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Climate Change & Climate Action Energy & Environment Energy Markets & Governance Energy Transitions Geopolitics & Energy Security Oil and Gas
Global Energy Forum
The future of environmental, social, and corporate governance: 'It's not about ticking a box.'
Watch the full event
Flagship event Mon, March 28, 2022 • 1:30 pm ET
2022 Global Energy Forum
The Atlantic Council Global Energy Forum is the premier international gathering of government, industry, and thought leaders to set the energy agenda for the year. This year's event took place on March 28-29, 2022 in Dubai.
Alain Bejjani
Chief Executive Officer, Majid Al Futtaim Holding
Managing Director, KKR Global Institute and KKR Infrastructure
Chris Hulatt
Co-founder, Octopus Group
Kristen Siemen
Chief Sustainability Officer, General Motors
Kristen Weldon
Managing Director and Global Head of Sustainable Investments, BlackRock Alternative Investors
Eugene Willemsen
CEO Africa, Middle East, and South Asia, PepsiCo
Mustafa Alrawi
Assistant Editor-in-Chief, the National
MUSTAFA ALRAWI: Thank you for being with us today. That was a very forthright discussion that we had just now. Thank you to Dan for hosting that. We're going to have about 40 minutes now where we'll be talking about the future of [environmental, social, and corporate governance (ESG)], a very dynamic conversation that we expect to whether ESG is going to keep its momentum and move forward, given some of the events that are happening at the moment.
Before we have a panel discussion, just so you know the format, I'm going to have a one-on-one discussion with Alain Bejjani, who's the chief executive officer of Majid Futtaim Holding. So I would really appreciate it if you could join me in inviting him onto the stage. Please join us. Thank you. (Applause.) Good to see you. Thank you. Thanks for being with us, Alain.
ALAIN BEJJANI: Thank you for having me. It's a pleasure.
MUSTAFA ALRAWI: So, as I mentioned, ESG, a hot topic of conversation, in particular last year when we had the COP-26 meeting in Glasgow. Many, many corporates were discussing how they would achieve their targets, and put it at the center of their businesses. I'll offer you congratulations first, because Majid Al Futtaim has definitely been a leader when it comes to ESG in this region in particular, especially on the environment side. And for those in the audience, I'm sure they've all had various interactions with the group across a number of your operations. But maybe from your point of view, the top-down point of view, we could hear how ESG had been, and in particular the social and governance side of things?
ALAIN BEJJANI: Sure. Thank you very much. I would say ESG is really about getting your—getting your fundamentals right. And we have seen how the discussion evolved. And you mentioned Glasgow. But also, what's happening around the world today with the issue around fuel, the issue around the transition, what does it mean, and the impact that we're all having as organizations, whether private sector or public sector.
As a private sector organization, it's very important for any company to actually be, I would say, a real player in the context of stakeholder capitalism. It is—it is an obvious thing that the name of the game is stakeholder capitalism. It's not anymore just creating value to shareholder. It's not anymore about, you know, the business of business is actually business. There is a wider responsibility that we have to deal with. And that is about the fundamentals of our business. This is where the S and the G come into play.
It's true we've been focused on the E to a large extent in the past, but the social impact and the governance impact are very important because these give you real sustainability to your business. The fundamentals—when I say "getting the fundamentals right," I mean how do you impact your environment in a way that actually makes a difference? How do you become part of the fabric of the environment that you operate in? How do you strengthen that fabric?
I'll give you an example. Majid Al Futtaim, for example, made the pledge a few months back now, three, four months back, to, for example, hire 3,000 UAE nationals in the company in the coming five years. And we have been moving ahead on that pledge. We already have had about 500-600 people in the past few months. What does this mean? Other than the competitiveness side, it is really about how do you impact the society and the community that you operate in? And that is something that you have to do across the board, wherever you are.
How do you actually deal with your people? How do you make sure that the talent, the human capital that you have, is actually an added value, and people feel that they belong to you, they feel that actually they can entrust you with some of their lives because, in reality, when you are—when you work in a company, let's say, you are rewarded for the efforts that you put in. But you're not rewarded for the time that you spend. And this is a very important time of our life. The only reward that we can give people to attract them, to give the organizations the ability to continue to thrive, is actually by people having a fulfilling experience. This is the S side of things, the essence of it, I would say.
And then, of course, governance. Making sure that you have the right governance framework in order to manage risks appropriately and make sure that you don't get into a situation where you are either mismanaged or, I would say, overly exposed to risk where you shouldn't be exposed to risk. And, you know, studies across the globe have proven that companies that had—that are well-governed—OK, if you look at S&P Global and other specialized, I would say, organizations that look at this. Organizations that are well-governed, that are committed to ESG, et cetera, have a better and more sustainable financial performance than other organizations.
This means transparency. This means independent view into your business. But this also means better outcome, more sustainable outcomes. And from a measuring standpoint, we are in a situation where we need clarity, globally and also regionally, in terms of what's the S and the G. How do we measure that? What's the framework? We don't have yet a global framework to measure them. And I'd like to say that Majid Al Futtaim was one of the very first companies—global companies.
There were 61 companies that started—that signed up the WEF Stakeholder Capitalism Metrics, because we are going to be measured not only against the typical measurement tools that currently exist—being low risk, et cetera, et cetera—but we're also going to be measured about other global companies. And investors are going to be able to say, oh, this is how Majid Al Futtaim is faring against X global company, Nestle, for example, or others who have joined us on this—on this topic.
So it is very important to give—to measure properly, to disclose properly, to audit what you do so it's not only your word against the world. It's actually third parties that are coming in, looking at what you're doing, saying: This is what you have actually done versus what you have actually said. Because this will give also third-party investors, whether they are debt bond investors, whether they are equity investors, the ability to invest with their eyes wide open knowing where they are putting their money. And this gives you, as an organization, the ability to diversify your sources of investment, to diversify the market that you can tap in.
This is what allowed us, for example, at MAF to start in October 2019 the largest, I would say, global benchmark in terms of green sukuks. We did two issuances in October 2019 of $1.2 billion. That actually got us investors that wanted to make sure that they invest in organizations that actually—it's not about what they do, it's about how they do it as well. And a lot of people globally want to, because they're aware of the importance of what they do. They want to make sure that their money is being invested in the right vehicles, in the right organizations, on the right projects.
But they want also to have some objective ways to measure that, to make sure that, yes, I am really putting my money where I am told I am putting my money. I think it's very important. It's very important to be transparent. It's very important to say what you do and to do what you say. But also, to have someone that comes and says what's actually up. This is what it is.
MUSTAFA ALRAWI: I think that, from what you're saying—and correct me if I'm wrong—but given that you're the chief executive, the major difference with where ESG is going as a trend now with corporations, unlike CSR or even marketing or PR lines that we talk about, community engagement and other things, is that as the leader of the business you're very much involved in how ESG fits into your strategy and into your—the execution of that strategy.
ALAIN BEJJANI: I would say I'm very much involved about how my strategy and our business fits into ESG.
MUSTAFA ALRAWI: It's the other way around?
ALAIN BEJJANI: It's the other way around. Because you cannot squeeze ESG into what you do. You have to accommodate ESG in what you do and make sure that the way you go about things is actually environmentally friendly, socially responsible, and properly governed and transparent. It's not about ticking a box. It's not about saying, well, that's what we're doing and from an ESG point of view this is how it looks like. It's about really remodeling, reengineering, redefining your priorities in order to make sure that what you do is as important—how do you do things is as important if not more important than what you do.
Because what you do, you can do it once. But if it's not sustainable, it's worthless. You don't really create value to your shareholders. You don't create value to your stakeholders. You don't create value to your team members. You don't create values to your employees. And you don't add value to the environment that you operate in. And we know how much the world today needs us to put back into the environment more than we take away from it.
We know how much we as individuals want organizations that we cooperate with, that we work with, that we work for to add to our lives as much as we are adding to their lives. And that's the only way in 2022 forward to actually attract talent and to be competitive in any market. Some people may be more or less aware of the importance of it. But the reality is, it's a matter of time. It's a matter—it's not a matter of if, it's a matter of when.
MUSTAFA ALRAWI: I mean, I would finish with this, because we are running out of time, unfortunately. But I would say, you mentioned transparency a little bit earlier.
ALAIN BEJJANI: Yeah.
MUSTAFA ALRAWI: If working around ESG with your business has improved levels of transparency, do you see that having a knock-on effect across the corporate sector in the region?
ALAIN BEJJANI: So I would say I'd love for it to be the case. I think there is more and more awareness. And I think the region needs to be move from being aware of the importance to actually move into, I would say, action and being willing to do what it takes. At Majid Al Futtaim, we're fortunate because we have always—we have been brought up as an organization, our DNA is although we are a privately owned company, we are fully transparent. Whether it's about our financial performance, whether it's about everything that we do. I think we disclose more than public listed companies do.
So transparency for us is actually a strength that we would like to use more. And we would like to actually invite others, we would like others to actually role model what we try to do, to show people that actually private sector companies do not need to be actually closed, do not need to be discrete. They can be very transparent with what they do. And you're still—you're still master of your own destiny. You can decide what you want to do. You can make long-term bets versus short-term requirements. It's OK. There is nothing wrong by saying, I'm doing this for this reason, and by being transparent.
What's important is that we move in the region from now, which is good level of awareness about the importance of it—that wasn't the case, I would say, a few years back as much—to actually being willing to do what it takes in order to make it happen in a sustainable way. This is in everyone's best interest. We'll create more value. We'll grow our economies and will create a much more vibrant place that will attract—not only grow local talent but attract global talent as well. And I think Dubai is a great example of that.
MUSTAFA ALRAWI: Well, we've run out of time for this conversation. ESG, it seems, does help you build resiliency into your business, which is extremely important in this day in age. Please join me in thanking Alain Bejjani for his time. Thank you, Alain. (Applause.)
ALAIN BEJJANI: Thank you. Thank you.
MUSTAFA ALRAWI: Thank you so much. Yes, see you soon, I hope. Thank you.
Well, we're still going, stilling talking about ESG. We have a panel that'll be coming up onto the stage in a moment. I'll make my introductions once they're here and we get going into the conversation because, as I said, we don't have a lot of time left and I need to give up my seat, actually. Please.
OK. So this is the last panel discussion before lunch, I think. So we'll make it—we'll make it the best one yet, for sure. Thank you so much. I'll get straight into it, because, as I said, we're kind of on a tight schedule here. But we want to drill down into ESG. We want to talk about it not kind of theoretically but in terms of in practice. And we have a panel here that has a varied experience and really is on the frontlines of what is happening.
I mean, perhaps the first thing I could talk about, if I'm able to get Neil Brown's thoughts from KKR, is to understand, you know, do you out-perform with ESG competitive investors or funds that do not use ESG?
NEIL BROWN: Yeah. It's a—oh, there we go. Can you hear me now? OK. Absolutely. I mean, it's actually a pretty easy answer, a straight "yes." We formalized our ESG program in about 2008 or so. We have a lot of data now. And what you see is with a rigorous ESG program embedded in our funds and in our companies, you're more responsive to customers. You're more responsive to employees. You're more responsive to shareholders. And the data showed that this distinction out there between so-called shareholder capitalism or stakeholder capitalism is just a false divide. Actually, you produce much better returns for everybody when you embed it. But the key is to make it real. It needs to be measurable. It needs to be verifiable. And it needs to be transparent and reported.
MUSTAFA ALRAWI: So the transparency and the measurement, very important. Kristen Weldon from BlackRock, if I could bring you in here. Do you share those opinions?
KRISTEN WELDON: Absolutely. So thank you for identifying me by my surname as well, because I think there's two Kristens up here. But absolutely share the same view. About two years ago we identified that there was going to be this tectonic shift in assets—in sustainable asset management. And I think we've seen that now in terms of about, you know, $4 trillion invested sustainably. And that really underlies the view that we have, that better integration of those factors that Neil just mentioned ultimately leads to better investment performance. And I think the reason really for that is because we look at that integration truly as a risk management tool. So being able to identify ESG risks and opportunities that are financially material results in better long-term performance and more resilient portfolios.
MUSTAFA ALRAWI: Thank you. Chris Hulatt, Octopus, you're on both sides. You're an investor, but also, you know, you're raising money as well. So, you know, how do you see this particular issue?
CHRIS HULATT: Yeah, absolutely. I think there are two quite different lenses to look at this through. So for us increasingly, when I speak to institutions around the world now it is not just what we do that matters, it's how we go about doing it. I think people really care about the values that organizations have. When I meet pension funds, I talk particularly about what do we care about? What matters to Octopus? You know, for us as an organization, we recently became something called a B Corp, which has been really important to us. There are very few B Corps around. They are businesses that have changed their legal status so that they are very purpose-driven in how they go about doing things. And that, to me, is a real differentiator.
Those sort of values are so important in demonstrating what do you care about, how do you do things. For us, everything we look at is through the lens of not just our customers or our staff but the environment, the communities we operate in, and our shareholders. And I think that gives us a perspective that is really important. When I look at ESG, I think one of the real challenges is it shouldn't just be sort of box ticking. How do you bring it to life? That is when it becomes really powerful, and that gives you things that you can talk about with your clients. And I think it also means that you think about the underlying projects very differently when you're looking for that extra angle.
MUSTAFA ALRAWI: So we have an investor point of view. And Chris, obviously, sits, you know, on kind of both sides. But we also have a consumer kind of corporate voices here today. So I'll kind of broaden the conversation out to them. So, Kristen Siemen is from GM. You're here from the states, from Detroit. ESG is your, you know, absolute day job. And so, you know, from your point of view, where does this conversation—when it's investors, when it's companies, what's the most pertinent kind of aspect of it right now that you're aware of?
KRISTEN SIEMEN: Sure. Thank you. I mean, ESG, we—in fact, Kristen and I were talking outside the room—that umbrella's getting bigger and bigger, of what's falling under that umbrella. But I think at the highest level, if you look at traditionally companies, and GM included, we had a lot of focus on what was happening from an environmental standpoint. Spent a lot of time, you know, on energy efficiency, water efficiency. As we've broadened our view of what sustainability is and what falls under there, it really encompasses not only what we do but how we do it. And, you know, things like our product quality, product safety, you know, community engagement, involvement, just transition—you could go on and on about the things that are under there.
But I think the important thing is consumers and employees care about how a company operates and how they accomplish their goals and how they put a product into the market. And so that focus, and really looking at it from that lens of how do we address the challenges that are out there around climate change and around making sure that there's, you know, equality and opportunities in everyone is really important. And the consumers care, so it ends up being a positive for the company, for the employees, for investors. You talked about resiliency and, you know, how a company responds.
MUSTAFA ALRAWI: Thanks, Kristen. I think more than ever today stakeholders want to be engaging with a good corporate citizen. Eugene Willemsen, you run Pepsi in the region. I'll bring you in. I mean, very much, I think, you know, from Pepsi's point of view I would assume that given governments are looking at policy when it comes to sustainable initiatives and other aspects of ESG, kind of your—from the private sector point of view, but also Pepsi—I assume you want to be at the forefront of that. You want to be engaging with this trend.
EUGENE WILLEMSEN: Yeah. We absolutely want to be at the forefront of it. We're the leading food and beverage company across most of the markets in Africa, Middle East, and South Asia. So we also see such a responsibility for us to lead also from an ESG perspective. And within that context, we launched about a year and a half ago our end-to-end transformation across the entire value chain, which is pep+. And it actually touches on many of the points that Neil referenced earlier. Clearly it's measurable, it's very transparent. But I'd like to add one element, which is end-to-end, right? Because for us also being a company that has a massive agricultural footprint, it's really important that we touch the entire value chain.
We've committed ourselves to measurable and very aggressive targets. So, by the year 2040, we want to be a net-zero company across the entire value chain—so both scope one and scope two, but also scope three activities.
We also want to become a net water-positive company, which means that within our four walls we're going to do whatever we can to minimize water usage, but also we're going to deploy our techniques and our know-how to save water beyond our four walls, whether that's with the farmers that we work with or whether that's with other farmers that we don't directly work with, and we have a couple of great examples, actually, here already in the region. One of them I saw recently in Riyadh. We have a big snacks factory in Riyadh, and through a partnership that we have with alfalfa growers, which is not a crop that we're using, we've been able, actually, to turn that facility into a net water-positive facility by saving water that these farmers were using for their crops, leveraging our technologies.
So, for us, absolutely critical it's measurable. It's transparent. That's also what our stakeholders and our consumers demand from us, and we have very aggressive and ambitious targets that—and that's the last point I'd like to make—the entire organization top to bottom has fully bought into and also has in their objectives to deliver on.
So it's part of my objectives as the CO for Africa, Middle East, and South Asia to hit my objective when it comes to all the elements that fall under that positive.
MUSTAFA ALRAWI: I mean, clearly, we can see that by adopting a lot of these strategies there is going to be a long-term impact and a good one, hopefully. But, you know, we live in—you know, someone said yesterday, you know, we got to live in the real world, and in the real world short-term factors come into play all the time, some harder than others, whether we're talking about geopolitical or otherwise.
I mean, Neil, KKR is a long-term investor. But how do you marry the long term with the immediate short-term noise but also ensuring that, you know, you're keeping to your ESG goals?
NEIL BROWN: No, it's a good question. I think the key is that ESG is not something that you add on to an investment. It's not something you add on to a fund. You know, we're managing around $470 billion these days across all asset classes and what we see is that every company should incorporate it into just the culture, as Eugene talked, from top to bottom and into measurable results, and every company can make a difference, and if they can make a difference they can also produce better returns.
And so, you know, I think we have to remember that—you know, we're co-hosted here with Atlantic Council talking about energy, thinking about ESG and the energy transition—it's hard work, right. Like, this is not puppies and rainbows. Even within the renewable sector, thinking about issues such as conflict minerals in the supply chain. You know, Eugene mentioned end to end. How do you get confidence that the decisions you're making that could be good for climate may not be good on other ESG factors?
So you need that view. You need to do the work to make sure that you have that plan in place to make the product as ESG friendly as possible.
But then there's also the other side of our economy, which are browner or more polluting assets of all sorts. That's true it's a(n) upstream oil and gas. That's also just true, let's say, in chemicals or whatever it is. We have to decarbonize those industries. That's really hard work. As an investor, it's always easier to say, oh, I'm just not going to do that investment, right. Leave it to somebody else.
But if we're serious about these ambitions we need to do those investments. We need to put in the plans to decarbonize, to introduce more diversity. We need to be held accountable. We need to be transparent. But that, to me, is the next wave of how we're going to have a more active ESG-friendly investor community, going forward. I think we're going to move beyond the simple labels that, I think, have dominated the last few years.
MUSTAFA ALRAWI: Kristen Siemen, you were nodding when he was talking about—Neil was talking about the long term. And then, of course, you're a publicly-listed company and so, you know, a lot of short-term considerations. So how do you manage that?
KRISTEN SIEMEN: Yeah. I mean, I think the long-term goals are important, right. I mean, you have to start somewhere. If you look at our renewable energy goal, we set—you know, five years ago we set a goal that we were going to be a hundred percent renewable energy by 2050, and two years later said, you know what, we can do it by 2035, and then last year, we accelerated that to 2025 in the US. You know, and so by setting that long-term goal you get started, right.
You have to start some somewhere, and so whether it's, you know, our carbon neutral goal for 2040, we've got a goal or a commitment to be—eliminate tailpipe emissions from our light-duty vehicles by 2035, that's a long way off. You know, short term, though, we've got a product portfolio in place that takes us down that path. We've committed, you know, over $35 billion by 2025 with AVs and EVs, 30 new EV models by 2025.
So that I think you see those short-term progress and then you set the long-term commitments so you start seeing yourself get down that road to be there. It engages your customers, engages your employees, and, I think, really sets you up for success in the long run.
MUSTAFA ALRAWI: Kristen Weldon, you run sustainable investments at BlackRock. Is sustainable investment by its nature always long term?
KRISTEN WELDON: Well, certainly, in my role it is. So I'm responsible for sustainable investing across our alternatives platform so actually in quite a similar position to Neil. So we manage over 300 billion (dollars) across a set of alternative asset classes, and it's imperative that we take that long-term approach. So I understand Kristen's point. I think that you need short-term metrics in between to measure and make sure that you're on the right path. But the long-term approach is critical to make sure that you see that over the lifetime of an asset.
So we're integrating sustainability factors from origination, through due diligence, but probably most importantly, through that value creation mechanism that happens in the private markets. Therefore, you can apply that lens and, hopefully, have better sort of exit for that company when you eventually come to sell because you do have that long-term perspective.
MUSTAFA ALRAWI: I mean, Chris, Octopus Group, it seems you're living up to your name; I mean, tentacles in lots of different companies. And your measurements, your—what you have to measure your business by, the fast-growth startup, are completely different. I mean, you may not—I mean, forgive me, but I mean, long term might be too optimistic, right?
CHRIS HULATT: I guess it depends on different parts of the business. We have a venture capital team that is investing in backing hundreds of entrepreneurs where how quickly they can grow over two or three years is really important. But equally for us as a renewables investor, we're looking at building assets that will last 25, 30, 40 years.
But the bit that is really powerful is you now have this confluence of investors wanting to put capital into this sector while at the same time you have organizations like GM wanting to use that power. So that's when it's really powerful. It's when you have demand for the off take and demand for the capital.
Our pension fund class in the UK at the moment is saying, how can you double the size of our portfolio. You know, energy security in Europe is such a fundamental issue. The UK government will be updating its energy strategy soon, and building renewables as quickly as possible is a really important part. So these are long-term assets.
But why does it take years to build a wind farm? Well, it's because there are so many bureaucratic steps that go between an investor expressing interest and being able to start building it. How can you compress that schedule and allow capital to make a difference more quickly?
And just touching on the point about—that, I think, you were making around, you know, how to get engagement. Well, to us, it's trying to bring communities along with you. If you just build a wind farm next to a village without really giving them any opportunity to share in the benefit of it or understand why it's being done, then that doesn't work very well in the UK and in many other countries.
But if you allow communities to maybe access the power from the wind farm at a reduced rate then you get buy in. If you go to a place like Australia and you go to the Northern Territories and you work with communities to wean them off diesel-powered electricity generators by building solar in those communities, then you have a story which investors really want to do, incredible ESG credentials, but massive impact on those communities.
MUSTAFA ALRAWI: Thanks, Chris.
I'll go to Eugene now because, I mean, Pepsi's, you know, quite an old company and you've sort of seen consumer tastes change, corporate landscapes shift. In your—from your, I guess, your corporate point of view, is ESG here to stay? Is it something that we'll still be talking about—hopefully, we'll all be back here in 10 years—we'll be talking about that still and how it's moved on? Are you confident in that?
EUGENE WILLEMSEN: Yeah. No, absolutely. I think there's only one way for a company to be a sustainable company and provide sustainable returns to its shareholders and other stakeholders, which is by truly embracing ESG, and if you look at the—that positive strategy, for us, that's an integral part of our overall business strategy. So it's not something that is an add on. It's an integral part of how we conduct business, how we do business.
But, in all fairness, it's also—if you look at the targets that we put out there, those are really ambitious targets and it will require a lot of collaboration across the value chain and also participation from other stakeholders, including governments, to collectively help us achieve those targets.
So just on the topic of energy, as an example, in many of my markets, you know, purchase power agreements still are a challenge and that, for us, is critical in order to move to renewable electricity, just as an example. So it's absolutely here to stay. I think there's a lot of heavy lifting that will come from corporations like ourselves, General Motors, other corporations, that have committed to bullish targets. But we will need to have other stakeholders also lean in in a very meaningful way and we need active participation from governments to put the right legislative framework in place but also create the right infrastructure for us as companies to deliver on those commitments.
MUSTAFA ALRAWI: Thank you. For the rest of the panel, I guess it's the same kind of point. Will we—I mean, Kristen Siemen, this is—you are ESG at GM. I mean, will you still be ESG at GM for years to come?
KRISTEN SIEMEN: Well, I can't do it alone, right. I mean, like you said, it's really integrated into our culture and I think that that's an important part. You know, we talk about it at General Motors. It's just like safety and quality. It's not an add on. It's part of absolutely every person's job of how you look at it.
I loved your discussion around the community because it's another area that we feel very strongly about is whether it's where our facilities are working with the communities on what they need that facility to provide and how it interacts with the environment in that space or how this transition, in our case, to an all-electric future doesn't leave somebody behind.
We talk all the time—our mantra, our brand, is is everybody in because we know we can't do it by ourselves. It takes policy. It takes our dealerships, our customers, governments, et cetera, to really make that transition real and also to make sure that nobody's left behind as that transition occurs.
You know, these major transformations have a history of leaving communities behind, particularly communities that are disproportionately affected by climate change. And so doing a lot of work to—around equitable climate action to make sure that that doesn't happen. So, you know, like you said, at Pepsi ESG is not an add on; it's part of our culture. It's integrated into—our cultural goals, our business goals, our ESG goals are, really, all the same.
MUSTAFA ALRAWI: Neil, do you expect to be making investment decisions for a long time with ESG factors as part of that process?
NEIL BROWN: Yes, but I think that, over time, I hope we get to a place—I think we'll get to a place—that you don't even call it ESG investing. You call it just investing. And I think that, you know, today, there's a lot of speculation of whether the current situation we're in with energy shortages, with the conflict—you know, there's this question out there that, you know, did Putin kill climate kind of thing. You know, there's speculation out here. The same things were—the same questions were asked at the onset of COVID as well and how would the world respond, and what we saw was an actually—an even stronger move towards ESG, towards climate.
I'm hopeful that in the broad space that some of the tribalism we've seen on climate versus fossil fuels, on ESG versus whatever else—I'm not even—(laughs)—sure what the right phrase is—that some of that tribalism gets bridged in our current moment of crisis, that we realize that on the environmental side, on the climate side, that energy reliability, security, and affordability are the foundation upon which sustainability is built, and then on the more traditional side, on the fossil fuel side, that you don't sort of go out and gloat, say, you know—and, you know, come from the US—you know, drill, baby, drill sort of thing—that the pendulum will swing back and that the investment decisions that do need to be made today to increase production are done in the most sustainable way possible. And if we can get that kind of pragmatism back into the debate, I think that we will, I think, come out of this current crisis even stronger.
MUSTAFA ALRAWI: Kristen Weldon, do you think that sustainable investing will just be investing for you?
KRISTEN WELDON: Absolutely. So I think Neil took some of the words right out of my mouth. But we identified sustainability as our new standard, going back now probably two years, and I think, in time, it'll just become part of what we do and, hopefully, my role won't exist and it'll become integrated throughout all parts of the investment process.
I think Neil raised a point earlier as well where it can't be done in tandem with taking into account traditional factors as well. It is part of that investment process. It's part of due diligence, and the longer that we go on like this the more inherent it will be to the investment process and we won't have to separate it as a separate ESG integration or sustainable investing process, full stop.
MUSTAFA ALRAWI: Chris Hulatt, the last thought with you on that subject?
CHRIS HULATT: Yeah, absolutely. Well, I agree what the others have said. But, to me, we now need to take this forward. So when I look at the kind of formal documentation or reporting that we prepare and for us in this industry where ESG is such an important factor, my concern is that this becomes these ESG documents reporting we send to our clients are almost designed to be weighed rather than read, and I think that is, you know, a shame and a mistake, and what we really need to do is get engagement sort of bottom up.
You know, one of our big pension fund clients has 9 million underlying members in the UK, normal people, and what they really want is to communicate to those 9 million people that a sliver of their money is invested in, say, a wind farm in the middle of the UK or a solar farm in Spain or whatever. And for that, they don't need ESG reporting. Really, what they want is a forty-second TikTok video. That is almost a more powerful way of communicating the value of that capital, and when you have that bottom-up engagement combined with the attitudes of the institutions and the corporates, that's when change really happens quickly and it's very sustainable and permanent.
MUSTAFA ALRAWI: I hope the discussion that we had today would make a good argument that ESG isn't just, you know, PR. It's not just, you know, touch points on a press release. But I think we can see from these brilliant people here and also the other brilliant people working in the sector that it really is something that will have a very positive effect for all of us.
So please join me in thanking our panel for today's discussion: Eugene Willemsen, Kristen Weldon, Kristen Siemen, Chris Hulatt, and Neil Brown. Thank you so much.
NEIL BROWN: Thank you for having us.
MUSTAFA ALRAWI: Thank you.
Mon, Mar 28, 2022
To prepare for the energy transition, policies must serve 'real-world scenarios,' says top UAE official
Global Energy Forum By Atlantic Council
In all the world's challenges—the ongoing pandemic, inflation, and, most recently, the Russian invasion of Ukraine—energy plays a central role.
Climate Change & Climate Action Energy & Environment
How will today's energy crisis impact the global energy transition?
The move to clean energy is crucial, but solving today's energy crises will be also key.
Climate Change & Climate Action Crisis Management
Meet the global leaders powering the world's energy transition
The return of pre-pandemic energy consumption, threats of cyberattacks on critical infrastructure, crises across Europe, and more have dampened hopes for a swift energy transition. But global energy leaders are no less determined.
Image: Crews pump out flooded streets after heavy weekend rain flooded the Sea Pines neighborhood in Lantana, Florida on October 27, 2020. Crews continue to pump millions of gallons of water out of the development. [GREG LOVETT/palmbeachpost.com]B1 Cp Wpb 102920 Climate 01


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Blessed Treehouse: To the Mexican market we go.
Spending pesos has never been so ???
Looks like fun! I had a great time when I went to Mexico years ago. I was great at talking them down. LOL They tell you one price...I tell them my price..."No no no....50". Nope, can't do more than 30. No no No..40.
Nope....(and I start walking). Ok OK...30.
Anyway...you look great! Have fun!
thats disgusting. i'm a little angry with you for making me look at that. i had no warning!! suddenly i was reliving cambodia and being in the russian market when i walked RIGHT INTO the dead chickens hanging from the ceiling. blech.
gross - seriously, pig heads? That just makes me want to hurl!


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Christmas Flooding a Reminder of Technology's Limits
The Christmas holiday season is usually one of general good cheer. For those living in the northernmost portions of England however, the 2015 holiday season brought with it severe rain and floods. The flooding was so bad in Leeds that the water knocked out data and voice services for customers of Vodafone. BT customers in York were also affected by flood waters in the north of England. Yorkshire, Cumbria and local communities all over the North East and North West spent Christmas weekend trying to recover from heavy rains. In Leeds, the River Aire overflowed its banks to flood a good portion of the city, including a primary Vodafone data centre. The data centre lost power in addition to suffering water damage to both the premises and on-site hardware. Vodafone officials said that their Kirkstall Road data centre was inundated with flood waters, causing intermittent service issues for customers in the North East. The company was not given access to the data centre until Boxing Day, slowing down repair efforts. Vodafone has since restored power with backup generators and is now in the process of repairing and replacing hardware.
Building and Infrastructure Limits
If nothing else, the Christmas floods in the north of England are a reminder that buildings and data communications infrastructure have their limits. We design data centre buildings and on-site hardware to be as robust as possible in the event of natural disasters and other emergencies, but there is nothing we can do to address every possible contingency. Flooding is but one example. When rivers overwhelm their banks to inundate towns and villages, there's not much that can be done to stop the water. It goes where it wants, despite our best efforts to the contrary. We can design and build to minimise damage, but we can never stop Mother Nature from doing what she wants to do. The good news is that the flooding was not nearly as bad as it could have been. Vodafone and other affected businesses, along with local homeowners, will recover in a relatively quick manner. Vodafone customers, despite having experienced intermittent service issues during the flooding event, have now been restored to full service thanks to the efforts of Vodafone staff. And so life goes on.
A Lesson in Redundancy
How did Vodafone recover so quickly after losing access to an entire data centre for an extended amount of time? Through built-in redundancy. That is the key to maintaining service in the modern era of technology. Redundancy is what has kept aeroplanes flying, hospitals operating, and military systems up and running in the face of all kinds of disasters. It is what keeps data communications going all over the world. In the aftermath of the Christmas flooding in the north, Vodafone and other telecommunications companies will be taking another look at redundancy. Improvements will be made and new designs will be adopted. Then they will sit back and wait for the next emergency… which will hopefully not be upon us too soon! Source: Tech Week Europe – http://www.techweekeurope.co.uk/cloud/floods-vodafone-data-ce
← EU Officials Agree on New Data Protection Rules "Next →

redpajama_set_name: RedPajamaCommonCrawl


text:
GOTS Challenges NYT Exposé on Role in India's Organic Cotton Scandal
Organic cotton in India is brought to this center in India to be ginned in this 2008 photo. Sipa via AP Images
The Global Organic Textile Exchange (GOTS) organization has taken the New York Times to task over its representation in an article headlined "That Organic Cotton T-Shirt May Not Be as Organic as You Think."
The story published in the Times Sunday edition claimed that "the organic cotton movement in India appears to be booming, but much of this growth is fake, say those who source, process and grow the cotton."
A key aspect of the Times exposé was a 2009 discovery by India's agricultural export agency of "wide-scale fraud in the country's cotton belt, with entire villages certifying genetically modified cotton as organic." The Times said Sunday that it contacted "Control Union, EcoCert, OneCert, GOTS, Textile Exchange and a half dozen major brands who tout their sustainable cotton commitments," and the brands pointed to their affiliation with Cotton Connect and the Organic Cotton Accelerator, which both offered genetically modified-seed testing programs as proof the cotton they source for clients is organic.
The Times article said in India, as well as other cotton-producing countries, "GOTS and Textile Exchange certification starts at the gin, where the cotton fiber is separated from the seed. A paper transaction certificate is issued each time the cotton is sold along the supply chain: from the gin to a certified spinner, where the fibers become thread; to a certified mill, where the threads become fabric; and on until it lands in the form of a shirt or sheet set in a store near you."
Amazon Air Coming to India
Mango Steps Up Expansion in Rising Consumer Market
"But neither GOTS nor Textile Exchange performs inspections themselves," the Times article said. "Instead, they use the local offices of international inspection businesses, including OneCert, EcoCert and the behemoth Control Union, which certifies more than 100 programs in 70 countries, to verify claims."
In a press release issued Tuesday, Holger Stripf, GOTS head of marketing, clarified that GOTS is not a farm standard and therefore does not certify cotton. Instead, GOTS is a stringent voluntary global standard for the entire post-harvest processing of apparel and home textiles made with certified organic fiber and includes both environmental and social criteria.
The Times said these businesses, "which are paid by the very ginners, spinners and farmers they are supposed to be policing, visit farms, test seeds for GMO contamination, and once a year inspect and verify the facilities that process, spin, weave, dye and sew the garments. They then produce a paper certificate, which is sent to GOTS and Textile Exchange, who pass on the paper to clothing manufacturers, who pass it on to brands."
"Insiders call this system 'trading paper,' and say that at each step, there is little to stop a facility from selling a pile of conventional cotton as organic, then changing a paper transaction certificate to match the larger volume," the article stated. "Inspectors visit once a year only to verify that a facility is capable of following protocol for keeping organic cotton separate…they do not inspect all the cotton moving through."
However, Stripf said, "GOTS is not funded by brands. GOTS is an independent non-profit organization. GOTS finances itself through annual fees of 150 euros [$170] per certified facility. Each of the approximately 12,000 certified facilities worldwide, regardless of size, pays the same amount."
"Consumers can be confident that the cotton in a GOTS-certified product is organic," he said. "GOTS only allows fibers to enter the supply chain that are certified according to the standards of the IFOAM family and that have gone through mandatory checks. However, to prevent possible fraud on farm level, GOTS goes a step further and requires that seed cotton entering the GOTS supply chain is tested for the presence of genetically modified organisms according to the applicable ISO protocol. Additionally, GOTS-approved certification bodies include further testing (such as pesticide residue) according to their risk assessment and are fully authorised to reject material that does not meet GOTS requirements."
Stripf noted that before certification bodies issue a Transaction Certificate (TC), GOTS requires that a thorough assessment takes place. Among other things, it is mandatory to perform a plausibility check in the form of volume reconciliation. To strengthen integrity and traceability, GOTS also requires that the Farm Transaction Certificate number appears on the first GOTS TC at the ginning plant.
The Times article also said that in October 2020, as concerns grew about the credibility of organic cotton certification, GOTS announced that it had uncovered a fraudulent scheme by certain producers to create fake government-approved transaction certificates and websites. GOTS banned 11 companies from its system, which affected at least 20,000 tons of organic cotton fiber, one-sixth of India's total output.
"When asked where Textile Exchange gets data reporting this huge growth, LaRhea Pepper, CEO of Textile Exchange, did not answer," the article stated. "Instead, she said: 'There's people working within the system that are doing a great job. There's also people that are making claims on products that have no verification that are working outside the system. And we have no control over what they say or what they do.'"
"GOTS points to its ban on producers engaged in certificate forgery as proof of its credibility," the article continued. "It maintains that no other types of fraud occur in its system."
Stripf countered that "the fact that ONECERT's GOTS accreditation was withdrawn is proof that this control system works."
The Times article said Pepper claimed her organization finds fraud such as nonexistent farm groups or fake farmers' names listed on scope certificates, and has passed on evidence to GOTS. The Times wrote that a GOTS representative said that it acted on substantial documentary evidence of fraud and that its approved certification bodies had not reported any irregularities.
Stripf said regarding the "alleged quote' made by Pepper that "GOTS has not received any evidence of fraud, whether from Textile Exchange or other partners, since uncovering fraud in India in 2020 through its own research."
"GOTS imposed a certification ban on 11 companies (affecting 20,000 tons of cotton, one sixth of India's total production) and terminated the contract with an approved certification body," he said. "We have repeatedly banned dubious companies from the GOTS system and published this information. We are eager to see such evidence, as GOTS consistently acts against such proof and imposes strict sanctions such as certification bans."
Stripf said to further strengthen the GOTS system, the organization is currently developing a central database that will track the origin of not only organic cotton but also other organic materials. It will cover the entire GOTS chain, from the first processing steps to the final products.
"To remain independent of economic interests, we have applied for public funding for the development of the database," he added. "Although this slows the development, our independence is worth it."


text:
Speaker Group: Room 2 Day 2 - S.2
Craig MacFadyen
Matthew Farnell
Data centre performance optimisation specialist EkkoSense has appointed Matthew Farnell as its EMEA Director of Sales. Matthew joins EkkoSense from Schneider Electric where he spent the last five years as European Sales Director for Software and Digital Services. In this role he was responsible for driving sales of Schneider Electric's EcoStruxure cloud-based Data Center Infrastructure Management (DCIM) solution, developing… Read more »
Stephen Bowes-Phipps
Steve Bowes-Phipps has over 25 years of operational systems management experience. From managing Financial Services Data Centres and IT operations in the UK and Ireland, he joined ambitious web hosting company GlobalCenter who were expanding from the US into Europe. Sitting on the senior management team, he oversaw the building of five Internet Data Centres… Read more »
Dr Jon Summers
Dr Jon Summers is the scientific lead in data centres at RISE Research Institutes of Sweden, Adjunct Professor in Fluid Mechanics at Lulea Technical University in Sweden, and a Visiting Professor to the Institute of Thermofluids at the University of Leeds in the UK. He has worked on government and industry funded projects using high… Read more »


text:
TAYLOR MAC USA
AUSTRALIAN EXCLUSIVE
Wed 11—Fri 20 Oct
Forum Melbourne
One of the greatest experiences of my life.
From murder ballads to speakeasy jazz, Women's Liberation anthems to Walt Whitman, this is a show 240 years in the making and 24 hours in the telling.
Taylor Mac's mission is nothing short of extraordinary: to chart a complete social history of a nation through the music that scored its rebellions and revolutions, triumphs and tragedies.
Across four six-hour epics of staggering scale, Mac enlists the aid of over one hundred local and international performers—from acrobats and burlesque artists to choirs and marching bands—to join this fearless quest.
Hailed as a Ring Cycle for the 21st century, this once-in-a-lifetime experience has never been seen outside the US and is co-commissioned by and exclusive to Melbourne Festival. Part celebration and part exorcism, it's a no-holds-barred extravaganza of music, history, performance and art that will take its place as one of the most spectacular stage events Melbourne has ever witnessed.
Taylor Mac also appears in two other events during the Festival, including the Closing Night Party and a free artist talk →
Learn more about the show before you go. Browse the house program →
Chapter I: 1776—1836
Wed 11 October
The American Revolution from the perspective of the Yankee Doodle Dandy, the early Woman's Lib movement, an epic battle between drinking songs, early Temperance songs, a dream sequence where you are blindfolded and the heteronormative narrative as colonization.
Chapter II: 1836—1896
Fri 13 October
Walt Whitman and Stephen Foster go head-to-head for the title of Father of the American Song, culminating in the queerest Civil War reenactment in history. Plus a production of The Mikado set on Mars.
Chapter III: 1896—1956
A Jewish tenement, a WWI trench, a speakeasy, a depression and a zoot suit riot all make the white people flee the cities.
Chapter IV: 1956—present
Bayard Rustin's March on Washington leads to a queer riot, sexual deviance as revolution, radical lesbians and a community building itself while under siege.
Need to know more? Read the FAQs →
Taylor Mac is the darling of New York's cabaret scene, hailed as its bedazzled shaman, radical angel and searing social critic. Mac's stellar ascent has been accompanied by a constant stream of accolades, including Guggenheim and Doris Duke awards, Obie and New York Drama Critics Circle special citations and most recently the Kennedy Prize for Drama, whose previous winners include Hamilton.
★★★★★ This 24-hour-long pop show is everything.
"A must-see for anyone who wants to see a kinder, gentler society."
This downtown performer is hell bent on making us look at the hidden history of our favorite songs. In platform heels. For 24 hours.
Conceived, written, performed and co-directed by
Music Director / Arranger
Machine Dazzle
Niegel Smith
Jocelyn Clarke
Scenic Designer
Lighting Designer
John Torres
Made possible by generous donations from Taylor Mac's Giving Circle
Funded by donations from the
A 24-Decade History of Popular Music is commissioned in part by Melbourne Festival; ASU Gammage at Arizona State University; Belfast International Arts Festival and 14 - 18 NOW WW1 Centenary Art; Carole Shorenstein Hays, The Curran SF; Carolina Performing Arts, at the University of North Carolina at Chapel Hill; Center for the Art of Performance at UCLA; Hancher Auditorium at the University of Iowa; Lincoln Center for the Performing Arts; Museum of Contemporary Art Chicago; International Festival of Arts & Ideas (New Haven); New York Live Arts; OZ Arts Nashville; Stanford Live at Stanford University; University Musical Society of the University of Michigan.
This work was developed with the support of the Park Avenue Armory residency program, MASS MoCa (Massachusetts Museum of Contemporary Art), New York Stage and Film & Vassar's Powerhouse Theater, SPACE at Ryder Farm, and the 2015 Sundance Institute Theatre Lab at the Sundance Resort with continuing post-lab dramaturgical support through its initiative with the Andrew W. Mellon Foundation.
The World Premiere of the complete A 24-Decade History of Popular Music was presented in its entirety at St. Ann's Warehouse, Brooklyn NH in a co-presentation with Pomegranate Arts September/October 2016.
A 24-Decade History of Popular Music was made possible with funding by the New England Foundation for the Arts' National Theater Project, with lead funding from The Andrew W. Mellon Foundation.
PHOTO | Little Fang
Wed 11 Oct
5.30PM—11.30PM
Fri 13 Oct
24 hrs across four 6 hr, no interval performances
Ticket includes all four Chapters
Four Chapters
Single Chapter
$199 / $189
Single Chapter Under 30s
Flinders St & Russell Streets, Melbourne
Read the FAQs →
Each ticket includes all four Chapters.
IF YOU LIKE Taylor Mac, WE THINK YOU MIGHT ALSO LIKE…
Kick off the Festival with Taylor Mac and…
The inimitable Taylor Mac closes out the 2017…
A free artist talk with Damien Cave from…


Walter and Alice are expecting their first baby, but their timing is a bit off: Walter, once a successful loan officer, has been unexpectedly downsized. They've had to relocate to Florida so that they can live rent-free--in Alice's deceased aunt's condo. When Alice's brother-in-law Mid offers Walter a job, he literally can't refuse. But what he doesn't know--about the nature of the job, about the depth of Mid's shady dealings, about what he's really supposed to be doing--far outweighs what he does know. And soon enough, things escalate so out of control that Walter is riding shotgun with Mid in a bright yellow Camaro--chased by the police.
Drew Perry paints a landscape of weird and beautiful Florida and its inhabitants--all wholly original and hilarious, and utterly believable. And at the center is a portrait of a father-to-be who is paralyzed by the idea of taking responsibility for another human life when he can't seem to manage his own. Kids These Days takes perfect aim at the two sides of impending fatherhood--abject terror and unconditional love.
Drew Perry's first book, This Is Just Exactly Like You, was a finalist for the Flaherty-Dunnan First Novel Prize, a SIBA Okra Pick, and an Atlanta Journal Constitution Best Book of 2010 pick. He has published fiction in Black Warrior Review, Atlanta Magazine, Alaska Quarterly Review, and New Stories from the South. He lives in Greensboro, North Carolina, and teaches at Elon University. Visit him online at www.drewperry.net.


text:
Santa Coloma d'Andorre (prononciation catalane : [santə kuɫomə ðəndorə], localement :  [Santa Koloma ðandɔra]), ou brièvement Santa Coloma, est un village andorran situé dans la paroisse d'Andorre-la-Vieille près de la rivière Gran Valira et à 2 kilomètres du centre de la capitale Andorre-la-Vieille. Il compte  habitants en 2014.

Géographie
À l'ouest se trouvent les villages de montagne : Aixàs, Bixessarri et Canòlic en Andorre, et Os de Civís en Espagne.
Le village se trouve au confluent du riu d'Enclar et de la Valira.

Monuments

L'ensemble historique de Santa Coloma a été proposé en 1999 pour une inscription au patrimoine mondial et figure sur la « liste indicative » de l'UNESCO dans la catégorie patrimoine culturel.

L'église Santa Coloma est protégée comme bien d'intérêt culturel de l'Andorre.

Sport
Le club de football du FC Santa Coloma, basé à Andorra la Vella, compte onze titres de champion d'Andorre, dont cinq consécutifs entre 2014 et 2018.

Notes et références

Ville en Andorre
Andorre-la-Vieille
Liste indicative du patrimoine mondial en Andorre

redpajama_set_name: RedPajamaWikipedia


This OnDemand Webinar will provide business managers, landowners, environmental consultants, and legal practioners a practical grounding in the basic concepts underlying environmental common law tort, statutory/regulatory and contractual liability. You will understand the framework of federal and state sources of environmental liability and learn how to avoid and mitigate exposure to environmental liability so that it can be effectively managed in the context of land ownership, business operations and purchase or financing transactions. Existing owners of contaminated properties will learn how to minimize risks associated with tort liability, financing transactions and the sale of property. Prospective purchasers will learn how to undertake due diligence and negotiate appropriate risk transfer vehicles to both avoid liability and ensure that they have the ability to shift liability onto the entities properly responsible for site contamination.
You will be able to identify the legal sources of liability.
You will be able to discuss compensatory and punitive damages.
You will be able to explain site remediation liability.
You will be able to review contractual liability and risk allocation.


This page displays sold house prices for Dewberry Court in Hull.
Dewberry Court in Hull HU4 consists predominantly of detached houses. Properties on Dewberry Court typically have values around £150,000 - £200,000, but larger detached houses can command upwards of £200,000.
Map showing Dewberry Court in Hull.


Straight Housing (does not have the bag knob).
2 sets of 4 filter cloths (8 total).
This is a Stainless steel, Cloth only Edition. It is Brand New. We are building limited numbers with materials remaining when the Norwalk Model 290 released.
There will be a limited supply.
Comes with a full 12 Year in home use warranty.


Look, this is one of those things (unlike cake bunting) that I feel sure someone must have come up with already. I've done a quick Google search and it hasn't thrown up anything similar. But I just can't believe I am the first one to have this simple idea. However, given my searches haven't revealed anything, I thought you might like a tutorial.
Japanese masking tape and washi tape (washi tape is made from rice paper I think) have been a favourite with crafty peeps for the last couple of years. They're essentially patterned paper tape. In other words, cute on a roll.
I bought them from here a year or so back. One of my favourite Etsy shops, Happy Tape, also has a fabulous range of tapes.
In the last 12 months or so, digital Japanese masking tape has been popping up all over the internet. Pugly Pixel offers some extraordinarily generous free downloads among which are this fabulous digital tape clip art.
This is a real but magnetic version of real Japanese masking tape inspired by digital tape. Put your hand on your forehead and massage if your mind is threatening to explode with the outrageous meta-ness of it all.
An old magnet with the details peeled off back to a white layer.
Japanese masking tape, normal masking tape or whatever takes your fancy fridge-wise.
1. Go and find a flat magnet you hate. I used one of the ones so kindly left in our mailbox by a real estate agent. Tear off aforesaid real estate agent's details (try to contain your glee – it's unbecoming) so you're left with a magnetic rectangle.
If you're lucky, your local real estate agent won't have skimped and as well as using a nice thick magnet will also have used heavy-duty glue and all you'll be able to peel off is the top layer, leaving a white layer beneath. If you have to peel right back to the black, then glue a piece of white paper on before you begin because some tape, mine included, is translucent.
2. Stick your patterned tape on.
4. Cut ends unevenly to give the appearance that the tape has been torn.
5. Slap it on your fridge.
6. Enjoy freaking out your (somewhat anally-retentive – you know it my darling) husband by making him think you've stuck actual sticky tape on precious family photos.
7. Repent. But only a little bit. Full repentance is bad for digestion.
If you don't have any old magnets you can repurpose, then you can buy sheets of magnetic paper at Officeworks or just Google it. It's easier to find than you might expect.
Next time you give someone a photo, you could include 4 bits of this cute magnetic tape, thereby leaving them in no doubt as to where you expect them to display the picture. Well, it's the least they can do after you've gone to all that trouble to print it out, no?
Uuuuh LOVING this! Easy and SO STINKING cute!!!
and i even have some magnetic sheets lying around from anotehr project!
And did I mention that I think it looks stinking cute!!! I adore that look! Also thanks for the link to the digital clipart! LOVING it. Will have to see whether I can use it somehow!!!
Oh Miss Muffin – you are a poppet. Thanks very much for another lovely comment. I'm so glad you have all the materials on hand. This is such fun and so easy to make. And I'm delighted to be adding to your English vocabulary along the way!
Yes do try it. It really does rock. Our poor husbands!
I found Washi Tape at Borders of all places! They have heaps of different colours and they even come in colour sets. I wanted to buy some but couldn't think of any use for it but now I have a reason!
Hooray! Love giving my peeps a reason to buy crafty materials! I'll have to keep an eye out at Borders. Thanks for the tip.
This is by far one of the best ideas I've seen for washi tape, so clever.
Well, that means a great deal coming from one who knows her washi tape so well! Thank you so much. I'm delighted you like it.
You will totally get back to it! The period during which you retrieve dead spiders from little mouths rather than creating is finite. Which is great, buit also sad I think!
wow so great! my fridge is completely bare because I haven't found as cute a way to cover it such as this yet!
Thanks. I hope your fridge is soon covered in cute strips of this then!
If only the front of my fridge was magnetic!
What the? I don't think I've ever met a fridge that wasn't magnetic on the front! A freaky fridge, yours is.
Oh my…could this be the best magnet DIY ever? Why yes, yes it could.
Well thank you Kelly. That's a lovely thing to say.
What a cute idea! Love washi tape, love those digital washi tape strips and love a simple but striking DIY!
Love Washi tape but this is a brilliant idea! I just shared your idea on my blog under Fun Friday Finds today.
i think these are brilliant! i am definitely making some of these. thanks for the tute!!
What a great idea! We just started selling washi tape in Germany and are really excited about it. If you don't mind, I will mention your tutorial on our blog soon!
Thanks so much. Happy for you to link to me on your blog.
well… I have no cute tapes. BUT… I think I have some slightly transluscent paper than when cut into the right shape will look exactly like it IS washi tape. So I think that will do! Supercute, and yes, it would be hilarious if you are the first to post this, right? 🙂 simple ideas are the BEST!!!!
Everyone its totally obsessed with washi tape at the moment!
Here in Korea, the local restaurants are always leaving menus on my door. This is a great way to upcycle the magnets!
I have been saving so many of those magnet large ads but unsure of what I was going to do w/them. I had plans on just using them in my journaling covering them w/pretty paper then attaching something magnetic to them so they didnt' fall out off the page. I also cut some and put them on the back of some notepads I made so they can be placed on the fridge.
now I have something else to use them for!! thanks for the DIY!
such a cute and clever idea. I have a ton of tape and I'm excited to try this!
This is just perfect! I've been meaning to do a fridge front redo and this might be just the motivation I need!
Christen, you're a genius. I tried out your idea and it was fast, easy, and worked like a charm. Thanks much!
Christen, these are awesome and I've been so excited to see them popping up all OVER the place. I can't wait to try your tutorial. My fridge could definitely use some prettying up:).
So simple, so easy & so absolutely cute!
Now I only need a fridge with magnetic front… I guess I'll start with my door frames!!
Thank you, this is a great post. I found you via How about an Orange and I am so pleased that I did. I have already ordered some tape. Such a simple but effective idea. A while back I ordered a a whole pile of magnet sheet which I was going to print onto which I never got round to. However I now have a fab new use for it.
Great idea! I have to try this!!
I have been in a craft rut for far too long, mostly because I don't have the energy or the time to dig my creative space out of junk mountain, but THIS is something I can do. Simple but brilliant: thanks for sharing!
This is such a fabulous project – thanks so much fpr letting me feature it over at TipJunkie!
How clever! So mad at myself for throwing away all those stupid trash magnets. Darn.
Pingback: DIY Tape Magnets « You Want Me to Buy That?
Thanks for your comment – so glad you derived the same level of satisfaction from this ridiculously simple project as I did!
Just made mine. Let out a small squeal when I placed them on the fridge!


text:
Il campionato siciliano di guerra 1944-1945 si è disputato dopo lo sbarco in Sicilia durante la seconda guerra mondiale.

È stato uno dei vari tornei di guerra semiufficiali disputati in sostituzione del campionato nazionale. Fu organizzato dalla "Federazione Siciliana degli Sports", emanazione del Movimento Indipendentista Siciliano, che aveva sostituito il CONI nell'organizzazione delle competizioni sportive isolane. L'invito alla partecipazione fu esteso alle squadre che avevano preso parte alle ultime edizioni prima della guerra di Serie B e C e per questo al torneo fu dato anche il nome di Campionato Nazionale Misto.

Contribuisce anche all'organizzazione la FIGC, che permette l'iscrizione anche di varie matricole. Il livello del campionato ne risulta abbassato, ma lo scopo principale è quello di propagandare la rinascita del calcio in Sicilia. La formula prevede quattro gironi all'italiana, con partite di andata e ritorno, in cui le squadre sono suddivise con criteri di vicinanza geografica. Le prime due di ogni girone sono ammesse ai due gironi finali, le prime due di questi ultimi alla finalissima a quattro.

La competizione faceva parte del campionato misto di Divisione Nazionale 1944-1945 e metteva in palio due posti per le finali interregionali per l'assegnazione del titolo di Campione dell'Italia Liberata. Tuttavia problemi organizzativi (tra cui l'eccessivo protrarsi dei campionati regionali) impedirono l'effettuazione delle finali interregionali (a cui avrebbero dovuto partecipare sedici squadre centromeridionali).

Prima fase

Girone A

Classifica

Risultati

Verdetti
 Alcamo e Juventus Trapani qualificate per la finale.

Girone B

Classifica

Risultati

Verdetti
 Palermo e C.F. Termini qualificate per la finale.

Girone C

Classifica

Risultati

Verdetti
 Arsenale e Catanese qualificate per la finale.

Girone D

Classifica

Risultati

Verdetti
 Spal e Siracusa qualificate per la finale.

Finali

Girone A

Classifica

Risultati

Verdetti
 Palermo e Alcamo qualificate per la finalissima.

Girone B

Classifica

Risultati

Verdetti
 Spal Caltanissetta e Siracusa qualificate per la finalissima.

Finalissima

Classifica

Risultati

Alcamo-Spal 1-2 del 27 maggio e Palermo-Alcamo 4-0 del 3 giugno annullate per l'esclusione dell'Alcamo.

Verdetti
 Palermo campione di Sicilia.
 Formazione: Ivano Corghi, Paolo Calò (portieri); Nello Tedeschini, Mario Tozi (terzini); Gaetano Conti, Giuseppe Moncada, Armando Correnti, Aristide Noseda, Francesco Paolo De Rosalia, Mario Galassi (mediani); Pietro Bazan, Carmelo Di Bella, Mario Riccobono, Umberto Di Falco, Luigi Perugini (attaccanti). Allenatore: Beppe Cutrera.

Note

Bibliografia

Voci correlate
 Coppa Federale Siciliana
 Juventus Trapani 1944-1945
 Unione Sportiva Palermo 1944-1945

Calcio in Sicilia
Calcio nel 1945
Competizioni calcistiche italiane durante periodi bellici
Storia del Palermo F.C.


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Greg Yaitanes and Jonathan Tropper Talk BANSHEE Season 3, Character Journeys, Sexual Tension, Pushing the Envelope, and More
Even though it will be about a year before Banshee returns to Cinemax for Season 3, the creative team is already hard at work on writing the scripts. While some questions have been answered and some relationships were resolved, there are plenty of new questions and new story threads to be explored. So, while you're waiting to see how it all plays out next, Collider spoke to show creator/writer/executive producer Jonathan Tropper and director/executive producer Greg Yaitanes to get hints about what to expect from Banshee Season 3.
During this recent exclusive phone interview with Collider, Jonathan Tropper and Greg Yaitanes talked about how satisfied they were with the results of Season 2, why they wanted closure with the Rabbit (Ben Cross) plotline, that we can expect to see Fat Au (Eddie Cooper) again, the ongoing battle between Lucas Hood (Antony Starr) and Kai Proctor (Ulrich Thomsen), why Emmett's (Demetrius Grosse) journey ultimately ended the way it did, the unsettling sexual tension between Proctor and Rebecca (Lili Simmons), just how far they'll push the envelope on this show, that Chayton Littlestone (Geno Segers) will be back, just how far along they are in writing Season 3, and just how strong and unpredictable this upcoming season will be. Check out our Jonathan Tropper and Greg Yaitanes Banshee Season 3 interview after the jump, and be aware that there are some spoilers.
Collider: Looking back on Season 2, do you feel like you hit all of the story notes that you wanted to hit with it?
JONATHAN TROPPER: We're actually extremely satisfied with Season 2. We feel like we came into the season having learned a lot about our process from Season 1, with the amount of space we had to tell story and really where to put our focus. We came in with the objective of telling much richer, denser stories than we did in Season 1, and really going deeper into all of the characters. We're actually very, very happy with the results of Season 2.
When you put your characters through so much in one season, did you feel like you owed it to them to take out Rabbit and give them that closure?
TROPPER: We feel like the show keeps evolving, and it was time. It was time to move the show forward. When a show drags out a particular plotline for too long, it loses its potency. We never really considered letting the Rabbit plotline go beyond the second season.
Did you intentionally decide to set the final shoot-out in a church with a priest?
GREG YAITANES: The Banshee: Origins comic was so exciting when it came out between seasons because we introduced that Rabbit had a brother that was a priest and we'd been forming that character. It was the natural place to bring it. The thing about Banshee is that it has a nice, complicated relationship with religion. Having everybody's reckoning take place in a House of God was beautiful and visual and thematic, but it was not easy to find a church that would let us do a giant shoot-out.
Fat Au was a great character to add to this group of tight-knit characters that you already have established. Is it challenging to match another piece to that puzzle and find the right actor for it?
TROPPER: We wanted to create another character that felt very much of the Banshee world. Initially, he was conceived as an Asian, but that just felt a little too predictable and a little too easy. Over time, we developed this idea of an African American man who had completely absorbed Asian culture. That just felt very organic to our show. And everyone is always very welcoming for guest stars like that.
Since Fat Au made it out of the big shoot-out alive, will we see more of him, in the future?
TROPPER: Perhaps.
YAITANES: I would expect to see Fat Au again.
Lucas has ended one war with Rabbit, but he's ignited this new war with Kai Proctor. Will that be a big focus in Season 3?
TROPPER: Lucas and Proctor have always been the two Alphas of our show. The entire eco-system of Banshee will never be at rest while they're in the same town. That is an ongoing battle that, unless one of them dies or leaves, will never end.
You've been flashing back to the backstory of what led this group of people to where they were when we met them at the beginning of Season 1, but it feels like that backstory has been told now. Are you going to continue to have flashbacks on the show, to different points in their lives, going forward?
YAITANES: The two-year plan that the finale brought together is that we've been telling the backstories at www.WelcomeToBanshee.com. It's not been an accident that we've been creating a graphic novel that told the story and that we've been filling in the gaps of the mythology that happened over the last 15 years. It all led up to the finale, in a big way. While we do plan to continue Banshee: Origins, the show is very much putting the past behind it and looking forward. This is the natural evolution of what our plan has been since the beginning of Season 1.
What made you decide to end the character of Emmett, in the way that you did?
YAITANES: The thing that Emmett's death really represents is a microcosm of the show itself, which is evil for evil. Just because somebody did something to you and you went down the path of revenge, that doesn't necessarily mean it's the end of the story. Keeping true to the show, as well as real life consequences for things, sometimes it just doesn't have a happy ending. I found Emmett's death really powerful. It embodied so much of the show and it gives us a real catalyst, going into Season 3.
TROPPER: If you think about our show, in general, the idea is that the corruption and what's happening in Banshee means nothing pure can really survive. Emmett was the purest force on the show. He was a good man. He was an uncorrupted man. And because he couldn't be corrupted, he was corrupted in a way that ultimately led to his death. Nothing is safe from the corruption that's been set in motion by Lucas showing up in Banshee.
It seems to be acceptable in TV and film to show intense violence and graphic sex, but showing them in the same scene and combining the two, it seems to cross some taboo line. Were you playing with that notion, in that very violent, bloody and sexually graphic scene between Rebecca and Alex Longshadow, or was that just the natural way to play that out?
TROPPER: Rebecca, up until this point, has always viewed sexuality as her weapon of choice. It's the only weapon she really had. But the more time she's spent with Proctor, the more she's picking up other weapons. We're gradually evolving her to a place where she no longer has to use sex as a weapon because she's developed a lot of other weapons in her arsenal.
YAITANES: We had talked about having those two things inter-cut with each other for that sequence. The thing that I like, that people have come to get used to with Banshee, is that anybody can go, at any time. You probably thought Lucas was a goner, as well, when you were watching [the finale].
There's such a creepy and unsettling sexual tension between Kai Proctor and Rebecca. What should we make of the scene of him walking into the room naked and her hugging him? Should we be feeling that sexual tension?
TROPPER: I think you should feel whatever you feel. We're not going to tell you what to feel. But, the fact is that Kai Proctor has been alone for a very long time. Rebecca is the only person who could possibly understand him, and he's the only person who can understand her. As a result, they don't have the social mores that protect them from occasionally straying over lines because they're so removed from regular society.
Is there such a thing as too far, when it comes to this show? Are there things you wanted to do, but decided to cut because it felt like it was going too far?
YAITANES: We keep ourselves in pretty good check. We have freedom, but we also have restraint. We never go at it thinking, "How can we outdo ourselves?" If we are going to tackle something, we do set out to make it the best version of what it is. For example, in Season 1, Episode 8, we had Carrie and Olek fighting, and we were like, "All right, we're gonna make the best man/woman fight that's ever been done in film or TV." If we're gonna do it, then we're going to make sure it's the best possible version of that. Our fight sequences do that. Episode 10 has what I think was one of the most brutal, frightening fight scenes ever, at the end of it.
Since it was set up to appear that way, will we be seeing more of Chayton Littlestone?
YAITANES: Yeah, I would expect to see Chayton back in Banshee in Season 3.
TROPPER: We spend a lot of time really thinking about guest stars. We spend a lot more time than you would think, in conceiving them and casting them.
As far as Season 3 goes, do you already have the general plot arc?
TROPPER: We're well into scripts. We have an entire season outline and we're ready.
YAITANES: Cinemax's enthusiasm when they read the season opener that Jonathan wrote for Season 3 was fantastic. I don't think anybody will imagine how we're going to open it, just like nobody can possibly predict how we're going to end Season 3. All I can say about Season 3 is that when Jonathan came up with the end of Season 3, I had a palpable desire to see up to Season 4. I can't believe how awesome Season 3 is going to end. There's no Banshee fan on the planet that isn't going to be dying. It's going to be the most anticipated season of our show.
Will we get to see what fatherhood looks like for Lucas Hood in Season 3?
TROPPER: We might see some faltering steps around that, but Lucas knows that he's not, at this stage in his life, cut out to start something there. You might see the Lucas Hood version of fatherhood.
Are you at the point now where no one who stays in Banshee will ever get a happy ending, and it's more about just staying alive, at this point?
TROPPER: I wouldn't say that no one can get a happy ending. But it's a corrupt place and Lucas' arrival set in motion a chain of events where nothing can remain untouched and pure, so happy endings aren't really in the cards for most people.
Banshee will return to Cinemax for Season 3 in 2015.
Madison Davenport Talks FROM DUSK TILL DAWN: THE SERIES, Working with Robert…
Topher Grace Joins AMERICAN ULTRA; Scott Caan Replacing Shia LaBeouf in ROCK…
• Banshee • Greg Yaitanes • Interview • Jonathan Tropper • TV Interview


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Sidi Mohamed Ould Cheikh Abdallahi (en ), né en 1938 et mort le  à Nouakchott, est un homme d'État mauritanien. Président de la république islamique de Mauritanie depuis le , il est renversé le  à la suite d'un coup d'État militaire mené par le général Mohamed Ould Abdel Aziz.

Biographie

Gouvernements et exils
Sidi Mohamed Ould Cheikh Abdallahi est, de 1971 à 1978, ministre d'État, ministre de l'Économie dans le gouvernement de Moktar Ould Daddah. Il est emprisonné lors de la chute du gouvernement de ce dernier. Une fois libéré, il devient conseiller économique pour le Koweït de 1982 à 1985.

Revenu en Mauritanie en 1986, il est nommé ministre de l'Hydraulique et de l'Énergie, puis ministre des Pêches et des Affaires Maritimes par Maaouiya Ould Sid'Ahmed Taya. En 1989, il se brouille avec la présidence, ce qui le pousse à s'exiler à nouveau. Il reprend son travail pour le Koweït dans un service d'aide au développement au Niger. Il ne revient en Mauritanie qu'en 2003 et renoue aussitôt avec la politique.

Présidentielle de 2007

Lors du premier tour de l'élection présidentielle qui se déroule le , il obtient 24,80 % des voix. Le 25 mars, il est élu lors du second tour avec  voix, soit 52,89 % des suffrages exprimés, face à Ahmed Ould Daddah qui lui a obtenu 47,11 % (premier tour 20,70 %). Il est investi président de la République le 19 avril.

Il a inscrit la restauration de l'unité nationale, la consolidation de l'État de droit « par l'approfondissement de la démocratie » et la lutte contre la pauvreté au rang des axes prioritaires de son mandat pour les cinq prochaines années. Le nouveau président s'est engagé à promulguer une nouvelle législation pour enrayer définitivement le phénomène et à mener « une politique de discrimination positive » à l'égard des anciennes victimes.

Une meilleure répartition des richesses nationales dans un pays de  d'habitants pourvu de nombreuses ressources naturelles et où l'incidence de pauvreté reste encore au-dessus de 40 % va, enfin, constituer un chantier important du nouveau pouvoir, estiment les observateurs.

Sidi Mohamed Ould Cheikh Abdallahi a recueilli 52,85 % des suffrages lors du  d'un scrutin présidentiel qualifié de « transparent et crédible » par l'ensemble des observateurs. Cette élection a mis un terme à 19 mois d'une transition militaire marquée par pas moins de cinq consultations électorales.

Il devient alors le premier  président élu démocratiquement de l'histoire de son pays.

Exercice du pouvoir
La présidence effective d'Abdallahi environ quinze mois.

Elle est marquée par un nouveau dispositif législatif et policier punissant plus sévèrement l'esclavage. La notion d'esclavage est redéfinie dans un sens plus large, des peines de cinq à dix ans de prison sont prévues pour les propriétaires d'esclaves ainsi que contre les fonctionnaires trop laxistes ou corrompus. La loi de 1981 prévoyant une indemnisation pour les propriétaires perdant des esclaves est abrogée.

Conformément à sa promesse électorale, son gouvernement commence à organiser le retour des « réfugiés négro-mauritaniens » installés au Sénégal depuis le conflit sénégalo-mauritanien de 1989. Le processus est cependant critiqué par les Forces de libération des Africains de Mauritanie (FLAM) qui le juge trop lent et pas assez généreux.

En , face à la crise alimentaire mondiale de 2007-2008, il décide de créer une banque de céréales, de supprimer les taxes douanières sur le riz et de subventionner les prix du gaz et de l'électricité et diverses mesures pour éviter la famine dans les zones les moins accessibles. Le coût du programme est évalué à  d'euros. Dans le même temps, il annonce des mesures pour faciliter l'accès aux logements à Nouakchott.

Coup d'État d'août 2008

Le , Sidi Mohamed Ould Cheikh Abdallahi est arrêté avec le Premier ministre Yahya Ould Ahmed El Waghef par des militaires lors d'un coup d'État militaire. Le responsable du putsch n'est autre que l'ex-chef de la garde présidentielle (BASEP), le général Mohamed Ould Abdel Aziz, limogé par décret quelques heures auparavant par le président. Ce dernier a été emmené dans un endroit tenu secret par les militaires et sa résidence privée.

Par la suite, la police a réprimé des manifestations hostiles au putsch, organisées par le Front national pour la défense de la démocratie.

Après la présidence
Le , il est transféré de sa villa à son village natal, mais reste en résidence surveillée. Le , il est libéré par la junte.

En , il rejette l'octroi par la junte d'un passeport diplomatique avec la mention . Le , le scrutin présidentiel, initialement fixé au , est reporté au . Le , après avoir formé la veille un gouvernement de transition et que la junte ait été placée sous tutelle de celui-ci, il présente sa démission, permettant le début de la transition.

Depuis le départ de Sidi Mohamed Ould Cheikh Abdallahi, un front de résistants milite en faveur de son retour, le Front pour le retour de Sidi, qui selon les révélations de WikiLeaks, est toujours actif en 2010.

Notes et références

Voir aussi

Articles connexes
 Liste des dirigeants actuels

Bibliographie
  Anthony G. Pazzanita, « Sidi Mohamed Ould Cheikh Abdellahi », in Historical dictionary of Mauritania, Scarecrow Press, Lanham (Maryland), 2008 (), ,
  Biographie Fundació CIDOB

Liens externes

Naissance en 1938
Naissance en Afrique-Occidentale française
Chef d'État de la Mauritanie
Personnalité politique renversée par un coup d'État
Décès à Nouakchott
Décès en novembre 2020
Ministre mauritanien de l'Économie
Ministre mauritanien de l'Énergie
Ministre mauritanien de la Pêche


text:
Wwi essay
World War I - IB History.
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    </replacementdef>
    <vkopenurldef>
      <name>KeyCode::VK_OPEN_URL_FaceTime</name>
      <url type="file">/Applications/FaceTime.app</url>
    </vkopenurldef>
    <vkopenurldef>
      <name>KeyCode::VK_OPEN_URL_Maps</name>
      <url type="file">/Applications/Maps.app</url>
    </vkopenurldef>
    <item>
      <name>Enable</name>
      <identifier>private.easy_karabiner</identifier>
      <block>
        <autogen> __KeyOverlaidModifier__
          KeyCode::O,
          @begin
          KeyCode::VK_CONFIG_SYNC_KEYDOWNUP_notsave_launcher_mode_v2, ModifierFlag::LAUNCHER_MODE_V2
          @end
          @begin
          KeyCode::O
          @end
        </autogen>
      </block>
    </item>
  </item>
</root>

redpajama_set_name: RedPajamaGithub