ultrasonic fingerprint solutions on a global scale. Actual results may vary materially due to a number of factors including, but not limited to, the risk that InvenSense's products do not operate as intended or do not receive market acceptance, the loss of a key customer, claims of technology infringement, general economic conditions and other risks detailed from time to time in InvenSense's Quarterly Report on Form 10-Q for the quarter ended June 28, 2015 and other SEC reports, which can be found at www.sec.gov. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. InvenSense undertakes no obligation to publicly release or otherwise disclose the result of any revision to these forward-looking statements that may be made as a result of events or circumstances after the date hereof or to reflect the occurrence of unanticipated events.
InvenSense, Inc. (NYSE:INVN) is the world's leading provider of MEMS sensor platforms. The company's patented InvenSense Fabrication Platform and MotionFusion® technology address the emerging needs of many mass-market consumer applications via improved performance, accuracy, and intuitive motion-, gesture- and sound-based interfaces. InvenSense technology can be found in Mobile, Wearables, Smart Home, Industrial, and Automotive products. InvenSense is headquartered in San Jose, California and has offices in Boston, China, Taiwan, Korea, Japan, France, Canada, Slovakia and Italy. More information can be found at www.invensense.com or follow us on Twitter at @InvenSense.


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Q: Python 3 Trigger Callbacks on Implicit Value Changes I want a callback to get called whenever a certain attribute of object A is changed.
I'm aware that this question is related to Observer Pattern and descriptors in Python. However, it seems descriptors could only detect explicit changes via dot access.
For instance:
class Observer(object):
    def __init__(self, callback=None):
        self.__callback = callback

    def __set_name__(self, owner, name):
        self.__name = name

    def __set__(self, obj, value):
        obj.__dict__[self.__name] = value
        self.trigger()

    def __get__(self, obj, type=None):
        return obj.__dict__.get(self.__name)

    def trigger(self):
        self.__callback()

def hello():
    print('hello')

class MyClass:
    data = Observer(hello)

a = MyClass()
a.data = [[1],2,3]
a.data.append(4)
a.data[0][0] = -1

In the above code, the callback is only called once for the initialization of the data. However, I want it to be called 3 times. I'm not tied to using descriptors but I do want the method to work on any data types, such as list, dict and etc.


Sticky: Announcement: Cooking on TV - Discuss the Shows!
Cheese comes from macaroni and honey comes from bears???
Radio, 30 minute meal ideas?
Robin Miller's "Quick Fix Meals" vs. Rachel Ray's "Week in a Day"
Jennifer Patterson . . .
Jacques Pepin's Fast Food My Way book--same recipes as the TV show?
Interesting Evening . . . .
Do they make their own packages?


text:
MILITARY – Artillery competition at Redcar
Accreditation The Redcar and Saltburn-by-the-Sea Gazette 10/08/1877.
ARTILLERY COMPETITION AT REDCAR
On Saturday afternoon (04/08), a big gun competition took place at the Redcar battery of the 1st North York Volunteer Artillery. The first prize was the brigade challenge cup, and £9, which was worn by No.1 Battery; and the second prize, £.10s., was one by No.5 Battery. Only one detachment of nine men from each of the batteries, comprising the brigade was allowed to compete. The detachments were inspected by Colonel Chaloner before the competition commenced, and so many points were allowed for dress, cleanliness, &c., each detachment fired nine shots, changing rounds each shot, at a target 1500 yards distance, 18 minutes being allowed for the shots. A strong wind blew across the range, which considerably affected the shooting. Captain Owen T. Jones, adjutant of the corps, acted as umpire, and took off points for mistakes in drill. Gunner Steel of No.5 Battery, carried away the Flagstaff of one of the targets, that being the only hit that was recorded during the day. The offices in command were:- Colonel Chaloner, major Stevenson, Captain and Adjutant C. T. Jones, Captain Dixon, Captain Hill, Captain Bell, and Lieutenant Brewster.
Lol Hansom December 15, 2014 Military & War Years
REDCAR – Season
COATHAM PIER – Coatham Pier Head and Lighthouse washed away – damage to Redcar pier
COATHAM – Churchyard Closed
EVENT – Port of Hull Society


text:
The Heritage Tree of Honor
The Tree of Honor event, established by the Riverwalk Park Committee in June 2000, was created to recognize a deceased member of the Heritage Association who made distinguished contributions not only to the Heritage Association but also to the enhancement of life in the community. The first person to receive this prestigious award was Dr. Emmie Craddock (1915-1998), President of the Heritage Association 1979-1981 and the first woman mayor of San Marcos. In April 2001, a mature oak tree in the Grove was dedicated in her name as the Heritage Tree of Honor.
Individuals considered for the Tree of Honor are those whose outstanding contributions to the Heritage Association and to the community go well beyond routine expectations. The committee welcomes the participation of Heritage members as well as the general public in the nomination of individuals. A maximum of three honorees will be chosen. Examples of the attributes and services which characterize these prominent citizens are suggested to assist the selection. Individuals who have received this honor are known to have:
1) Served with distinction in the function of one or more major committees of the Heritage Association.
2) Represented the Heritage Association in collaboration with other civic groups to advance cooperative community projects.
3) Supported the programs and special events of the Heritage Association by regular attendance, constructive input, and financial assistance when appropriate.
A nominee must have been a member of the Heritage Association for five years and have died within the previous calendar year. The name and contributions must be made in writing to any member of the Riverwalk Park Committee by their January meeting. An honoree will be selected at the January meeting of the committee and submitted at the next meeting of the Board of Directors for approval. The honoree's name is added to the Tree of Honor memorial at a ceremony planned and conducted by the Riverwalk Park Committee on a Friday in April.
Since 2000, the following citizens of the community have been honored:
Dr. Betty Kissler, 2003
Mr. Carol Burton, 2003
Mr. Walter "Pete" Owen, 2007
Mary Bonner and Ken Kohut, 2008
Helen Van Gundy 2010
Lunelle A. Anderson, Dawn Breihan-Hopp, and Curtis Parkerson, 2011
Jo Sherrill Lane, 2012
Nettie Serur and James Pape, 2013
Al Lowman, Billy Moore and Jerry Moore, 2014
Shirley Stiles Austin and Allyn W. Gill, 2015
Robert E. Pulver, 2016
Jane Moss, 2017
Bill Daniels, Ron Jager, Ken Moss, 2018
Virginia Moore, Darrell Piersol, Sunny Sappington, 2019
Phyllis Whittaker, Jerry Sebek, and Charles Blue, 2020


Journal - ISSN #: 1746-7233 "Journal of Modelling and Simulation"
Price: GBP86 (for 2005, 2 Issues).
Price: GBP172 (for 2006, 4 Issues).
Price: GBP172 (for 2007, 4 Issues).
Price: GBP272 (for 2008, 4 Issues).
Price: GBP272 (for 2009, 4 Issues).
Price: GBP272 (for 2010, 4 Issues).
Price: GBP272 (for 2011, 4 Issues).
Journal - ISSN #: 1746-7659 "Journal of Information and Computing Science"
Journal - ISSN #: 1749-3889 "International Journal of Nonlinear Science"
Price: GBP272 (for 2006, 6 Issues).
Price: GBP272 (for 2007, 6 Issues).
Price: GBP272 (for 2008, 6 Issues).
Price: GBP272 (for 2009, 6 Issues).
Price: GBP272 (for 2010, 6 Issues).
Price: GBP272 (for 2011, 6 Issues).
Journal - ISSN #: 1749-8023 "International Journal of Magnetic Resonance Imaging"
Price: GBP272 (for 2007, 4 Issues).
Journal - ISSN #: 1750-9653 "International Journal of Management Science and Engineering Management"
Price: GBP272 (for 2009, 5 Issues).
Journal - ISSN #: 1750-9823 "International Journal of Sports Science and Engineering"
Price: GBP272 (for 2007, 3 Issues).
Price: GBP272 (for 2009, 3 Issues).
Journal - ISSN #: 1752-8909 "Journal of Uncertain Systems"
Please visit websites of our distributors to buy the books or send an email to order a free list of available books via publishing@WAU.org.uk.


The Catholic Alliance for People Seeking Asylum and the Uniting Church of Australia Justice & International Mission are jointly offering local church and community groups an opportunity come together and build skills for action around refugee issues in Australia.
Throughout May and June we will offer two types of training to enable groups to go back to their communities and take action. We will offer training to host Community Conversations and to meet local MPs.
Community conversations are a great way for people to learn about the issues affecting people seeking asylum, and to join the discussion about how we can be treating people with dignity and respect. We believe that when a community is made aware of an issue and works together in defence of what is fair and right, anything is possible.
We'll present a model for having conversations in your local community and give you the tools and structures to organise your own.
MPs are our elected representatives in parliament and have a responsibility to listen to the issues that are of concern to their constituents. In this session we will work through some of the key things to think about when arranging, preparing for and following up your meeting with an MP.
We'll build your skills to have effective meetings with MPs that are outcome-focused and help us achieve important change for refugees and people seeking asylum.
For our Wednesday 31st May training we will be joined by former ALP candidate for Melbourne – Cath Bowtell – who has years of experience working with government departments, unions and elected officials and is currently CEO of Industry Fund Services.
All workshops take place at the Cathedral Room, Cardinal Knox Centre, 383 Albert St, East Melbourne VIC 3002.


The 2017 Chapter Leaders Meeting at the 28th Annual ACFE Global Fraud Conference in Nashville will be Sunday, June 18, from 2:00 p.m.-5:50 p.m. If you are attending the conference, I encourage you to plan to attend the meeting and reception. This will be a great time to learn from other chapters and network with other chapter leaders from around the world.
Ryan Hubbs, CFE from the Houston Chapter, U.K. Chapter President and ACFE Head of Global Chapter Development Tim Harvey, CFE, and the Oman Chapter Secretary/Treasurer Alison Benbow, CFE will all present.
There will be a networking cocktail reception for chapter leaders following the meeting until 6:45 p.m.
Attendees will receive up to 4 CPEs.
Please email your RSVP Form to Chapters@ACFE.com before June 5. As more details about the meeting location become available, I will notify those who have submitted an RSVP.


This week's teaser comes from Spellbound written by Cara Lynn Shultz.
I rubbed the pendent between my fingers, pursed my lips and shook my head. "Come on Emma." she persisted. I know it's a sentimental necklace but there no sense in temping fate."
"But can you really fight it?" I asked still holding on to the necklace.


Do you often feel it's a waste of time to think about doing certain things, because you just 'know' you can't do them?
Do you instantly dismiss suggestions that there might be ways through your difficulties that you just haven't tried yet, because you are sure they 'won't work' for you?
It's common for people who are experiencing depression to feel that everything is hopeless, and that they can't do anything about it.
But even people who aren't depressed can find themselves really held back in life because of their fixed notions of what they can and can't do.
Just where do these notions come from? What gives you the idea that specific things are beyond your capabilities and so not worth bothering to try?
Can you escape from your 'trap'?
This question intrigued psychologist Martin Seligman (1), who was studying the curious behavior of some dogs. When they were put in a 'trap' situation where there was an escape route that was not difficult to find, they made no effort to escape.
Instead, they became lethargic and did nothing at all. But another group of similar dogs readily escaped the trap. There was one significant difference between the two groups of dogs.
The first dogs had previously experienced a similar 'trap' situation in which there was, in fact, no escape. The second group had not had such an experience.
Seligman and his co-researchers hypothesized that the first group had 'learned' that there was 'nothing they could do' in such a situation. So, even though there was a readily discoverable escape route in their experiment, these dogs made no effort to find it.
Of course, humans are not dogs, but this response pattern is often seen among people too.
If you have had experiences which have taught you, or somebody important to you repeatedly told you, that you can't do X or Y, you may come to regard your inability to do X or Y as a 'given' that you just have to accept - even if, in different circumstances, there is nothing to prevent you from doing X or Y.
The real challenge of overcoming learned helplessness, however, is realizing that you need to overcome it in the first place. When you 'take it for granted' that you can't do something, you don't go looking for ways to do it, and so you can get pointlessly stuck for a long time.
As you are reading this page, something or someone has got you past that point, and you are wondering whether, in fact, you could take a different view of what's possible for you. And, if so, how?
Overcome Learned Helplessness is an audio hypnosis session created by psychologists which will help you break through the limitations you imagine (or others have told you) make a fence around your life.
You will experience the transforming effect of allowing yourself to go into deep trance and activate all the hidden and as yet unrealized powers of your unconscious mind.
You won't suddenly acquire super-powers. You will still be a normal human being. But you will enjoy the liberating feeling of manacles falling from your wrists, of doors opening before you which you believed were shut and barred for ever.
As you listen repeatedly you will find yourself much quicker to notice and take advantage of opportunities, and becoming so much more able to do more of what you want in life.
Download Overcome Learned Helplessness now and set yourself free from imagined constraints. You can listen on your computer or device or via our free app which you can access when you have completed your purchase.
Overcome Learned Helplessness has been purchased by 539 customers.


text:
Water pumps that are still making history
Technical note: S246
By admin|2017-02-28T10:55:58+00:00February 28th, 2017|S, Technical notes|
We are proud to present to you, in PDF format, the technical information of our new model S246.
Technical note: O274
By admin|2017-02-28T10:55:54+00:00February 28th, 2017|O, Technical notes|
We are proud to present to you, in PDF format, the technical information of our new model O274.
Technical note: M256
By admin|2017-02-28T10:55:46+00:00February 28th, 2017|M, Technical notes|
We are proud to present to you, in PDF format, the technical information of our new model M256.
Technical note: H141
By admin|2017-02-28T10:52:30+00:00February 28th, 2017|H, Technical notes|
We are proud to present to you, in PDF format, the technical information of our new model H141.
Technical note: B250
By admin|2017-02-28T10:50:08+00:00February 28th, 2017|B, Technical notes|
We are proud to present to you, in PDF format, the technical information of our new model B250.
DOLZ increases its water pumps range with 12 new part numbers
DOLZ increases its water pumps range with 7 new part numbers
Dolz presents all its range of sales & communication supports
The water pump remains among the most frequent vehicle breakdowns