text:
Recipe Unlimited Reports Q1 2020 Results
VAUGHAN, ON, May 7, 2020 /CNW/ - Recipe Unlimited Corporation reported financial results today for the 13 weeks ended March 29, 2020.
"I want to thank all of our "front-line" staff and franchisees who have been preparing meals and serving guests since the mid-March shutdown of dining rooms. It is heartwarming to see the countless acts of charitable giving that our franchisees and fellow associates have undertaken by donating their time, money and/or food back to their communities. The true character of our teammates is coming through and we are extremely proud of all of them," commented Frank Hennessey, CEO of Recipe Unlimited.
"Our previous investments in both technology and operational enhancements to improve the Guest experience through our off-premise channels, has allowed us to quickly respond to the dramatic change in channel sales. We have developed a "blueprint" for reopening and have been working with both industry and government on the best ways to restart our dining rooms to once again allow Canadians to be social while also being safe. For 137 years we have built trust with Canadians through our iconic brands. While this event continues to cause uncertain economic times for our industry, we are confident that the actions we have taken throughout this event to keep our associates and our Guests safe, while still delivering great food and service, will build upon that foundation of trust and propel us to a brighter future," added Frank Hennessey.
In the first quarter of 2020 the Company was impacted by the COVID-19 pandemic and the corresponding government mandated closures of non-essential services. As a consequence, 42% of our Canadian corporate and franchise restaurants were completely closed in mid-March and 58% of restaurant locations remained partially open for off-premise (take out and delivery) sales. In addition, the Company's Retail and Catering divisions remained open as an essential service continuing to supply branded and private label products to grocery customers.
In response to the COVID-19 disruption, the Company closed its central office locations and implemented remote work from home protocols, focused on off-premise sales and delivery channels with revised menus, e-commerce platform enhancements and opened a new "Ultimate Kitchen" to offer multi-brand off-premise choices for delivery to customers from a single kitchen. In conjunction with government wage subsidy programs available to the Company and to laid off employees, the Company laid off most restaurant level associates and adjusted the work and compensation arrangements for all central associates. For all corporate and franchise restaurants and central leases, the Company is negotiating rent deferral or reductions for the COVID-19 disruption period. In addition, the Company has suspended the payment of dividends for the balance of 2020, suspended share buybacks, and has implemented cost reductions and/or deferrals, including salary reductions for management and the suspension of board fees.
Regarding the Company's franchise network, effective mid-March 2020 the Company suspended collections of all fees from franchisees including April 1st rent. The Company is working with each franchisee to arrange lender accommodations and expanded credit facilities and the Company is working with each franchise landlord to arrange rent deferrals or reductions for the COVID-19 disruption period.
On March 17, 2020 the Company drew $300.0 million on it's revolving credit facility to provide liquidity during the COVID-19 period. In addition, the Company has amended its lending covenants with both its syndicated lenders and private note holders. The covenant amendments are effective through Q3 2021 and are expected to be responsive to the financial impacts from continued dining room closures and gradual System Sales recoveries as guests return to restaurants. While the actions taken to provide liquidity and to amend debt covenants are considered sufficient for the foreseeable future, the future effect of COVID-19 on the economy and businesses, in general, remains uncertain.
The medium and long term impact to the Company from COVID-19 will depend on the length of time restaurants are closed, the financial solutions achieved with government, lenders, franchisees, and landlords, post COVID-19 consumer dining behaviours, and the macro impact on the overall economy, in particular household debt and levels of disposable income. Potential financial solutions which may be required include, but are not limited to, obtaining sufficient financial support from government(s) for the Company and its franchisees, lenders, and obtaining rent relief from landlords.
The first quarter financial impact of COVID-19 is summarized as follows:
Q1 - 2020
(C$ millions unless otherwise stated)
13 weeks ended
Impact of
Q1 excluding
the impact of
System Sales (2)
Franchise revenues
Total gross revenue(1)
Cost of inventories sold
Selling, general and administrative expenses (1)
Impairment of assets, net of reversals
Restructuring and other
Operating income (loss) (1)
Net interest expense and other financing charges
Share of gain (loss) from investment in joint ventures
Earnings (loss) before change in fair value and income taxes (1)
Change in fair value of exchangeable Partnership units
and Keg Royalty Income Fund units
Earnings (loss) before income taxes (1)
Net earnings (loss)(1)
Operating EBITDA (1)
Figures may not total due to rounding.
See "Non-IFRS Measures" on page 29 of the Company's MD&A for definitions of Free Cash Flow, System Sales, SRS, Adjusted Net Earnings, Operating EBITDA, Operating EBITDA Margin on System Sales, and Adjusted EPS. See pages 8 and 29 for a reconciliation of Net Earnings to these Non-IFRS measures.
Highlights for the 13 weeks ended March 29, 2020:
System Sales(1) for the 13 weeks ended March 29, 2020 decreased $103.5 million to $747.2 million compared to $850.7 million in 2019, representing a decrease of 12.2%. The decrease in System Sales is primarily related to slow down in restaurant sales in the first half of March leading up to the government mandated restaurant closures during the second half of March, partially offset by sales increases in the Retail and Catering segment. Management will not be reporting and commenting on Same Restaurant Sales ("SRS")(1) because the Company's definition of SRS and method that it is calculated does not represent a true reflection of actual performance. Total System Sales changes will be more relevant in this and subsequent quarters.
Gross revenues for the 13 weeks ended March 29, 2020 was $269.9 million compared to $304.6 million, a decrease of $34.7 million or 12.9%. During the mandatory COVID-19 shutdown, the Company continues to generate revenues from its Retail and Catering segment selling product to grocery customers; sales from corporately owned restaurants and its catering segment with its off premise takeout and delivery options; royalties at reduced rates from franchised restaurants also open with off premise options; plus fees from the Company's off-premise call centre business.
Operating EBITDA(1) for the 13 weeks ended March 29, 2020 decreased to $20.5 million compared to $50.1 million in 2019, a decrease of $29.6 million or 59.1%. The decrease for the quarter was primarily driven by the $27.0 million impact of COVID-19 from the decline in System Sales, and the corresponding gross revenue decrease of $37.5 million, restaurant closure costs including food spoilage and employee termination costs at corporate restaurants of $10.5 million, partially offset by sales increases in the Retail and Catering segment. Cost saving measures, including salary reductions, rent and other overhead cost reductions, government programs such as the wage subsidies will be realized in the second quarter to offset the decreases in gross revenues.
Operating EBITDA Margin on System Sales(1) for the 13 weeks ended March 29, 2020 was 2.7% compared to 5.9% in 2019. The change in margin rate was primarily driven by System Sales declines in the month of March and restaurant closure costs as a result of COVID-19.
Contribution from Retail and Catering for the 13 weeks ended March 29, 2020 was $7.6 million compared to $8.2 million in 2019, a decrease of $0.6 million or 7.3%. The decrease was driven primarily by reduced sales to restaurants in the month of March partially offset by increased sales to retail grocery customers at lower gross margin rates prior to the COVID-19 disruption.
At the end of the first quarter, the Company opened its first "Ultimate Kitchen" concept in Toronto. The Ultimate Kitchen is a delivery only concept offering customers greater choice from the ability to order from multiple brands on the same order or to simply order from a specific brand. The Ultimate Kitchen represents a significant opportunity for future growth and expansion for Recipe. It is on-point with the shift in consumer behaviour; it is a viable option for us to serve markets where it may otherwise be cost prohibitive to build a traditional restaurant and its focus on a single channel will enable us to better serve our Guests while being profitable. The Company intends to open up to 4 Ultimate Kitchens in 2020.
Net earnings (loss) were $(41.2) million for the 13 weeks ended March 29, 2020 compared to $22.7 million in 2019, representing a decrease of $63.9 million. The $63.9 million decrease was primarily driven by the decrease in Operating EBITDA of $29.6 million ($27.0 million due to COVID-19), decrease in fair value of Exchangeable Keg Partnership units of $37.9 million due to COVID-19, a non-cash impairment charge of $16.3 million (due to COVID-19), partially offset by a decrease in net income tax expense of $17.4 million.
Adjusted Basic EPS for the 13 weeks ended March 29, 2020 was $0.13 compared to $0.30 in 2019, a decrease of $0.17 or 56.1%. Adjusted Diluted EPS for the 13 weeks ended March 29, 2020 was $0.13 compared to $0.29 in 2019, a decrease of $0.16 or 54.6%.
Free Cash Flow(1) per share before growth capex, dividends, and NCIB on a diluted basis was $(0.08) for the 13 weeks ended March 29, 2020, compared to $0.56 in 2019.
Free Cash Flow(1) before growth capex, dividends, and share repurchases under the Company's normal course issuer bid ("NCIB") for the 13 weeks ended March 29, 2020 was $(4.3) million compared to $35.5 million in 2019.
For the 13 weeks ended
Total System Sales
System Sales Growth (1)
(12.2)%
Total number of restaurants (at period end)
Operating EBITDA on System Sales
Corporate restaurant sales
Number of corporate restaurants (at period end)
Contribution from Corporate segment
Contribution as a % of corporate sales
(0.3)%
Franchise restaurant System Sales
Number of franchised & JV restaurants
Contribution from Franchise segment
Contribution as a % of Franchise sales
Retail and Catering sales
Contribution from Retail and Catering
Contribution as a % of Retail & Catering sales
Contribution from Central segment (excluding net royalty
expense)
Contribution as a % of total System Sales
Total gross revenue
Operating EBITDA Margin on gross revenue
Earnings (loss) before income taxes
Net earnings (loss)
Adjusted Net Earnings (1)
EPS attributable to common shareholders of the Company (in
dollars)
Basic EPS (in dollars)
Diluted EPS (in dollars)
Adjusted Basic EPS (1) (in dollars)
Adjusted Diluted EPS (1) (in dollars)
Free Cash Flow before growth capex, dividends and NCIB (1)
Free cash flow Per Share - Basic (in dollars)
Free cash flow Per Share - Diluted (in dollars)
Results from East Side Mario restaurants in the United States are excluded in the System Sales totals and number of restaurants. See "Non-IFRS Measures" on page 29 of the Company's MD&A for definition of System Sales.
Results from New York Fries located outside of Canada, East Side Mario restaurants in the United States, Casey's restaurants are excluded from SRS Growth. See "Non-IFRS Measures" on page 29 of the Company's MD&A for definition of SRS Growth.
See "Non-IFRS Measures" on page 29 of the Company's MD&A for definitions of System Sales, System Sales Growth, SRS Growth, Operating EBITDA, Operating EBITDA Margin, and Operating EBITDA on System Sales.
The Company's unaudited condensed consolidated interim financial statements for the 13 weeks ended March 29, 2020 and Management's Discussion and Analysis are available under the Company's profile on SEDAR at www.sedar.com
The effects of COVID-19 on many businesses, especially restaurants, have been unexpected, sudden and unprecedented. Early estimates from industry data indicates food service sales in Canada have fallen by over 60%. The future effect of COVID -19 on the economy and businesses, in general, remains uncertain. The path that governments will follow in easing restrictions on business operations, and in particular restaurants, is yet to be determined and could last many months. It is also unclear how quickly consumer demand will resume or what capacity restraints may be enforced by various government authorities. Various levels of government have announced a number of important programs which are expected to be helpful to the success of individual restaurant businesses, including the Company's franchisees.
While the actions taken to provide liquidity during the COVID-19 period are considered sufficient for the foreseeable future, the future effect of COVID-19 on the economy and businesses, in general, remains uncertain. The medium and long term impact to the Company from COVID-19 will depend on the length of time restaurants are closed, the financial solutions achieved with government, lenders, franchisees, and landlords and post COVID-19 consumer dining behaviours. Potential financial solutions which may be required include, but are not limited to, obtaining sufficient financial support from government(s) for the Company and its franchisees, and obtaining rent relief from landlords.
Management expects that post COVID-19, the restaurant industry will be very different. There will be less restaurant seats in the market from competitors that will not re-open and from changes in consumer behaviour. Management believes it is well positioned with certain brands to build on its off-premise (takeout and delivery) and retail channels because of its established business platforms (IT investments in digital apps for online ordering, relationships with grocery chains).
Management will be redefining its key initiatives and priorities for the balance of fiscal 2020, as it evaluates the impact of COVID-19 on its business and the changes the Company will need to implement in response to the expected changes in consumer behaviour. During the mandatory COVID-19 shutdown, the Company continues to generate revenues from its Retail segment selling product to grocery customers; sales from corporately owned restaurants and its catering segment with its off premise takeout and delivery options; royalties at reduced rates from franchised restaurants also open with off premise options; and earn fees from the Company's off-premise call centre business.
Focus on the short to medium term will include:
Working with government and industry on a blueprint for reopening dining rooms while still maintaining social distancing protocols with focus on keeping our associates and guests safe;
Manage and improve the long-term health of its network & restaurant profitability such as providing tools and guidance to government assistance programs, reducing lease costs with landlords, reducing and/or deferring non-essential restaurant costs, and working with our franchise lending partners to defer franchisee rent payments and to ensure our franchisees have full access to the emergency loan programs that the government has introduced in response to COVID-19;
Actively negotiating early exit and permanent closure of under-performing restaurants that were identified at year end;
Expand the Company's off premise business and retail business into brands other than Swiss Chalet, St-Hubert and East Side Mario's;
Reduce and adjust overhead cost structure in response to slower growth and revenue reductions, including salary reductions, rent and overhead cost reductions, and taking advantage of government initiatives like the wage subsidy to help offset the reduction in revenues. The Company will quality for the government wage subsidy and the landlord rent subsidy that were announced in April, recoveries which will be reported in the second quarter results.
The foregoing description of Recipe's outlook is based on management's current strategies and its assessment of the outlook for the business and the Canadian Restaurant Industry as a whole, may be considered to be forward-looking information for purposes of applicable Canadian securities legislation. Readers are cautioned that actual results may vary. See "Forward-Looking Information" and "Risk & Uncertainties" for a description of the risks and uncertainties that impact the Company's business and that could cause actual results to vary.
Non-IFRS Measures
These measures are not recognized measures under IFRS, do not have a standardized meaning prescribed by IFRS and are therefore unlikely to be comparable to similar measures presented by other companies. Rather, these measures are provided as additional information to complement those IFRS measures by providing further understanding of the Company's results of operations from management's perspective. Accordingly, they should not be considered in isolation nor as a substitute for analysis of the Company's financial information reported under IFRS. The Company uses non-IFRS measures including "System Sales", "SRS Growth", "EBITDA", "Operating EBITDA", "Operating EBITDA Margin", "Operating EBITDA Margin on System Sales", "Adjusted Net Earnings", "Adjusted Basic EPS", and "Adjusted Diluted EPS", and "Free Cash Flow" to provide investors with supplemental measures of its operating performance and thus highlight trends in its core business that may not otherwise be apparent when relying solely on IFRS financial measures. The Company also believes that securities analysts, investors and other interested parties frequently use non-IFRS measures in the evaluation of issuers. The Company's management also uses non-IFRS measures in order to facilitate operating performance comparisons from period to period, to prepare annual operating budgets, and to determine components of management compensation.
"System Sales" represents top-line sales from restaurant guests at both corporate and franchise restaurants including take-out and delivery customer orders. System Sales includes sales from both established restaurants as well as new restaurants. System sales also includes sales received from its food processing and distribution division. Management believes System Sales provides meaningful information to investors regarding the size of Recipe's restaurant network, the total market share of the Company's brands sold in restaurant and grocery and the overall financial performance of its brands and restaurant owner base, which ultimately impacts Recipe's consolidated financial performance.
"System Sales Growth" is a metric used in the restaurant industry to compare System Sales over a certain period of time, such as a fiscal quarter, for the current period against System Sales in the same period in the previous year.
"SRS Growth" is a metric used in the restaurant industry to compare sales earned in established locations over a certain period of time, such as a fiscal quarter, for the current period against sales in the same period in the previous year. SRS Growth helps explain what portion of sales growth can be attributed to growth in established locations and what portion can be attributed to the opening of net new restaurants. Recipe defines SRS Growth as the percentage increase or decrease in sales during a period of restaurants open for at least 24 complete fiscal months relative to the sales of those restaurants during the same period in the prior year. Recipe's SRS Growth results excludes Casey's restaurants as the Company is in the process of winding down its operations; and sales from international operations from 37 New York Fries and 3 East Side Mario's.
"EBITDA" is defined as net earnings before: (i) net interest expense and other financing charges; (ii) income taxes; (iii) depreciation of property, plant and equipment; (iv) amortization of other assets and deferred gain.
"Operating EBITDA" is defined as net earnings before: (i) net interest expense and other financing charges; (ii) income taxes; (iii) depreciation of property, plant and equipment; (iv) amortization of other assets and deferred gain; (v) impairment of assets, net of reversals; (vi) losses on early buyout / cancellation of equipment rental contracts; (vii) restructuring and other; (viii) conversion fees; (ix) net (gain) / loss on disposal of property, plant and equipment; * stock based compensation, costs related to its restricted share units, and one-time cash payments related to the exercise and settlement of stock options; (xi) changes in onerous contract provision; (xii) expense impact from fair value inventory adjustment resulting from the St-Hubert purchase relating to inventory sold during the period; (xiii) acquisition related transaction costs; (xiv) change in fair value of non-controlling interest liability; (xv) change in fair value of Exchangeable Partnership units; (xvi) the Company's proportionate share of equity accounted investment in joint ventures; (xvii) interest income from the Partnership units; and the rent expense impact related to the implementation of IFRS 16, "Leases".
"Operating EBITDA Margin" is defined as Operating EBITDA divided by total gross revenue.
"Operating EBITDA Margin on System Sales" is defined as Operating EBITDA divided by System Sales.
"Free Cash Flow before capex, dividends and NCIB" is defined as Operating EBITDA less (i) cash interest paid; (ii) maintenance capex; and (iii) cash taxes paid.
"Free Cash Flow after capex, dividends and NCIB" is defined as Operating EBITDA less (i) cash interest paid; (ii) maintenance capex; (iii) cash taxes paid; (iv) growth capex; (vi) dividends paid; (vi) shares repurchased under the NCIB; and (vii ) proceeds from sale of assets.
"Adjusted Net Earnings" is defined as net earnings plus (i) change in fair value of non-controlling interest liability; (ii) change in fair value of Exchangeable Partnership units; (iii) one-time transaction costs; (iv) non-cash impairment charges; (v) restructuring and other; (vi) amortization of unearned conversion fees income; (vii) losses on early buyout/cancellation of equipment rental contracts; (viii) net gain on disposal of property, plant and equipment and other assets; and (ix) write-off of deferred financing fees.
"Adjusted Basic EPS" is defined as Adjusted Net Earnings divided by the weighted average number of shares outstanding.
"Adjusted Diluted EPS" is defined as Adjusted Net Earnings divided by the weighted average number of shares outstanding plus the dilutive effect of stock options and RSUs.
The financial performance of the Company is subject to a number of factors that affect the commercial food service industry generally and the full-service restaurant and limited-service restaurant segments of this industry in particular. The Canadian restaurant industry is intensely competitive with respect to price, value proposition, service, location and food quality. There are many well-established competitors, including those with greater financial and other resources than the Company. Competitors include national and regional chains, as well as numerous individually owned restaurants. Recently, competition has increased in the mid-price, full-service, casual dining segment of this industry in which many of the Company's restaurants operate. Some of the Company's competitors may have restaurant brands with longer operating histories or may be better established in markets where the Company's restaurants are located or may be located. If the Company is unable to successfully compete in the segments of the Canadian Restaurant industry in which it operates, the financial condition and results of operations of the Company may be adversely affected.
The Canadian restaurant industry business is also affected by changes in demographic trends, traffic patterns, and the type, number and locations of competing restaurants. In addition, factors such as inflation, increased food, labour and benefit costs, and the availability of experienced management and hourly employees may adversely affect the restaurant industry in general and the Company in particular. Changing consumer preferences and discretionary spending patterns and factors affecting the availability of certain foodstuffs could force the Company to modify its restaurant content and menu and could result in a reduction of revenue. Even if the Company is able to successfully compete with other restaurant companies, it may be forced to make changes in one or more of its concepts in order to respond to changes in consumer tastes or dining patterns. If the Company changes a restaurant concept, it may lose additional customers who do not prefer the new concept and menu, and it may not be able to attract a sufficient new customer base to produce the revenue needed to make the restaurant profitable. Similarly, the Company may have different or additional competitors for its intended customers as a result of such a concept change and may not be able to successfully compete against such competitors. The Company's success also depends on numerous other factors affecting discretionary consumer spending, including general economic conditions, disposable consumer income, consumer confidence and consumer concerns over food safety, the genetic origin of food products, public health issues and related matters. Adverse changes in these factors could reduce guest traffic or impose practical limits on pricing, either of which could reduce revenue and operating income, which would adversely affect the Company.
The Company's unaudited condensed consolidated interim financial statements for the 13 weeks ended March 29, 2020 and Management's Discussion and Analysis are available under the Company's profile on SEDAR at www.sedar.com.
About Recipe
Founded in 1883, RECIPE Unlimited Corporation is Canada's oldest and largest full-service restaurant company. The Company franchises and/or operates some of the most recognized brands in the country including Swiss Chalet, Harvey's, St-Hubert, The Keg, Milestones, Montana's, Kelsey's, East Side Mario's, New York Fries, Prime Pubs, Bier Markt, Landing, Original Joe's, State & Main, Elephant & Castle, The Burger's Priest, The Pickle Barrel, Marigolds & Onions, and 1909 Taverne Moderne.
RECIPE's iconic brands have established the organization as a nationally recognized franchisor of choice. As at March 29, 2020, Recipe had 24 brands and 1,363 restaurants, 85% of which are operated by franchisees and joint venture partners, operating in 11 countries (Canada, USA, Bahrain, China, India, Macao, Oman, Panama, Qatar, Saudi Arabia and the UAE. RECIPE's shares trade on the Toronto Stock Exchange under the ticker symbol RECP. More information about the Company is available at www.recipeunlimited.com.
For further information: Investor Relations: Recipe Unlimited Corp., Ken Grondin, (905) 760-2244, Chief Financial Officer, Email: kgrondin@recipeunlimited.com or investorrelations@recipeunlimited.com


We Have Fed Our Sea is the last part of Rudyard Kipling's poem The Song of the Dead from his book The Seven Seas (Appleton and Company, 1900).
These verses are but a small part of Kipling's longest sustained poems, A Song of the English .
Louis Killen sang We Have Fed Our Sea in 1997 on his CD A Seaman's Garland .
They that look still to the Pole, asleep by their hide-stripped sledges.
Where the warrigal whimpers and bays through the dust of the sear river-courses.
Where the dog-ape barks in the kloof—in the brake of the buffalo-wallows.
Hear now the Song of the Dead!
We yearned beyond the sky-line where the strange roads go down.
Till the Soul that is not man's soul was lent us to lead.
In the faith of little children we went on our ways.
In the faith of little children we lay down and died.
That our sons might follow after by the bones on the way.
And the bud has come to blossom that ripens for fruit!
For the sounds of many footsteps, for the tread of a host.
By the bones about the wayside ye shall come to your own!
(By day nor yet by night).
Lord God, we ha' paid in full!
Where the ghastly blue-lights flare.


The two panels formed the central portion of an altarpiece of Saint Catherine of Alexandria (c.1502), whose side panels still exist in other collections. A 17th-century engraving of the complete altarpiece and an 18th-century copy in oil of the lower central panel were compared with the surviving panels during a detailed technical examination.
The treatment proposal for restoration following cleaning and removal of old retouching included a photomontage of an extension of the surviving frame back to its original dimensions, and a reconstruction of the original ceiling around Saint Catherine's head, to restore the architectural space in the central image. This has now been carried out. The reversible modifications to the frame are discussed in some detail.
Dunkerton, J. 'The Restoration of Two Panels by Cima da Conegliano from the Wallace Collection'. National Gallery Technical Bulletin Vol 21, pp 58–69.


text:
History of the NAACP
NATION'S PREMIER CIVIL RIGHTS ORGANIZATION
Founded February 12, 1909, the NAACP is the nation's foremost, largest, and most widely recognized civil rights organization. Its more than half-million members and supporters throughout the United States and the world are the premier advocates for civil rights in their communities, leading grassroots campaigns for equal opportunity and conducting voter mobilization.
Founding group
In 1908, a deadly race riot rocked the city of Springfield, the capital of Illinois and resting place of President Abraham Lincoln. Such eruptions of anti-black violence – particularly lynching – were horrifically commonplace, but the Springfield riot was the final tipping point that led to the creation of the NAACP. Appalled at this rampant violence, a group of white liberals that included Mary White Ovington and Oswald Garrison Villard (both the descendants of famous abolitionists), William English Walling and Dr. Henry Moscowitz issued a call for a meeting to discuss racial justice. Some 60 people, seven of whom were African American (including W. E. B. Du Bois, Ida B. Wells-Barnett, and Mary Church Terrell), signed the call, which was released on the centennial of Lincoln's birth.
Echoing the focus of Du Bois' Niagara Movement for civil rights, which began in 1905, the NAACP's aimed to secure for all people the rights guaranteed in the 13th, 14th, and 15th Amendments to the United States Constitution, which promised an end to slavery, the equal protection of the law, and universal adult male suffrage, respectively. Accordingly, the NAACP's mission was and is to ensure the political, educational, social and economic equality of minority group citizens of United States and eliminate race prejudice. The NAACP seeks to remove all barriers of racial discrimination through democratic processes.
The NAACP established its national office in New York City in 1910 and named a board of directors as well as a president, Moorfield Storey, a white constitutional lawyer and former president of the American Bar Association. Other early members included Joel and Arthur Spingarn, Josephine Ruffin, Mary Talbert, Inez Milholland, Jane Addams, Florence Kelley, Sophonisba Breckinridge, John Haynes Holmes, Mary McLeod Bethune, George Henry White, Charles Edward Russell, John Dewey, William Dean Howells, Lillian Wald, Charles Darrow, Lincoln Steffens, Ray Stannard Baker, Fanny Garrison Villard, and Walter Sachs. Despite a foundational commitment to multiracial membership, Du Bois was the only African American among the organization's original executives. He was made director of publications and research and in 1910 established the official journal of the NAACP, The Crisis.
W.E.B. Du Bois founded The Crisis magazine in 1910 as the premier crusading voice for civil rights. Originally subtitled, "A Record of the Darker Races," The Crisis was a groundbreaking outlet for discussing critical issues confronting the African American community and sharing the intellectual and artistic work of people of color. In its first decade, The Crisis focused on vital issues like lynching and World War I. From 1920-1921, Du Bois also published a children's edition of The Crisis, called The Brownies' Book, the first periodical exclusively for black youth in American history.
In time, The Crisis became a voice of the Harlem Renaissance, as Du Bois published works by Langston Hughes, Countee Cullen and other famous African American literary figures. In 1928, expanding the magazine's artistic reach, Du Bois founded Krigwa Players (CRIGWA: Crisis Guild of Writers and Artists) to foster theater production about, by, for, and near the African American community.
Now published quarterly, The Crisis remains the official publication of the NAACP and is the NAACP's articulate partner in the struggle for human rights for people of color. A respected journal of thought, opinion and analysis, The Crisis continues to explore past and present issues concerning race and its impact on educational, economic, political, social, moral, and ethical issues. In addition, each issue is highlighted with a special section, "The NAACP Today" reporting the news and events of the NAACP on a local and national level.

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: what is the decomposition of $(x^2+y^2+z^2)(x+y+z)(x+y-z)(-x+y+z)(x-y+z)-8x^2y^2z^2$? I want to have a decomposition of this :
$$(x^2+y^2+z^2)(x+y+z)(x+y-z)(-x+y+z)(x-y+z)-8x^2y^2z^2$$
I have tried all possible calculation which came to my mind,I will describe one of it which is better but no result:
I put $(x+y-z)=a$ ,$ (-x+y+z)=b$ and $(x-y+z)=c$ and we have $(x+y+z)=a+b+c$ so we have $$(x^2+y^2+z^2)(a+b+c)abc-8x^2y^2z^2$$
but I couldn't make it simpler, it will be great if you help me about it,thanks.

A: Maple does the job by
factor(expand((x^2+y^2+z^2)*(x+y+z)*(x+y-z)*(-x+y+z)*(x-y+z)-8*x^2*y^2*z^2));

$$ - \left( {x}^{2}-{y}^{2}-{z}^{2} \right)  \left( {x}^{2}+{y}^{2}-{z}^{
2} \right)  \left( {x}^{2}-{y}^{2}+{z}^{2} \right)
 .$$

redpajama_set_name: RedPajamaStackExchange


text:
Q: Read multiple files in a directory and compare with another file I have two files
File 1 in reading directory is of following format

Read 1 A T
Read 3 T C
Read 5 G T
Read 7 A G
Read 10 A G
Read 12 C G

File 2 in directory contains

    Read 5 A G
    Read 6 T C
    Read 7 G A
    Read 8 G A
    Read 20 A T

File2 contains
1
2
3
4
5
6
7

I need to read file 2 first for positons and print out the corresponding value from opened file in directory in horizontal manner. If no match for that postion, it is printed as "-". The output for above should be
     1 2 3 4 5 6 7
Read T - C - T - G
Read - - - - G C A

I need to do that for all the files and print in above format in another row. so output will be only one file with number of rows equals no of files. Can i do this in perl easily?

A: If the files size is small you could read them into memory:
#read input files
use IO::File;
my $file1_data;
open(my $file1_fh,"<","/path/file1.data") or die $!;
#read file1
while(my $line=<$file1_fh>){
  chomp($line);
  my ($read,$pos,$col1,$col2) = split(/ /,$line);
  $file1_data->{$pos} = [$col1,$col2];
}
#read file2
my $file2_data;
open(my $file2_fh,"<","/path/file2.data") or die $!;
while(my $line=<$file2_fh>){
  chomp($line);
  my ($read,$pos,$col1,$col2) = split(/ /,$line);
  $file2_data->{$pos} = [$col1,$col2];
}
#read pos file
my @positions;
while(my $pos=<$posfile_fh>){
  chomp($pos);
  push(@positions,$pos)
}
foreach my $pos (@positions){
    print "$pos\t";
}
print "\n";
foreach my $pos (@positions){
    my $data = defined $file1_data->{$pos}->[0]?$file1_data->{$pos}->[0]:"-";
    print "$pos\t$data"
}
print "\n";
foreach my $pos (@positions){
    my $data = defined $file2_data->{$pos}->[0]?$file2_data->{$pos}->[0]:"-";
    print "$pos\t$data"
}
print "\n";

A: As far as I can see, you're using the second data column only. Here's a simple perl program to do that, if there are any questions, feel free to ask. I used a third input file and it's possible to use as many files as you want. I changed the format to include 42 at the end.
The code:
#!/usr/bin/env perl

use strict;
use warnings;
use autodie;

# try to open format file
my $ffn = shift @ARGV or die "you didn't provide a format file name!\n";
open my $ffh, '<', $ffn;

# read format file
my @format = <$ffh>;
close $ffh;
chomp for @format; # get rid of newlines

# prepare output
print '     ' . join(' ' => @format) . "\n";

# iterate over all .txt files in the data directory
foreach my $data_fn (<data/*.txt>) {

    # iterate over all lines of the data file
    open my $data_fh, '<', $data_fn;
    my %data = ();
    foreach my $line (<$data_fh>) {

        # parse input lines (only)
        next unless $line =~ /Read (\d+) ([ACGT]) ([ACGT])/;
        my ($pos, $first, $second) = ($1, $2, $3);

        # store data
        $data{$pos} = $second;
    }

    # print summary
    print 'Read ' . join(' ' => map {$data{$_} // '-'} @format) . "\n";
}

The output:
$ perl bio.pl format.txt
     1 2 3 4 5 6 7 42
Read T - C - T - G -
Read - - - - G C A -
Read - C - T - - - A

HTH! :)


Hours of toil have transformed this classic beauty into a modern masterpiece. Black meets white in the modern kitchen with sparkling granite benchtops and top notch appliances - even the most uninspired cook will be inspired here!
Immerse yourself in the tranquillity, warmth and sunshine that permeates throughout the open plan living which seamlessly flows to sun-drenched patios for easy entertaining, morning coffees and informal family meals.
The perfect positioning on its lovely 539m² site ensures a feeling of space and privacy. Potager gardens, fruit trees and well thought out plantings provide delectable delights and fragrance throughout the seasons.
Tucked away in a quiet family friendly cul-de-sac, with the beach nearby, it's understandable why properties in this area don't stay on the market for long. You will need to act fast to secure this fabulous home. Call Team Theo today!
Chattels remaining: Blinds, Drapes, Fixed Floor Coverings, Light Fittings, Dishwasher, Waste Disposal, Microwave, Wall Oven, Gas Hob, Rangehood, Heatpump x 1 & 1 Remote, Auto Garage Door & 1 Remote, Garden Shed x 1, Fridge/Freezer, Washing Machine.


text:
Hours Locations
New Look Menu
Classes, Trips, and Book Groups
Invisible Man, Got the Whole World Watching: A Young Black Man's Education (Hardcover)
For This Book...
By Mychal Denzel Smith
An unflinching account of what it means to be a young black man in America today, and how the existing script for black manhood is being rewritten in one of the most fascinating periods of American history.
How do you learn to be a black man in America? For young black men today, it means coming of age during the presidency of Barack Obama. It means witnessing the deaths of Oscar Grant, Trayvon Martin, Michael Brown, Akai Gurley, and too many more. It means celebrating powerful moments of black self-determination for LeBron James, Dave Chappelle, and Frank Ocean.
In Invisible Man, Got the Whole World Watching, Mychal Denzel Smith chronicles his own personal and political education during these tumultuous years, describing his efforts to come into his own in a world that denied his humanity. Smith unapologetically upends reigning assumptions about black masculinity, rewriting the script for black manhood so that depression and anxiety aren't considered taboo, and feminism and LGBTQ rights become part of the fight. The questions Smith asks in this book are urgent -- for him, for the martyrs and the tokens, and for the Trayvons that could have been and are still waiting.
Mychal Denzel Smith is the author of the New York Times bestseller Invisible Man, Got the Whole World Watching (2016) and Stakes Is High. His work has appeared, online and print, in the New York Times, Washington Post, Harper's, Artforum, Oxford American, New Republic, GQ, Complex, Esquire, Playboy, Bleacher Report, the Nation, the Atlantic, Pitchfork, Bookforum, and a number of other publications. He has appeared on the Daily Show, PBS Newshour, Democracy NOW!, Full Frontal with Samantha Bee, MSNBC, CNN, NPR, and more national and local radio/television programs.
He is featured in and was a consulting producer for Rest in Power: The Trayvon Martin Story, the Paramount Network docuseries executive produced by Jay-Z. In 2014 and 2016, TheRoot.com named him one of the 100 Most Influential African-Americans in their annual The Root 100 list. He was also a 2017 NAACP Image Award Nominee. He is a fellow at Type Media Center. You can follow him on Twitter at @mychalsmith.
"Ambitious, ardent and timely."
"[An] audacious debut book...This is a must-read book for the generations."
"...a superbly thoughtful memoir."
"...wonderful...While Invisible Man, Got the Whole World Watching may not have the answers, its attempt to define the undefined something buzzing about blackness feels like catching lightning in a bottle."—Atlantic.com, Summer Reading Selection
"Here is the deeply thought accounting of the contemporary black experience by one of our foremost writers and thinkers. A scintillating, rewarding read."
"[Mychal Denzel Smith] provides perspective into the complexity of blackness that's commonly lost in discussions about race...this memoir is both groundbreaking and saddening. It might be the first of its kind: a book that offers a comprehensive look into the genesis of black millennial lives through the eyes of a young black man."
"With this book, Mychal Denzel Smith solidifies his place as one of the most important voices of his generation. A gifted storyteller with sharp political analysis, he straddles the personal and political with aplomb. This is a book everyone should read."
—Jessica Valenti, Guardian (US) columnist and author of Sex Object: A Memoir
"Invisible Man, Got The Whole World Watching is quintessentially Mychal Denzel Smith: brilliant, honest, courageous, hilarious, and transparent. Most importantly, it is one of the best and most authentic examples of black male feminist cultural criticism that we have ever seen. Although he draws from his own experience, Mychal avoids the self-importance and navel gazing that compromise most memoirs of this genre. Instead, he offers a narrative that is at once unique and ordinary, reflective and instructive. This book should be read by anyone trying to understand what it means to be black and male and committed to this beautiful struggle for freedom."—Marc Lamont Hill, author of Nobody: Casualties of America's War on the Vulnerable, from Ferguson to Flint and Beyond
"Decades ago, Toni Cade Bambara wrote, 'The purpose of a writer is to make revolution irresistible.' Mychal Denzel Smith, in addition to crafting a genius piece of art that swims through politics and prose, has created one of the first books of my lifetime that makes structural and interpersonal revolution irresistible. Unlike many twentieth- and twenty-first-century memoirs written by black men, Smith convinces readers that any conversation or movement toward black liberation that doesn't also reckon with heteropatriarchy is brittle at best, and likely destructive. Invisible Man, Got the Whole World Watching is the first book of my life that I need to read with my mother, my grandmother, and my children. Mychal Denzel Smith has done it. He has written a potential revolution."—Kiese Laymon, author of Heavy and How to Slowly Kill Yourself and Others in America
"It has become routine to witness black boys meeting violent ends. Captured on police dashcams or bystander smart phones, we watch black boys die as videos replay hourly on cable news and are clicked feverishly on YouTube. It is still rare to watch black boys grow--to hear them laugh or cry, to declare their passions and to reason carefully. This is part of why Smith's book is so affirming, necessary, even delightful despite its brutality and angst. Mychal Denzel Smith answers the pressing but unasked question, what would happen if all those black boys felled by bullets had a chance to make mistakes, read books, fall in love, hone skills, take new paths, and grow up? The story is fully and unflinchingly Mychal's and because Mychal is so distinctively self-aware, so intellectually invested, and emotionally raw, it cannot simply stand in as a generic tale for all the lost black boys--except that they too would have had stories entirely their own to tell if only they had had a chance to write them. We owe it to them and more importantly to ourselves to read Mychal's book and render visible what we would rather forget."
—Melissa Harris-Perry, Maya Angelou Presidential Chair at Wake Forest University
"Mychal Denzel Smith is one of the most important and vibrant voices of his generation. Born into the grim and brutal realities of systemic racism, police violence, and the prison industrial complex, Smith's work--searing yet funny--is, in some ways, a miracle. He has survived the grave challenge of simply being a young black man in America and has lived to tell the tale. Smith's writing, speaking, and television appearances, as well as his incisive use of social media, inspire one to imagine what it would be like if James Baldwin, Richard Wright, or Ralph Ellison were on Twitter."
—Jeremy Scahill, author of Dirty Wars and Blackwater
"Mychal Denzel Smith takes us on a political and cultural journey of young black manhood that unapologetically examines, parallels, and weighs the influence of Obama and LeBron, Kanye and Trayvon, Malcolm X and Chapelle on his own becoming in the twenty-first century. By centering the black boy he once was, the boy many refuse to see, we face him head-on. Smith trusts us to not only see him in all his vulnerability, bravado, and incisiveness, but to know him. This is Smith's selfless offering."
—Janet Mock, New York Times bestselling author of Redefining Realness
"If I kept a diary of my deepest thoughts, plaguing insecurities, and varied triumphs--this would be it. It is a cover-to-cover conversation with the reader on the complexity of (hopefully) growing to be a Black Man in the American Empire. Mychal's coming-of-age book, his first, is a masterful meld of personal reflection, political analysis, and honest insight that yearns to be felt, must be read, and demands to be seen."
—umi selah, organizer and co-founder, the dream defenders
Publisher: Bold Type Books
Social Science / Men's Studies
Paperback (October 3rd, 2017): $15.99
Gift cards can be used online or in-store.
The Nickel Boys: A Novel (Paperback)
Availability: In Stock—Click for Locations
Published: Anchor - June 30th, 2020
The Testaments: A Novel (Paperback)
By Margaret Atwood
Published: Anchor - September 1st, 2020
Death in Her Hands: A Novel (Hardcover)
By Ottessa Moshfegh
Published: Penguin Press - June 23rd, 2020
Red Dress in Black and White: A novel (Hardcover)
By Elliot Ackerman
Published: Knopf - May 26th, 2020
All My Mother's Lovers: A Novel (Hardcover)
By Ilana Masad
Published: Dutton - May 26th, 2020
The Death of Jesus: A Novel (Hardcover)
By J. M. Coetzee
Published: Viking - May 26th, 2020
The Jane Austen Society: A Novel (Hardcover)
By Natalie Jenner
Published: St. Martin's Press - May 26th, 2020
Popular Nonfiction
The Man Who Ran Washington: The Life and Times of James A. Baker III (Hardcover)
By Peter Baker, Susan Glasser
Published: Doubleday - September 29th, 2020
What Can I Do?: My Path from Climate Despair to Action (Hardcover)
By Jane Fonda
Published: Penguin Press - September 8th, 2020
Think for Yourself: Restoring Common Sense in an Age of Experts and Artificial Intelligence (Hardcover)
By Vikram Mansharamani
Published: Harvard Business Review Press - June 16th, 2020
I Belong to Vienna: A Jewish Family's Story of Exile and Return (Paperback)
By Anna Goldenberg, Alta L. Price (Translator)
Published: New Vessel Press - June 9th, 2020
Our Man: Richard Holbrooke and the End of the American Century (Paperback)
Published: Vintage - May 26th, 2020
Bans, Walls, Raids, Sanctuary: Understanding U.S. Immigration for the Twenty-First Century (American Studies Now: Critical Histories of the Present #12) (Paperback)
By A. Naomi Paik
Published: University of California Press - May 26th, 2020
This Is Not Propaganda: Adventures in the War Against Reality (Paperback)
By Peter Pomerantsev
Published: PublicAffairs - May 26th, 2020
Gift Registries & Wishlists
Contact P&P
Store Hours and Directions
District Lines
Literary Organizations
The Bookmark
Daily: 9 AM - 4 PM
All titles are subject to availability • Prices subject to change


When this process is complete, the Caller will take the two player cards and pass hem over to the player who made the highest bet ON the Player. This is more or less a ceremonial thing, because there are no actual "decisions: that are made on the part of any player. Nevertheless, the player has the option of taking a look at the cards, and then those cards are returned to the Caller. They are then turned over on the spot on the layout that is marked "Players." After that, the Banker's cards are turned over on the spot that is marked "Bankers."
A winner can be determined right there, depending on what cards have been dealt, or a card may have to be drawn to one or both hands. Ties will pay 8-1. Bets on the Player and Banker both pay off at even money, and the distinction between the two is that you must pay a 5% commission to the house when you win a bet on the Banker. You don't necessarily pay it at that moment; since these commissions come in small amounts, the dealer will keep track of it with some markers in a rack he has in front of him. At the end of the shoe it is paid.
At this point, let's talk about the values of those cards and hands.
No matter which side you are betting on, the objective in baccarat, as has been discussed, is to have a hand that is closest to nine. The cards from two (2) through nine (9) carry their face value, while the Ace is counted as one (1). When the total of the two-card hand is over nine, it is valued by its second digit only. For example, a twelve (12) would actually be a two (2) in baccarat.
Any two-card nine (9) is considered a "natural" much like a two-card 21 in blackjack. That ends the game right then and there. A two-card eight (8) is also a natural pat hand, with the same result, and of course a nine beats an eight. Both Player and Banker must stand on a two-card seven (7). The Player's hand must stand on six (6).
Now we get to the fun, confusing part, but try to stay with us.
The Player hand, as mentioned, stands on 6, 7, 8 or 9, and must draw on 0, 1, 2, 3, 4 or 5. When the Player has a 6 or 7, the Banker draws if the first two cards total zero (0) through five (5), and stand on hands that total six (6) through nine (9).
The Banker draws after the Player's hand is complete. When the Banker has 0, 1 or 2, a card is always drawn. With a three (3), the Banker draws when the Player's THIRD card is anything but an eight (8). With a four (4), the Banker draws a card when the Player's third card is a 2 through 7. With a five (5), the Banker draws when the Player's third card is 4 through 7, and with a six (6), the Banker will draw a card when the Player's third card is a 6 or a 7.
Always keep in mind that only one card can ever be drawn to a baccarat hand.
This may sound too complicated to bother remembering, and the very good news is that memorizing all those drawing rules is not completely necessary, as you have no decisions to make in the game. So you can just sit back and wait for the result to happen!


New Run in With the Sun Tank, Bra, and Crop. There are also crops in the same color as the bra and the tank also comes in white.
Free Spirit Bra - this bra is in Canada already. It comes in Tofino Teal, Yum Yum Pink, and Black.
Special Edition Lace Camo High Times in Alberta Lake and Black.
Yet another full length pant in these - Hi Rise Wunder Under Pants.
I'm kind of excited for these - Space Dye Camo Seal Gray Wunder Under Crops. I tried these on in pants a couple of weeks ago and they were nicely soft. I might have to get these.
We won't get these but I love this style - Turn Around Tights in two different mini check pique colors.


text:
Home › Our history
In 1916 a resourceful and dexterous man by the name of Karl Longva opened a workshop on a small islet on the edge of the ocean in Larsnes in the Sunnmøre region. This means the shipbuilding cluster in Larsnes has traditions dating back almost as far as the 1800s. There has been commercial activity on the islet ever since. Quality craftsmanship is our hallmark. The shipyard is strategically located in the maritime cluster with the shipping lanes and the Norwegian Sea as our nearest neighbors.
Established the 2nd of Mars 1981
Larsnes Mek. Verksted AS was established in March 1981 and has since become one of Norway's leading builders of fishing vessels and well boats. Founder Marvin Longva, together with his siblings Helga and Lidvar Longva was the co-owner of the former Longva Mek. Verksted AS. When the opportunity arose to acquire the insolvent Hammer Mek. Verksted, Longva spotted a scope for expansion. Hammer was acquired on 2 March 1981. Since then the firm has been trading uninterruptedly as Larsnes Mek. Verksted AS. Most of the early assignments involved rebuilding, extensions, repairs, and maintenance of ferries, cargo and fishing vessels.
Scallop dredging
In the period 1985–1987 the shipyard dedicated most of its resources to the booming scallop dredging business. The yard developed dredges, manufactured them, and equipped the vessels for scallop dredging.
In 1987 Tender Bali and Tender Banf arrived from the Ivory Coast, having been bought by a local shipping company intending to use them as trawlers on the northwest coast of America. At the request of Ulstein, Larsnes Mek. Verksted provided steelwork and equipment for one of the two vessels. Both ships were unrecognizable once they had been completed. The yard also built steel units for other shipyards in the region in this period.
Newbuilds
Following a period of sectional work, repairs, and maintenance, the shipyard began to produce newbuilds in 1996. The first vessel was MS Hovden Senior, a 21.3 m long combined Danish/purse seiner. The hull was built in Poland. The ties that were forged in Poland at that time, become important to the shipyard in the years that followed.
The first longliner
In 1998 the yard delivered its first longliner, MS Hauge Senior, to local shipping company Hauge & Hauge. By this time Larsnes Mek. Verksted had established a high level of expertise in this segment. Many of its clients were involved in longline fishing. The following year the sister ship MS Skarhaug was delivered to Skarhaug AS. Longliners had become the shipyard's successful niche in the market. The yard delivered several longliners over the next few years.
Seismic support vessel
The longline fisheries entered a period of decline with poor catches and low prices. Larsnes Mek. Verksted, therefore, had to restructure and seek new customer groups. The shipyard signed a contract with local firm Sanco AS to build MS Sanco Chaser, a seismic support vessel. The yard was also awarded contracts for the combined trawler/seiner MS Leinebjørn and the pelagic trawler MV Pacelli for Mullglen Ltd in Ireland.
Advanced research vessel
Then the market in the maritime industry became tough. Larsnes continued to operate, now with a reduced workforce, and repairs and maintenance as a core part of the business. All the time the company was working on new projects and eventually landed a contract on the building of an advanced research vessel for the Norwegian University of Science and Technology in Trondheim. In March the following year, MS Gunnerus was launched and delivered to mark the company's 25th anniversary. The shipyard had proved that it could deliver in this segment, too.
Purse Seiners
As the market started to improve again, the shipyard entered into a partnership with the consultancy firm Naval-Consult AS. This collaboration resulted in the building of a series of Purse seiners with identical designs. The concept became a success and is deemed to be one of the best fishing vessels in the Norwegian coastal fleet.
Live fish carriers
In between the series of Purse seiners Larsnes Mek. Verksted also managed to build a live fish carrier for Rostein AS. The vessel was the largest of its kind in the world when it was delivered in 2009, with a cargo hold of 2800 m3.
The company's client base was growing, and the vessels were getting larger. The shipyard needed to improve access. Its new quay was completed in 2010, providing 130 meters of continuous quayside. This significantly increased capacity and improved working conditions for the company's employees.
In 2011 Larsnes Mek. Verksted could celebrate 30 years with many success stories. In its anniversary year, the shipyard delivered an advanced Rolls-Royce-designed Scottish seiner to shipping company Kolbjørn AS. One of its largest projects in the yard 30 years history, was the lengthening and rebuilding of two pelagic trawlers for Antares Fishing Company Whalsey and Zephyr Fishing Company Ltd, Shetland. Both vessels were originally 64.4 meters long and were extended to 72.3 meters.
Advanced fishing vessels
In 2012 and 2013 Larsnes Mek. Verksted delivered two advanced fishing vessels to Eros AS and Kings Bay AS and was so far the shipyard's biggest project to date. Both were designed by Rolls-Royce with a length of 77.5 m and a breadth of 16.6 m.
Rostein AS -New majority shareholder
Towards the end of 2014 Larsnes Mek. Verksted got a new majority shareholder. The Sandøy-based shipping company Rostein increased its stake in the shipyard to 68.75 %. Most of the original shareholders retained their shareholdings. Key personnel at the shipyard also joined the shareholders. Rostein AS is a family-driven shipping company with headquarters on the island of Harøy. The company is an important part of the world-leading well boat cluster in Møre og Romsdal county.
New growht
The acquisition from Rostein AS was to be a golden edge collaboration between the yard and the shipping company. From the end of 2014 onwards until mid-2021, Larsnes delivered 8 live fish carriers with the same design to the shipping company. The vessels are seen in the market as the most advanced in well-boat technology, developed together with Skipskompetanse AS and Rostein. In addition, 5 fishing vessels were to be delivered to different fishing companies within the coastal seine fleet in the same period.
Better facilities
In 2015-2016 the planning began to do some upgrades of the facilities for the employees. The year after the new production hall for machinery, piping, and new modern warehouse was finished. In the years to follow, the board starts to plan a large-scale development of the yard.
Large-scale development
The new facilities will consist of a drydock with a covered hall, new quays, and an administration building containing offices, wardrobes, and a canteen. It will be among the most modern and cost-efficient yards along the Norwegian coast and will serve the need for re-building, maintenance, and repairs of the fishing and live fish carrier fleet. According to the time schedule, the dock will be ready for use in the last quarter of 2022.


Etcetera is sold by fashionable women from their homes 4 times a year, and is the newest wave of high end shopping in the privacy of your fashion consultant's home. Etcetera was also ranked by Money Magazine as one of the top 20 companies in 2007 for career minded women looking for flexible work from their home. Etcetera is actively expanding and seeking new Consultants.
Etcetera markets a line of clothing collections designed to project a confident, creative, and vivacious spirit.
Etcetera Consultants know fashion, and they send out invitations for personal wardrobe consultation. Etcetera Consultants are part counselor, part confidant and consultant to their clients.
William D. Rondina, Founder, CEO and Chairman, The Connaught Group, Ltd.
Caroline Bowen, President, The Carlisle Collection & The Connaught Group, Ltd.
Mary Alice Heape President, Casuals Etcetera, Inc.
Npros.com archives executive bios for Etcetera and other companies. Click on the links for information on specific excecutive for their biography with Etcetera and other companies and executives they have been associated with.
Locate Reps and Consultant interested in offering Etcetera products or working with you to build a business list on Npros. Click or scroll down to find a rep near you.
Find Etcetera Prospects. Get Fresh Leads.
No Etcetera events in Work from Home Business calendar.
Be the first to add a Free Etcetera Event Listing.
Etcetera Ranks Higher than 798 of 855 Companies in the MLMRankings.com Metrics Database.


text:
As supply runs low, breast milk banks are in need of donations
By: Chris Conte
AUSTIN, Tx. — For the better part of two decades, Kim Updegrove has been on a mission trying to get breast milk to NICUs across the country in hopes of saving some of the most vulnerable infants.
Updegrove oversees Mother's Milk Bank in Austin, Texas, a non-profit that serves 165 hospitals across 26 states. Every day, workers here are processing hundreds of ounces of donated breast milk.
It's milk that is prescribed to babies in hospitals nationwide.
"Most of us grow up knowing about blood banks, but milk banks are a secret," Updegrove explained.
Every year, an estimated 60,000 babies in the United States are born prematurely and often left fighting to survive in NICUs. Giving birth early or being separated from a newborn makes it hard for some moms to produce milk. That is where this and other milk banks come in. Each year, Mother's Milk Bank Austin distributes 850,000 ounces, which saves more than 10,000 little ones.
But there is a problem.
"Across the nation, we are experiencing a decrease in the moms applying to be milk donors," Updegrove said.
Many shelves are sitting empty here.
Because of COVID-19 and just a lack of moms knowing about the milk bank, their supply is running dangerously low, meaning in the near future, some babies who need this milk to survive might not get it.
"If we don't get an increase in the number of milk donors, then we will have vulnerable infants not survive, and that is something we haven't seen for years," Updegrove added.
Not all hope is lost though. New moms like Sara Muncey and Abbey Ames are doing whatever they can to help. Both gave birth in the last year and are pumping extra milk when they can to save, and eventually donate, to the breast milk bank.
"It makes me so happy I can help a mom in the NICU if I can take one thing off her plate it brings me joy," Ames said.
Donating breast milk isn't possible for every new mom. But knowing the difference their donations are making, these new moms are trying to help spread the word about how desperate the need is.
"You want to make sure the mom is in a good space and it can be sensitive. But if you hear a friend say she has excess I for sure push it," she added.
Find a local milk donation drop off location.


Ella finally knows what she is, but now she's not so sure she knows who she is.
With Jack still on the loose her parents have her confined to the house leaving Ella to feel like she's stuck in a prison. Coping with the loss of her best friend and the love of her life, Ella feels trapped in an endless cycle of torment. She feels she's doomed to lose everyone she loves. In attempt to keep her safe and help her understand her new life her parents decide that what's best for her is to go back to school, but not just any school.
Ella's not alone though. The school is filled with students who are just like her, including her brother Dean. Her mission is to keep herself blended in the background and out of trouble, but unfortunately Ella isn't that lucky. With the roommate from hell, her brother constantly breathing down her neck, and being pinned right away as the outcast, Ella wants nothing more than to just crawl under a rock for the rest of her life. Even the school's sweetheart has it in for her.
Can she overcome her fear of the unknown? Will she ever learn to accept who she is? The most important thing Ella is concerned about is just surviving the semester at Hamilton Hill.
I live in a fantasy world and have an over active imagination. But the best part about that is I never stop creating new characters and new stories to share. I love writing and expressing myself in a way that everyone else can enjoy as well. I work in the salon most days, but when i'm not doing hair, I'm writing or reading.
Ah! This series leaves me hanging every time but I love it. It's like a little bit or torture along with all the goodness that's within the pages.
After finishing the first book in the series, I was totally heartbroken, hoping that it was all a misunderstanding, and as soon as I started book 2, it would be set right.
Then you hit the climax - the battle. I was a little shocked that it wasn't more drawn out and climactic. It seemed almost too easy and over way too quickly. But then the kink is thrown in what you think happened and you're back going "OH MY CRAP!"


text:
Coach's Corner: more expert tips
Many managers were asked for the top five tips they have found useful in their rise to become successful in Xpert Eleven. The most popular tips, published in a previous Coach's Corner article, were mainly on planning, training, studying your opponent, varying your tactics and developing youth whilst team-building with a good average age.
This follow up article concerns tips proposed by only one or two managers, not enough to make the top eleven. However, these tips often go deeper into the game; sometimes obscure and sometimes based on one individual's perspective of Xpert Eleven but always insightful.
What may be obvious to one person is news to another so everyone should get something from these words of wisdom from the game's top managers.
Choose Bruise
Don't be afraid to use the "Bruise" option when the situation calls for it. While the referee's 'H' harshness rating is the primary factor to consider for aggression, youd be surprised how often you can get away with going a notch above what is generally considered "safe" - consider factors such as whether or not you are at home, and especially how skilled their free-kick taker is - are you going to get punished?
It's the most under-used tactical option in my opinion and personally I'll use Bruise at any slight opportunity.
Choose Careful
A lot of people say playing careful is just for a ranking boost but affects results. I disagree, it enabled me to get to rank 2 in the official leagues and go over 6 months unbeaten.
Choose Pressure
Always play with Pressure. I've always played with pressure; I liken it to the Jurgen Klopp pressing game. It works better if you've got a few players with a good engine and train well.
I also find it works better against 4-3-3 or 5-3-2 formations if your midfield can win the ball; seems to get more breakaway chances.
Don't choose Very Offensive
Never go above normal offensive away from home unless much stronger. Being too offensive as an away team if a side is of similar strength or within 2 skill bars above or below tends to leave you far too open and has a poor win ratio. Normal as an away side is a fairly attacking style.
Use the 5-3-2 Formation
5-3-2 is one of the most under rated formations. and works very well away to stronger teams especially when playing very defensive with long balls.
I find that this counters most opposing tactics well especially if you have a good goalie and forwards. I've played it around 30 times in the last year and can only find 4 defeats. It can work at home too; I've lost as the away team playing against a weaker side a couple of times when they went 5-3-2.
Not always 5 in the midfield
You don't always need to play 5 in the midfield. Small midfields can work wonders if you are the weaker team.
If you have a significantly weaker midfield than your opponent, and expect them to play with 5, then there is no point in trying to match up to them as they will dominate the midfield either way. A better solution would be to play a smaller midfield (532 and 523 are ideal if you have decent defence) with the highly unfashionable long balls tactic. As the rules say, this reduces the importance of the midfield, thus gaining you a relative advantage.
While it's clearly no guarantee of victory, you do at least give yourself a chance against a much stronger opponent.
Mark your opponent's best assister
Man mark the best assister. Check your opponent's player stats. See who has the most assists and man mark him. Its not always the player who is has the highest skill or suitable qualities. Also check who has been doing the most assists in recent matches as they might be 'on fire'.
Never have only one very high skilled player in midfield
Construct a team where there are several options as a playmaker - i.e. three or four of about the same skill level in midfield. I base my recommendation of having a midfield all on comparable skill level as much as possible (development considerations aside) on bitter experience. Getting a 16/4 hard training youth midfielder from the YA would normally be the cause for celebration, but it's brought only misery for one of my private teams.
As the player developed over time he eventually ended up far outstripping the motley bunch around him. Now at 30/18 he's a good 5 bars better than the next best midfielder. In any other position this wouldn't be a problem, but having your best midfielder marked all the time causes massive issues.
It works this way: either he's the playmaker, and he's marked which is always terrible. Or else he's not the playmaker, is marked anyway and is also handicapped by playing down to the skill level of the nominated playmaker. I should have sold him ages ago. But who wants to sell the best player they've ever had?
Only spend big money on goalkeepers and free kick takers
The only positions that you need to spend big on (£10m +) are goalies and free kick takers, something that I try to stick to now after a lot of wasted econ on outfield oldies.
Playing youth goalies will usually lead to poor results so I tend to bring in higher skilled experienced goalies who don't come cheap, and free kick takers are the most important SQ in the game behind hard trainers so they're worth the money.
Every other position can be filled by players who come in as cheap youths. I stupidly spent big on oldies in my early years in the game and very few of them were worth it.
Have a strong goalkeeper
A top goalkeeper would always be my no.1 priority, as that's the most key component of any team, and well worth prioritising investment there.
Have a strong free kick taker
A free kick taker who is higher skilled than opposition goalies will almost guarantee you 5/6 goals a season which could make a big difference between achieving your aim for that season or failing. My more successful teams nearly always had one and my current official team would likely be nowhere near where they are now without Brindle who is one of the best free kick takers I've ever had.
A good proportion of your goal scoring chances should come from free-kicks. In every team that I've won a trophy with, at least 20% of the goals have come from direct free-kicks, so don't under-estimate the value of this. A difference of just one or two bars can make all the difference in whether or not you convert.
Buy fragile players
SQs are overrated, e.g. don't be afraid of buying fragile it has little negative effect. The extra % likelihood of injuries for players with fragile isn't a massive amount and certainly worth the risk when you can buy fragile players for a lot cheaper than players of the same skill without this SQ. One of my private league sides has all but 1 defender with the fragile SQ, and it hasn't harmed me at all.
Buy young
There are occasions when buying an older, under-skilled player to get you short term success for a few seasons is an OK thing but do not get into the habit of wasting money on players like this. That older player is taking the spot of a younger player who could become a much higher skilled player in the long term.
Wait for your ideal player on the transfer market
Look for your ideal player. If you're after a particular talent don't be impatient and splurge money on someone who you won't be happy with after a season or two.
If you've looked at your team and feel you really need a 20/8 skill midfielder but want one who is hard training, don't let impatience stop you. I've made that mistake countless times only to look at the market 2 weeks down the line and find several players who meet the exact criteria.
Study the shifting values of the Transfer Market
Learn the transfer market and stay updated on its shifting values when buying and selling, especially when you're trying to build up money
There can only ever be a set amount of money in bidder's pots at any given time in the transfer market, so the more money being spent on certain types of preferable players the less is therefore being spent on other very good players. Find those players. There are even better times of the day to set your latest bid deadlines to when selling or to challenge others on when buying.
If you are making money then you need to find the multiple examples of the less desired types of players who can be turned in to the more desired types of players in the shortest time possible. It is mere speculation when bidding on many types of young players, and you then still need to get maximum development to even hold their value let alone make profit.
So look further at different types and ages of players, there are some surprising profits to be made in some unusual age ranges. It is long gone the time when you could just buy young, sell old and have more money to replace them with.
Sell older players
Make sure you sell players at the right point in their career. For example, I would look at every player around 30 and decide whether it's worth cashing in at that stage to avoid no money on them retiring. Look at the markets and see when players are peaking value wise and when values appear to decline.
It's important to establish whether these players are long term parts of the team or whether these players are surplus to requirements. If it's the latter, it's important to get the best value for money in order to continually improve the squad.
Have only a small squad of players
Avoid squad sizes above 16/17 if possible. Too many players in a squad minimises the opportunity to achieve high DV for all the players thus limiting the prospect of high skill increases at the change report, damaging long term development. Season length and whether there's a cup competition should also be considered when choosing squad size.
Never have more than two players without their Heart in the club at any one time
Never have more than two players without their Heart in the club at any one time, unless it's a big rebuilding job for a team in a lowly division, then get it done in one go and once your squad is established pursue a 1 out/1 in transfer policy wherever possible.
Set Youth DV targets using Richard Fenn's Skill Calculator
Use Richardfenn's Skill Calculator to know your players' exact skill and approximate DV needed for the next jump, and use this to choose line-ups and make sure players are getting appropriate playing time according to their DV needs.
Set a target DV for each player at the start of the season and keep track of AF v DV as the season progresses. That will allow you to identify players who need more game time early on, rather than getting to the last 3 games, being in with a shout of the title but needing to play your young players in every remaining match to achieve a good DV.
Support your players' SQs in tactical choices
Without being too obvious to opposing managers play players that have SQs that support your tactics. Match up your tactics with the SQs you have. If you have several midfield and forward players who have the heading and long passes / crosses SQs, your team is well suited to playing wing plays. If you have a lot with the quick SQ then through plays is a good option., as is hard shooters when playing long range shots.
The reverse logic works for defence - eg if all your defenders have the heading SQ, you may not need tighten the wings as you are well covered against wing plays. The drawback with playing in this way is that you can quickly become too obvious to opponents if you they are good managers.
Give Diva SQ players their favourite numbered shirt
Make sure all 'Divas' have their favourite numbered shirts. You'd be surprised how many managers don't do this, it's the first thing I check for when inheriting a new squad.
Stay in the Cup for DV purposes
Take expert cup competitions seriously, these can provide a lot of extra competitive games and really help to get all squad players up to 16/17 DV. Not much point in giving all the youngsters game time for a couple of games then get knocked out. The gain to DV significantly outweighs the greater difficulty in keeping form high. Plus, you might end up winning it!
Study top managers' methods
This game is very open. You can look at the best managers in the games teams and see what players they bought, sold and their tactics. You'll learn that anyone can be successful in this game if they put the time in, there is no secret formula that's being hidden away.
Visit the Xpert Forum
The majority of what I know about this game I have learnt from visiting the Xpert Forum. Chances are anything you are uncertain of has already been asked and answered there.
Play the Xpert Pools for official leagues
This tip involves having money and only for the official leagues. If you have the money have a punt in all of the official league pools, sometimes it will not go your way but then you have weeks where you can come away with 10 million econ profit after all expenses for the week.
Don't be afraid to start again
Starting again sucks but if your goal is to reach the top it's sometimes better to just bite the bullet and rebuild.
It can take a long time to mould a successful team and sometimes you might realise half way through that the team you made wasn't quite good enough, or you have learned more about the game and want to change your philosophy entirely.
Never be scared to rebuild an aging team. As players get older they are less efficient, need more training and have no resale. Despite the fact that you may still be winning matches, with no value you cannot buy good youths in the future.
Don't lose heart
Enjoy your wins but don't get too downhearted when you lose. Everyone loses sometimes! Patience is key. Sometimes you have to take two steps back to take one forward.
A bit of methodology
Twenty-three responses were received from the top ranked managers living in England, Scotland, Northern Ireland, Wales, USA, Canada and Australia, giving this an English Language perspective for the English version of the Xpert Daily. Narrowing the enterprise down to English-speaking nations leaves the door open for the six other versions of the Xpert Daily to do the same within their readerships. It would be interesting to see if the other six come up with the same top tips or the perspective of the game play is different elsewhere.
Thank you to the following managers for their contributions to this article: BillyJimbo, Davidyoyo, ElkieR, Gago_94, Granthawksworth, JudgeSmails, MarcusPeacock, Maxywell, Murdoch11, NathimusPrime, Paddyt, Peabagh, Roberto11x, Sneijders_troops, Ssd1, Throbbin, Tommy_wafc, TrstntheGr1m, Yallop2
2016-08-21 11:54 13409 Views TonyBrazil


THE SINGLE GREATEST SHOE DESIGN BY NIKE EXTREMELY SOUGHT-AFTER'SPACE JAM' DESIGN TINKER HATFIELD SIGNED NIKE JORDAN XI IN SIZE 9.5 SHOE W/ PROOF & JSA AUTHENTICATION. Item Type : Nike Air Jordan XI (11) in Size 9.5. Nike Item #378037 003 Autographs by: Tinker Hatfield, Nike shoe Designer Signature Colour: Silver Permanent Paint Marker Authentication Provided By: James Spence (JSA) Authentication. Letter # z34339 Additional Details : This is it… The'Holy Grail' of shoe design. If you made it this far, you already know who Tinker Hatfield is, and his amazing accomplishments in shoe design. This, the Jordan 11 (XI) is so beautiful, many call it'A Shoe With A Soul. Tinker Hatfield has hand-signed the RIGHT shoe just around the heel (the left shoe is un-signed). Its the perfect item for the collector who'must have it. Tinker does not do many public events, and getting his signature is very rare. As it is signed in Silver permanent ink, you will never worry about the autograph fading on the patent leather. The shoe is in'Deadstock' condition, meaning, never tried on, never worn, brand-new condition. AND RECEIVE A FREE PHOTO OF TINKER HATFIELD SIGNING AUTOGRAPHS! With over 15 years of experience, we are recognized as one of Canada's top IN-PERSON autograph collectors. We specialize in IN-PERSON signatures & memorabilia, and have collected autographs at various airports concerts, red carpets, and movie sets all around the world. There's nothing worse than doubting the authenticity of your item. We started adopting PROOFING methods in 2006; and now are experts in EXACT PROOF. Simply put, we almost always have a photograph or video every item that we get signed. This is a skill that few others can offer. The major authentication service companies commonly use photos of our items as reference materials. Due to the unique nature of our products, there are no chances for a re-do. The item "SPACE JAM Tinker Hatfield Signed Nike Jordan XI 9.5 Shoes EXACT Proof JSA COA" is in sale since Thursday, October 26, 2017. This item is in the category "Sports Mem, Cards & Fan Shop\Autographs-Original\Basketball-NBA\Other Autographed NBA Items". The seller is "jodeci78″ and is located in Vancouver, British Columbia. This item can be shipped worldwide.


Faholo Conference Center is owned and operated by the Assemblies of God-Michigan District. Lost Valley Retreat Center is also a AOGMI property. The Michigan District is devoted to the growth of healthy leaders, churches and ministries through the connected leadership of district sections and ministry-related networks. Many events are held at Faholo Conference Center and Lost Valley Retreat Center by the AOGMI, including training for future pastors, youth and children's camps, and other various retreats.
The mission of the Michigan Youth Ministries is to equip the church to win, build and send students by providing support, encouragement, and resources for the local youth ministries. There are many events to connect with other Youth Pastors and Leaders through Retreats, Camps, and Coach's Days.


On April 3, the Ontario Municipal Board (OMB) changed into the Local Planning Appeal Tribunal (LPAT) due to high criticism over OMB. OMB was a quasi-judicial body that dealt with development proposal appeals. It was criticized for being too "developer-friendly" finally resulting in complete abolishment of OMB and its substitution to the scaled-down LPAT. What does it mean for you and your community?
One of the most significant changes is that LPAT will decide whether a development proposal should go ahead or not based on a legal test on whether the proposal follows the city's official planning test. Before the reform, OMB would hear arguments and make a decision based on the "best planning outcome." In real life, OMB could overrule a council committee's decision and substitute one of its own. Today, LPAT has no such function. OMB's capacity to overrule council's decision meant that if a developer argued during a hearing that they were offering a bigger and more lucrative project, the board would consider the argument and rule in favor of the developer.
Local Planning Appeal Support Center will provide legal and planning help to local citizens and communities. It will try to navigate the appeal's process. Before the reform, ordinary citizens were restricted on participation in matters before the OMB because of high costs. "There was no way that there are many community associations who could afford a $30,000 fee to hire an urban planner," Gary Ludington, Westboro Community Association chair said. Community associations had the option of either pay the fees or drop the appeal. The new Local Planning Appear Support Center helps citizens in the appeal providing legal assistance.
Before the reform, OMB could consider the development proposal as if it had never been considered before. LPAT will consider only those decisions that were made by local councils. This was one of the biggest criticism of OMB with critiques saying the tribunal should give more credence to the decision of the local councils. After the change, the elector councilors will be the ones who are going to make the decision. LPAT cannot appeal like OMB if the city council decision adheres to its own planning rules. This stripes off the tribunal of the possibility to approve projects that cater to the wants of developers. "If we are following our own official plan, it is perfectly within the power of city council to say no to developers" Ottawa's planning committee member Jeff Leiper said.
The reform of OMB is not without criticism which comes mainly from condo builders. They warn that the reform would cause real estate prices to rise and the housing will be less affordable. They are also concerned that elimination of the known de novo (Latin for "from new") hearings can disrupt the development.
"If this new Tribunal puts local politics ahead of Smart Growth planning, it will only serve to empower NIMBY councils to make planning decisions to get re-elected," Joe Vaccaro, chief executive officer of the Ontario Home Builders Association, said.
Despite the criticism, it is evident that the benefits of LPAT over OMB outweigh. We expect to see more community involvement and balanced decisions in the future.


text:
Strathmore 500 Series Charcoal Papers
Description Resources Photos Reviews Q&A Videos
Strathmore's 500 Series Charcoal Paper is a 100% cotton fiber, acid-free paper that has a traditional laid pattern for precise shading with charcoal and pastels. Its raised texture is also suitable for pen, pencil, or art crayon. 64 lb (95 gsm) weight.
Individual Sheets — Individual 64 lb sheets, 19" × 25" (48 cm × 63 cm).
Color Chart Note — Color charts represent approximations of the real color. Due to the many variations in monitors and browsers, colors may appear slightly different on different computer screens.
To view a PDF of the Strathmore Dry Media Paper Guide, please click here.
Strathmore 500 Series Charcoal Pads
® Strathmore is a registered trademark.
500 Series Charcoal Papers
(Not all colors are available)
Strathmore Papers - Good, Better, Best
Selecting a paper is one of the most important decisions an artist will make that will influence the outcome of their work. Strathmore Artist Papers are known for their quality, consistency and performance and come in a vast array of styles in a range of good, better, best, and premium quality. There is a paper for every level of artist and for every artist's needs.


Wollenweber's Trucking and Warehousing is a fourth generation, family owned business which has provided Baltimore warehousing and transportation services since 1903. On top a full complement of tractor trailers, a variety of unloading methods and over 400,000 sq.ft. of warehouse space, Wollenweber's specializes in Port of Baltimore storage and Baltimore container hauling, including 3PL to support a diverse national freight clientele.
As well as the Baltimore/Washington area, Wollenweber's serves the mid-Atlantic region offering a full array of interstate trucking, LTL service, container hauling, and pool distribution.
An entire fleet at your service.
Your complete inside the box solution.
The story behind a century of logistics.


How To Dispose Of Garbage In Japan!
As previously discussed in our post about manners, Japanese Manners For Travel To Japan!, proper disposal of trash is very important in Japan, However, most first-timers to Japan don't know how to throw trash right, and if you are staying in Japan for an extended period of time in an AirBnB or rental, then it is going to be your responsibility. So here is everything you need to know.
Combustible trash or burnable trash, is generally collected twice a week. It includes paper waste (toilet paper, kitchen rolls, diapers), plastic bags and wrappers (food wrappers, candy wrappers, grocery bags), rubber and leather (bags, shoes, slippers, boots), tubes and other plastic containers (toothpaste containers, cooking oil containers, soy sauce containers, ketchup containers, margarine containers, yogurt containers).
Incombustible or non-burnable trash is generally collected once a month. It includes long plastics (plastic cords, hoses, rope) other plastics (cassette and video tapes–if you still have some!), ceramics (teacups, plates, flower pots, etc.), metals, glass (vases, glasses), and small appliances (flat iron, radio cassette, rice cooker, etc.).
This includes home furniture such as cupboards, bookshelves, sofas, beds, tables, and other trash, such as golf bags, stuffed toys over 50 centimeters, bicycles, motorcycles below 60cc, electric fans, vacuums, carpets, and beddings.
Bottles include empty glass containers (remove the caps!), tin cans, and aluminum cans (juice and beer cans). These must be put in a separate garbage bag. Pet bottles (with the number 1 inside a triangle symbol) must also be in a separate garbage bag, with caps removed, washed and cleaned, and compressed (by stepping on it).
Books, newspapers, magazines, and cardboard are usually collected once or twice a month. You should tie these items with a rope, so they are nice and compact. Old clothes can also be recycled. Just place them inside a see-through plastic bag so waste collectors can easily see the contents.
Different categories of trash go into different colored bags. Each city, and even some prefectures within one city, has different bag colors for each category. So it is essential that you find out which colors are used in the city you are in. Easy way to do this is to find a supermarket or convenience store, and they will have the bags you need.
Different categories of trash are collected on different days, so you also have to figure-out the rules for the city and area you are in. Luckily, most areas where you drop-off your garbage have a list of the days each category is collected. So just head towards the dumpster area!
Be aware that there are fees to dispose of certain items, such as televisions, air conditioners, washing machines, refrigerators and such. You also have to place a special sticker on the item, so the trash collectors know that you paid for the disposal already. If you are just visiting Japan, I don't think you will be worried about this, but you never know!
Used cooking oil must be hardened and thrown away as combustible garbage. Don't pour it down the sink or out in the alley!
Remember the 3 Rs–Reduce, Reuse, Recycle. Don't just throw everything away. If you can reuse something, then try and do so.
Generally, trash is collected between 8am and 10am, so you need to make sure you have your trash ready and placed in the proper location before 8am to be safe.
So be sure to follow these easy rules and you will be doing your part to keep Japan clean for everyone else to enjoy!
April 8, 2019 in "How To" In Japan.
← Yoyogi Animation Academy In Japan Establishes "YouTuber Department"!


text:
Some Historical Anecdotes about Bideford
In 1854 Charles Kingsley came to Bideford, hired a house at the end of the Strand (now Stella Maris Court) and wrote his best-seller Westward Ho! So successful was it that readers came to Bideford as tourists to see the real sites used by Kingsley for his story's setting – thus starting the town's tourist industry. In March 1903 the Mayor E.Tattersill set up the Kingsley Memorial Committee which decided on 'something to look at' i.e. a statue rather than a building named after the author. By June funds were coming in and the Mayor suggested placing the statue where today's library now stands – even though one councillor suggested it might look like an extension of St.Mary's graveyard! By May 1904 some £400 had been collected and the Committee were inspecting models of the proposed statue and proposing to site it at the bottom of High Street on the Quay facing up the hill. In August of that year Joseph Whitehead's design was accepted – this being an 8' high Sicilian marble statue with a 9' high Portland Stone plinth at a cost of £530. Work pressed ahead and in February 1906 Mayor Tattersill (by then in the third year of his Mayoralty) and Lord Clinton unveiled the completed statue at the site where it still stands today – a proud monument to a famous Victorian.
October 1881 the Port of Bideford was abolished by Parliament. This didn't mean that the harbour was closed but rather all the status associated with being an official port disappeared. This long rankled with the council and in August 1928 following pressure from councillors Huxham and Goaman plus the M.P. Sir Basil Peto and Sir William Reardon Smith (an Appledore born shipowner) the designation was returned to Bideford. The four had journeyed to London to have a meeting with Winston Churchill, then in the Treasury, and the fact that Sir William had registered his 36 ships at Bideford carried a lot of weight – especially as they represented the largest registered tonnage of any port in Devon.
Needless to say there were huge celebrations in the town when the honour was reinstated and to mark the restitution Sir Basil presented the town with the marvellous silver ship model that still takes pride of place during ceremonial council events. It dates from around 1750 and represents an Elizabethan vessel manned with 'silver sailors' and sits on 4 silver dolphins who themselves sit on 4 wheels. Intriguingly at the presentation ceremony the Mayor carried the 'small silver oar' which was the insignia of the Lord of the Manor - which has now gone missing. If anyone knows of its whereabouts please do contact the town clerk.


Mamaankam is a big budget film that spins around a medieval festival set in the 16th century. Mammootty plays the central role in the debutant Sajeev Pillai directorial. However, the movie keeps getting entangled in various controversies. Earlier, Queen fame actor, Dhruvan, had expressed his disappointment after being excluded from the project in spite of keeping aside his one year of career and undergoing rigorous martial arts training for the role. Now, Unni Mukundan had shared his happiness on his social media handle at being included in the biggie. But the director had clearly denied it and said that he was unaware about Unni Mukundan's association with the movie.


Medical Technologies is the leader in providing marketing and advertising solutions to the health and wellbeing industry.
Our clients are independent health service providers such as natural health centres, back pain clinics, dental practices, cosmetic & hair salons, medical clinics, beauticians, health clubs & spas and many other healthcare product and service providers.
The Pharmacy Club Card is the UK's leading healthcare discount and loyalty scheme. Local healthcare businesses UK wide are providing exclusive access to personalized and affordable healthcare services from trusted professional service providers. As a member of the Digital Healthcare Network community you can benefit from the knowledge that you will be treated by leading healthcare professionals in your area, hilst saving money as you spend and receiving vouchers, discounts and coupons specific to your personal needs.
Pharmacy Club Card is a Medical Technologies Ltd brand. All Rights Reserved.