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Zhang yong served as CEO, ali after 70 management team overall pick up sticks
April 4, 2018 James AndrewsTechnology
alibaba group announced tonight, Mr. Zhang served as group CEO, and fully to the "70 after" transfer of leadership management, in order to truly achieve the persistent and healthy development of the 102 vision.
at the same time the personnel changes: Mr. Lu will become group vice chairman of the board. Jian wang, shao xiaofeng, Ming zeng and wang shuai handed over day-to-day management to management team after 70, will be fully into the board strategy committee, focus on strategy, personnel training and cultural construction and inheritance, provide strong support for young management team.
alibaba group's management transition, in fact, as early as two years ago was just beginning. In January 2013, the executive chairman jack ma resigned as CEO of alibaba group, gave and gave Mr. Lu a baton, has said that the Internet is a young man in the world, "the vast majority of this year, ali was born in the '60 s leaders will exit management executive role, we will give the leadership responsibility to colleagues in the 70 s. Because, we believe that they know more than we do in the future, more have the ability to create tomorrow. Can provide them with more and bigger stage is our responsibility, but also our honor."
meanwhile, said that in the next five years, ali will become the world's first platform for sales of $1 trillion, in the next 10 years, ali ecological service 2 billion consumers and tens of millions of enterprise, "the best way to grasp the future is not retain yesterday or today to keep, but to create the future. We always believe that young people will be more than we can create the future ". After years of efforts, alibaba group has can be handed over leadership overall to after 70.
ali group also announced an enviable young managers, ali today all managers, 80 after managers accounted for more than half to 52% , 70 after managers proportion of 45% , ali group at the same time also has 3000 name 90 after employees.
new alibaba group CEO zhang yong is born in 1972, is a board director, ali group partner ali founding members, flower son "easy". Evaluation of ma zhang yong is a very good international business leaders, full of innovative spirit and has rich experience, in the past few years he has achieved excellent results, get the whole group's management and employees trust.
in addition, zhang yong behind still have a large number of "70 after" management in Athens. Mr Ma said, happy not only zhang yong such outstanding leaders, more standing behind him after a group of 70 in Athens, B2B Wu Minzhi, tao is the Zhang Jianfeng line (epilepsy), ali cloud xiao-ming hu (sun), rookie TongWenGong, mobile Internet ucweb CEO, and his place in midfield battle-hardened Jiang Peng (mitutoyo), kardashian (Su Quan), Eddie wu (east evil) and Jiang Fang.
"it is our time, but also the era of young people. 70 after ali management will lead us in the next decade, catch the opportunity of Internet + era, fully into the era of cloud computing and big data." Evaluation of jack ma, the situation better than people, the imperative is strong, the DT (Data Tech) age, any business innovation and change must accompany the organizational culture of innovation and change. The personnel changes marked the alibaba group will be fully managed by "after 70" and dealing with the daily work. In addition, the alibaba manager is 52% after 80 young people.
jack ma acknowledged that the future is the most difficult to grasp, and he always believe that young people can create the future, because they are the future investment young men is their future. Succession the CEO of alibaba will find countless and organizations in the future, "must be set in our prime time and accumulate the experience of the inheritance of organization and rules". He also announced during the next five years, ali to become the world's first platform for sales of $1 trillion company.
since founding the company, alibaba group has set up a perfect personnel selection and management took mechanism: in 2003, the successor training plan in each position to start; In 2009, partner of the system construction began to establish; In 2012, strategic decision committee, executive management committee set up strategic management.
day, ali group also released 2015 in the first quarter results. Results showed that alibaba group business strong growth, far more than analysts expected. Ali China retail platform (cats, bargain, taobao, days) 2015 annual turnover in the first quarter of 6001 one hundred million yuan, grew 40% . Income of 174.25 one hundred million RMB ( 28.11 $), than the same period last year growth 45% .
and, more importantly, the younger 7080 leaders and staff, in the younger's mobile market created the extraordinary achievement – 2015 in the first quarter, China's retail ali platform of mobile terminal sales accounted for the first time 50% , achieve 3038 hundred million yuan, year-on-year growth of 157% . At the same time, alibaba group mobile revenue surged 352% .
at the same time, alibaba group, continue to maintain the incentive to employees. 2015 in the first quarter, alibaba group, the total expenditure 46.32 one hundred million RMB ( 7.47 $) in the equity incentive of employees.
the following letter for Ma Yunzhi staff full text:
title: this is the age of young people!!!!!!!!!!!
dear ali, you young ali:
16 years ago, we in the lake in the apartment business, it is difficult to recruit employees. Then we have a wish, alibaba in the future will be a "bow ma solid, Athens as a cloud"… In order to the ideal, and to truly realize the healthy and persistent development vision in 102, we are more than any other startup companies invest more time and energy in personnel training, organization and culture construction.
since 2003, we discuss the successor to every post training programs; We put the culture, values and team cooperation, into the performance of each colleague; 2009, the tenth anniversary of alibaba, in order to ensure ali cultural heritage for the future, the official launch of our partner, the system construction; Beginning in 2012, we began to implement alibaba group of younger leadership overall upgrade preparations. At the same time, to better balance the group's overall strategic continuity, stability and perform management of rapid response and innovation, ali group set up strategic decision committee chair (chairman), and executive management committee chair (CEO).
the situation better than people, the imperative is strong. Along the way, we are lucky to grasp the opportunity of the Internet brings us, we are also in the fuzzy sense and strong consciousness of the IT era to develop their own DT (Data Tech) times the feeling of the company management system and understand: DT era, any business innovation and change, must accompany the organizational culture of innovation and change. Can say, very lucky, we worked so hard to prepare for 16 years.
all handed over "the relieving of alibaba group, 70 after
I remember clearly, to write to you two years ago, announced that I will no longer act as their CEO of alibaba group. Alibaba because we know the future will find countless succession and CEO of the organization, must be formulated in our prime time and accumulate the experience of the inheritance of organization and rules.
the future is the most difficult to grasp, because it changes, it is uncertain. To grasp the future is not the best way to keep yesterday or today to keep, but to create the future. We always believe that young people will be more than we can create the future, because they are our future. Investment is young people invest in their future.
today, Mr. Lu and I was very proud to announce that after years of efforts, the alibaba group can already handed over leadership overall to after 70.
since May 10, 2015, Mr. Lu will leave alibaba group chief executive, as group vice President of the board. At the same time handed over day-to-day management to management team and after we made 70 jian wang, shao xiaofeng, Ming zeng and wang shuai. Handover management work, they will be fully into the group strategy committee of construction and development, focus on strategy, personnel training and cultural construction and inheritance. It also marks the alibaba group will be fully controlled by 70 after "the relieving!
to succeed Mr. Lu, to act as their CEO of alibaba group, the third was born in 1972, worked in alibaba for eight years zhang yong (at large). Speaking ashamed, I used to say, surely not afraid afraid of CFO CEO, and free and unfettered CFO is born. (ha ha, anything there is always a surprise, and this accident is so amazing.) Happy, of course, not only easy child such outstanding leaders, more standing behind him after a group of 70 in Athens, B2B Wu Minzhi, tao is the Zhang Jianfeng line (epilepsy), ali cloud xiao-ming hu (sun), rookie TongWenGong, mobile Internet ucweb CEO, and his place in midfield battle-hardened Jiang Peng (mitutoyo), kardashian (Su Quan), Eddie wu (east evil), Jiang Fang… After these years of efforts, alibaba's management in 70 accounted for 45%, after after 80 managers accounted for 52%, while only 3% after 60, we are lucky, there are 3000 after 90 young people to join the alibaba group.
here, I'd like to special thanks to Mr. Lu. I ratio who all know, doing character distinct exaggerated ma and so large complex at a group of the first successor, he need to take great pressure over the past two years, requires a great deal of courage and sacrifice. It is two years alibaba group business by leaps and bounds for two years, and I was able to concentrate more on strategy, culture and talent cultivation for two years. After Mr. Lu as group vice President of the board, and, together, vice President of Mr. Tsai in this new post with my work, focus on the growth of young people, focusing on the CEO of alibaba group N future handover shift system construction.
platform sales over $one trillion over the next five years, over the next 10 years to complete the global electronic commerce network construction
ali, each generation has its own glory, and every generation has its own mission and tasks. Over the past 15 years, ali people with their own persistence and action proves that e-commerce can change and affect our life, we created a unique business model. But we shouldn't be satisfied with today's achievement, more can't live in other people's praise or self-righteous success, especially today, we should not only live in the outside world to our quarterly earnings expectations, we must still like the past 16 years, live in their own ideal, live in the customer and market expectations for us. nullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnullnull
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Morning: apple was accused of five from Google, mango TV completed A round of funding
One school recruit: extrusion, the school recruit platform can with ability and talent?


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Mr. Hall will be staying through until the start of the evening concert. Students may stay but they must bring something to do. Students will need to bring dinner or go get dinner and come back. Please review with your child what you would like for them to do.
The alternate assignment is posted in Charms and is due Tuesday at 7:33 AM.


Ordered over 100 red and 100 grey army men online.
Put 10 grey and 10 red army men into a ziploc baggie for each pair in my class.
Each partner gets 10 army men of one color.
The grey men are called the Positive Army.
The red men are called the Negative Army.
Partners have to clear a "battlefield" between their army men.
Anytime a grey army man meets a red army man on the battlefield, it is a fight to the death.
Starting with "1 + (-1)" I had each partner put one army man onto the battlefield. Since it is a fight to the death, we know there will be 0 men left on the battlefield. Hence 1 + (-1) = 0.
We defined this as a zero pair.
Then we did "5 + (-2)", discussing what the answer is and why it must be positive.
Lastly, we did "7 + 1", where there is no battle (the positive army is just adding reinforcements) because there are no negative army men on the battlefield to fight.
Then, I gave the students a dozen adding integers problems to work out. I insisted that they act out the "battles" with their army men.
This was such an awesome hands on lesson, and even though we didn't come back to army men again, the students still brought it up. They knew that 63 + (-80) was going to have a negative answer because there were more negative army men. They also would discuss how 63 army men on both teams will cancel out (subtract).
Huge thanks to Julie for the great recommendation!


In Thursday's trade the domestic currency opened lower at 69.09, with a decline of 0.16 or 0.258% as against previous day's close of 68.87 per US dollar.
This has come on the back of weak consumption pattern across the country that is dragging the growth of the economy lower.
Also, the trade sentiment has improved which thus has provided an impetus to the foreign exchange reserves of the country and hence provided a cover to imports.
On the back of performance of Asian peers that were dragged lower, benchmark indices are likely to open in the red.


Prints and the Pursuit of Knowledge in Early Modern Europe features fascinating reproductions of woodcuts, engravings, and etchings; maps, globe gores, and globes; multilayered anatomical "flap" prints; and paper scientific instruments used for observation and measurement. Among the "do-it-yourself" paper instruments were sundials and astrolabes, and the book incorporates a facsimile of globe gores for the reader to cut out and assemble.
Susan Dackerman is Carl A. Weyerhaeuser Curator of Prints, Harvard Art Museums.
Edited by Maryan W. Ainsworth; Maryan W.
Arthur K. Wheelock, Jr.; With Stephanie S. Dickey, E.


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What Do Middle Easterners Think?
This spring break (in the snow), I discovered Mosaic. This Peabody Award winnig show is only available on LinkTV or via a free video podcast; its relative anonymity, however, should not detract astute news consumers. Mosaic presents a collage of video clips from various Middle Eastern news sources and offers a Middle Eastern viewpoint on world events. Mosaic also publishes a weekly intelligence report. The document, itself a collection of opinion pieces and news stories relating to the Middle East, is available free of charge and by email subscription on the show's website.
When asked to identify two countries that pose the biggest threat to them, 85 percent of respondents said Israel and 72 percent said the United States. In contrast, only 11 percent identified Iran. Furthermore, a majority of respondents were supportive of Iran's nuclear program, even though more than half also believe that Iran has ambitions to develop nuclear weapons. According to the survey, 61 percent believe that Iran has a right to a nuclear program, with only 24 percent agreeing that Tehran should be pressured to stop it.
Interestingly, two-thirds of those surveyed in the UAE and just over half in Saudi Arabia agree that Iran has a right to a nuclear program, despite the issue's sensitivity among Gulf Arab monarchies. While broadly approving of Iran's nuclear program, just over half — 51 percent — of those surveyed believe Iran has ambitions to achieve weapons capability, with only 27 percent believing that Iran is intent on using its program for civilian purposes.Of the world leaders admired most by respondents, Hezbollah's leader, Hassan Nasrallah, was first, and Iranian President Mahmoud Ahmadinejad came in third, despite the fact both are Shia Muslims and the latter is not Arab. French President Jacques Chirac and Venezuelan President Hugo Chavez came in second and fourth respectively.
Conversely, U.S. President George W. Bush, former and current Israeli Prime Ministers Ariel Sharon and Ehud Olmert, and U.K. Prime Minister Tony Blair were identified as the four most disliked world leaders. Respondents also view Hezbollah more favorably since the July-August 2006 war against Israel. More than two-thirds — or 68 percent — of those surveyed said they had a more positive attitude toward Hezbollah after last year's war; including 58 percent and 50 percent respectively in Saudi Arabia and the UAE.
"The public of the Arab world is not looking at the important issues through the Sunni-Shiite divide," Shibley Telhami, a scholar at the Brookings Institution's Saban Center for Middle East Policy who conducted the poll, told Inter Press Service. "They see them rather through the lens of Israeli-Palestinian issues and anger with U.S. policy. Most Sunni Arabs take the side of the Shiites on the important issues."Indeed the Bush administration has a job ahead of it to win over hearts and minds in the region. Nearly 80 percent of those surveyed stated they had unfavorable attitudes — 57 very unfavorable and 21 percent unfavorable — towards the United States. More than two-thirds of those surveyed, or 70 percent, said their attitudes towards America were based on U.S. policy, while only 11 percent said they was based on American values.
Despite the fact that Middle East democracy promotion forms the core of the Bush administration's rhetoric, 65 percent of those surveyed said they did not believe democracy is a real U.S. objective in the region. In fact when asked what they considered to be motivating U.S. policy in the Middle East, "controlling oil" (83 percent), "protecting Israel" (75 percent), "weakening the Muslim world" (69 percent), and "desire to dominate the region" (68 percent) were identified as extremely important factors.
When asked what steps the United States could take to improve its regional standing, 62 percent identified brokering an Israeli-Palestinian peace deal based on 1967 borders. A significant minority of respondents identified withdrawal from Iraq (33 percent), and withdrawal of U.S. forces from the Arabian Peninsula (22 percent) as well. More than half (52 percent) ranked U.S. policy on the Arab-Israeli conflict as "extremely important." When asked to identify their biggest concern about the consequences of the Iraq War, just under half (49 percent) feared that Iraq may be divided, 42 percent feared Iraq remaining a destabilizing factor for the region, while 42 percent cited a continued U.S. dominance of the country as their biggest concern. Only 15 percent highlighted Iran becoming a more powerful state as a major concern. Prior to the invasion of Iraq, the Bush administration expected that cultivating a Shiite-led pro-Western democracy in Baghdad would weaken Iran's theocratic republic and erode Hezbollah's influence. A new and powerful Iraqi ally would also enable the United States to ease its strategic dependence on Saudi Arabia, an ally which became less trusted after 9/11, the administration's thinking went.
But Iran has been able to exercise influence in Iraq and Iraq's Shiites have cooperated with the United States on their own terms, dashing hopes of politically overhauling the Middle East through empowering Shiites. Last year's Israel-Hezbollah war compelled the Bush administration to reverse this position and return to seeking an alliance with pro-Western Sunni regimes in an effort to contain Iran. While this latest strategy brings the Bush administration closer to the political leadership of Saudi Arabia, Egypt, and Jordan, the Sunni Arab populace in these countries does not see things the same way as their leaders.
In fact the Maryland/Zogby poll reveals that skepticism of the United States' role in the region, resentment at lack of progress on the Israeli-Palestinian front, and affinity for regional figures who are seen to be standing up to America and/or Israel are still widespread. And despite the sectarian conflict in Iraq and simmering tensions in Lebanon, Iran is not seen as the bogeyman of the region. Perhaps the Islamic Republic is more popular in the broader Middle East than it is within its own borders.
America's policy in the Middle East cannot ignore Arab history, perception and opinion. If we wish to reduce the threat of 'terrorism' or Islamic religious extremism, we must pursue a symbtiotic relationship; American policy cannot undermine the needs and desires of Middle Easterners—such an approach generates resistance and terrorism. If we want to reduce so-called anti-Americanism then we must secede, in some respects, to the demands of the region. We must pull out of Iraq, abandon our blind support for Israeli policy towards the Palestinians (not the state of Israel), allow Iraqis to control their own natural resources, and negotiate with the regional powers.
Our current policy (to extend American hegemony and influence across the Middle East and allow American corporations to control the region's natural resources) undermines Middle Eastern sovereignty and democracy. In crafting a new approach, we must consider the needs and viewpoints of Middle Easterners– and that's what Mosaic is all about.
Since its release the piece has been scrutinized by liberal bloggers Juan Cole, ThinkProgress and others. Cole disputes Gordon's central allegation (attributed to an unnamed military source) that close to 25 percent of American deaths in the last three months were caused by explosives being smuggled in from Shiite Iran to Shiites in Iraq.
This claim is one hundred percent wrong. Because 25 percent of US troops were not killed fighting Shiites in those three months. Day after day, the casualty reports specify al-Anbar Province or Diyala or Salahuddin or Babil, or Baghdad districts such as al-Dura, Ghaziliyah, Amiriyah, etc.–and the enemy fighting is clearly Sunni Arab guerrillas. And, Iran is not giving high tech weapons to Baathists and Salafi Shiite-killers.
The attempt to blame these US deaths on Iran is in my view a black psy-ops operation. The claim is framed as though this was a matter of direct Iranian government transfer to the deadliest guerrillas. In fact, the most fractious Shiites are the ones who hate Iran the most. If 25 percent of US troops are being killed and wounded by explosively formed projectiles, then someone should look into who is giving those EFPs to Sunni Arab guerrillas. It isn't Iran.
Finally, it is obvious that if Iran did not exist, US troops would still be being blown up in large numbers. Sunni guerrillas in al-Anbar and West Baghdad are responsible for most of the deaths. The Bush administration's talent for blaming everyone but itself for its own screw-ups is on clear display here.
Do newspaper sales increase in times of war? Do some of the Times' corporate sponsors benefit? Is the corporate media filled with lazy reporters unaccustomed to the shoe-leather of investigative reporting? Is the corporate media structure an echo chamber of government propaganda? The questions mount as frustration builds.
President Bush's references to Iran and Hezbollah in Tuesday's State of the Union address could be harbingers of an impending military invasion or attack. To readers familiar with the President's drumbeat to war with Iraq, these pronouncements are even more worrisome. While most lawmakers insist that the President must ask for Congressional authorization before taking military action, this administration's ability to manipulate intelligence and events, and ideological commitment to extending American influence throughout the region suggest that an attack may be imminent. (Recent military deployments have also raised red flags).
In announcing the escalation of troops in Iraq, the President promised to "seek out and destroy" Iranian networks that he said were providing "advanced weaponry and training to our enemies." Yesterday, the President suggested that Iran is behind much of the violence in Iraq.
Such rhetoric certainly radicalizes Muslims in Iran and the greater Muslim world and shores up support for the current Iranian regime. But, the Los Angeles Times is reporting that evidence of a connection between Iran and the Iraqi violence is flimsy at best.
For all the aggressive rhetoric, however, the Bush administration has provided scant evidence to support these claims. Nor have reporters traveling with U.S. troops seen extensive signs of Iranian involvement. During a recent sweep through a stronghold of Sunni insurgents here, a single Iranian machine gun turned up among dozens of arms caches U.S. troops uncovered. British officials have similarly accused Iran of meddling in Iraqi affairs, but say they have not found Iranian-made weapons in areas they patrol.
The lack of publicly disclosed evidence has led to questions about whether the administration is overstating its case. Some suggest Bush and his aides are pointing to Iran to deflect blame for U.S. setbacks in Iraq. Others suggest they are laying the foundation for a military strike against Iran.
Before invading Iraq, the administration warned repeatedly that Saddam Hussein was developing nuclear, chemical and biological weapons. Those statements proved wrong. The administration's charges about Iran sound uncomfortably familiar to some. "To be quite honest, I'm a little concerned that it's Iraq again," Sen. John D. Rockefeller IV, head of the Senate Intelligence Committee, said last week, referring to the administration's comments on Iran.
Now, ThinkProgress is reporting that the "Bush administration tried to get Congress to approve military action anywhere in the Middle East — not just in Iraq — in the fall of 2002." Their commitment to global hegemony is certainly impressive, but extending America's influence over the Middle East subjugates Muslims, radicalizes religious extremists and increases America's vulnerability.
Two things are certain (1) this President is intent on using military force to extend America's influence over a commercially profitable and resource-rich region (2) he will ignore the moral, democratic, and homeland security implications of doing so.
Are these not high crimes or misdemeanors?


This brilliant, original fiddle tune by the former 1st violinist of the Turtle Island String Quartet, features all the things about fiddling that appeal to youngsters: a bluesy, hip sound, lots of strong rhythms, and musical surprises throughout. A written-out solo fiddle part for your star student is included, which may be doubled or tripled if you have the firepower, or the solo may be improvised. Optional harp or piano parts are also included.


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Baby bunnies stolen from Rochester garden store
Kyle Stucker @KyleStucker
Jun 4, 2019 at 12:17 PM Jun 4, 2019 at 4:49 PM
ROCHESTER — A local garden store is looking for the public's help in locating four 4-week-old baby rabbits that were stolen Monday night.
Rochester Blue Seal manager Tina Savage said she and her employees are concerned the brown-and-white bunnies might not survive because they shouldn't be separated from their mother until they are about 8 weeks old.
"Why? Why would you steal bunnies?" Savage asked, noting the animals' mother and several other babies weren't taken. "It's just sad. … I don't know what I'm going to try to do to keep the bunnies that are left safe."
Savage said the store staff is also distraught because the bunnies don't belong to Blue Seal, which is located at 275 Portland St. A woman loaned the bunnies to Blue Seal this summer for community education purposes, and the animals were placed in an enclosure inside Blue Seal ahead of a party the store held Saturday to celebrate the revamping of the garden center. Multiple hanging plants were also stolen.
"We just moved our garden center to try to get people more excited about plants and shopping about plants," said Savage, later adding that the woman who owns the rabbits will allow customers to adopt the rabbits for $25 apiece. "We try to do something nice and give out free hamburgers and hotdogs and have a garden party at the store and you get paid back by somebody stealing things."
The theft has been reported to Rochester police, police officials confirmed Tuesday. Preliminary investigative details weren't immediately available.
The theft occurred between when Blue Seal closed for the day Monday evening and opened Tuesday morning, according to Savage. Savage said it appears the suspect may have gotten in or out by scaling the garden center's fence, based on the fact that plants along the fence appeared to have been stepped on.
The business has surveillance cameras, but Savage said it appears the suspects may have avoided being seen on them.
Information on crimes in the city can be reported to the Rochester Police Department at (603) 330-7127, anonymously via the Rochester CrimeLine at (603) 335-6500 or by texting tips to CRIMES (274637) and including TEXT4CASH in the body of the text. Up to $1,000 can be awarded for tips that lead to an arrest.

redpajama_set_name: RedPajamaCommonCrawl


Phonecall from NHS: will I come in for checkup? Well, OK I say, and agree a date and time.
Letter from NHS a week later : Come in for a checkup or we will cut off your monthly prescription! Also, please email us to confirm, do not phone. Also, here is a thing for sending secure documents that you have to register for.
Me, scratching head: but you phoned me and booked checkup. And I don't HAVE a monthly prescription. And I have just finished fighting my bank to try to get one of my 9999 pieces of personal identification changed, and the sight of yet another secure document thing makes my heart sink.
Surgery phone system (in bossy Scottish voice) ALL OF OUR OPERATORS ARE BUSY. PLEASE HOLD.
Eventually, broad Cornish accent which has clearly just been giggling madly says "What? what? Oh! Reception!"
This is a human being. Hurray! I explain that I have received a phonecall and letter.
Human being is puzzled. No, you don't have any prescriptions since 2013 on the system, she says.
I mention the appointment booked by phone.
"I don't know nothing about THAT" she says, clearly baffled. "Nothing on the system about THAT."
"Do you ever feel that the computers are doing this sort of thing just to push us around for fun?" I ask.
"YES!!!" she cries. "ALL THE TIME!"
OK, I say. Could the letter be something to do with an asthma checkup? We both consider the situation and conclude that that is the only thing the NHS could possibly want from me.
She searches her computer to find an asthma checkup appointment. There are many available appointments, but they are only single ones, and an asthma checkup must be a double one.
"But my asthma is very mild!" I say. "Usually my checkups take, like, two minutes at most!"
"But the asthma checkup must be a double one," she says, darkly, perhaps envisaging a horrifying situation where my lungs fall out onto the surgery floor and have to be scooped back in. Eventually she finds an appointment, and I agree the time.
"Would you like me to send you a text to confirm?" she asks.
"YE GODS NO!!!" I cry. "They are already confusing me by phone and letter, I do not wish to add more channels!"
"That's probably all for the best," she agrees.
This sort of thing makes me so very, very glad I'm not actually ill.
I feel your pain! I go through things like this with my physicians' offices and my insurance company all the time. It drives me crazy.
They leave me voice mail messages--not sure how--because I have the voice mail service on my phone disconnected. They also choose ambiguous language for everything on their automated reminder calls so I am never really sure who is calling for what and there is no call-back number.


A company's incorporation creates a separate legal entity from the owner, in which a company is capable of suing and being sued under its own name. Furthermore, a company can be incorporated to have limited liability status, where the liability of each member or shareholder is limited. However, under the old act, a company needs at least a minimum of 2 directors and shareholders to be incorporated.
Under the new Act, incorporation is made easier by allowing private companies to be incorporated with one individual, being the single shareholder and single director. This means that a director can have complete control of the company while enjoying separate liability as compared to having to register as a sole proprietor. Furthermore, as evidence of registration under the Act, the issuance of a notice of registration will be the legal document replacing the Certificate of Incorporation.
Under the old Companies' Act, a Memorandum of Association (MoA) is a document that contains object clauses of the company.  It is designed to define the capacity of the company by referring to its business activities, with activities which fall outside the MoA being deemed, Ultra Vires.
On the other hand, Articles of Association (AoA) is the Constitution of the Company. The articles are akin to the bylaws of the company, setting out regulations for internal matters of the company.  The articles when registered, are a binding statutory contract between the company and the members qua members as well as the members inter se.
However, under the new Companies' Act, these documents are no longer mandatory to set up a company. The new Act aims to provide all the process and provisions necessary for the smooth running of a company. It is crucial to note that this means that the company has unlimited capacity to venture into various activities without restrictions to the nature of their business.
Nevertheless, if a company incorporated under the new Act elects to adopt a Constitution, it can do so, but its content must comply with the provisions of the Act with regards to the rights, power, duties and obligations of directors and members. As for existing companies, their present MoAs and AoAs will be deemed to be the new Constitution of the company.
The new Act also provides for lower costs in running a company. In line with this, an AGM for private companies can be dispensed with as it can be simplified by passing written resolutions, which are cost-effective measures, while notices for the meeting can be sent electronically.
A common seal which is usually equivalent to the signature of an ordinary individual is now optional. Documents can be validly executed through the signature of two authorized officers by which one of them must be the director or in the case of a sole director, by that director in the presence of a witness who attests the signature.
Under the old Companies' Act, documents such as the MoA and AoA are public documents and are available for inspection. Hence, the doctrine of constructive notice presumes that anyone dealing will the company has read these documents. In such instance, persons engaging with the company cannot hold the company liable for any inconsistent dealings of the company and the memorandum due to the default on his part or due to his negligence.
However, as MoAs and AoAs are no longer compulsory, the new Act does not apply this doctrine except for documents relating to an instrument of charges.
While the Companies Act 1965 was silent on the approval of a director's remuneration, the new Act provides for transparency and accountability on directors' fees and benefits together with directors' service contracts. It is now expressly codified that these items must be approved at a general meeting and that it is open to inspection by the members.
Shares of Malaysian companies were previously issued with a par or nominal value. Par value represents the minimum price at which shares can be issued, in a way to protect the shareholders and that they can be confident that no one else will receive a more favorable issue price.
Under the 2016 Act, all shares issued before or upon the commencement of this Act shall have no par or nominal value. This is a good approach as par value of shares is not necessarily indicative of its real value and may be confusing and misleading to potential investors, creditors as well as shareholders of a company. Additionally, it also simplifies a company's accounts and financial statements as concepts of share premium and capital redemption reserves will be removed and under a no-par value regime, a company will have more flexibility in pricing its shares and raising capital as the restrictions on discounts to par value for new shares will no longer apply.
A derivative action is a proceeding brought by a shareholder on behalf of a corporation. It is a common law concept whereby a minority shareholder brings an action that the company has refused to do so. This often happens when the defendant in the suit is someone close to the company, like a director or a corporate officer.
However, under the new Act, the right of any person to bring, intervene in, defend or discontinue any proceedings on behalf of a company at common law is abrogated, leaving only statutory derivative action as provided for in section 347.
It is settled law that directors, being the brain and mind of the company, owe statutory and fiduciary duties. Essentially, the primary duty is owed to the company. However, such duty expands to include shareholders, creditors, and employees, save in exceptional cases such as nominee directors or when the company is insolvent.
The new Act has provided for additional safeguards through the new solvency test requirement. This will protect third parties dealing with the company where their rights as creditors should not be prejudiced. Different solvency tests will be applied in various situations. Directors are to sign on the equivalent of a statutory declaration to verify that the company is solvent when the company declares a dividend, when there's a capital reduction without a court order, financial assistance, and redemption of preference shares and share buyback. Any breach by the directors will result in personal liability, and they may face criminal sanctions.
It is also important to note that there's a general increase in the sanctions that the directors will face for any breaches of the Act. In a more serious and severe offense, directors can face up to a 5-year imprisonment and RM3 million fine or both, if there is a criminal conviction.
One major highlight of the new Act would be the corporate rescue mechanism involving corporate voluntary arrangement and judicial management. This helps companies going through financial distress to restructure their debts in order to avoid winding up of the company. The new corporate voluntary arrangement process, adopted from the United Kingdom, is quick and cheap, with minimal Court involvement. The company's management will have its debt restructuring proposal assessed by an independent insolvency practitioner. 75% in value of the company's creditors will then vote on whether to accept this proposal. If passed, it then binds all the creditors.
Under the Companies Act 1965, there are limited options available to an insolvent company i.e. it can enter into receivership, wind-up or undertake a scheme of arrangement with its creditors.
The new act introduces the judicial management mechanism, which is based on the Singapore provisions and UK's administration model, allows the management of the company itself to be ceded over to an independent insolvency practitioner; a Court-appointed judicial manager. The company will enjoy a very wide moratorium which gives them protection from legal proceedings from its creditors while giving the judicial manager sufficient power to do all things as may be necessary for the management of the affairs, business, and property of the company to maintain the company. The judicial manager formulates a restructuring plan and presents it to the creditors for their approval.
All in all, the new Companies Act has indeed transformed Malaysia's corporate landscape to be more in line with global standards. The Attorney General Chambers and Corporate Commission Malaysia (CCM) has done a magnificent job in drafting the provisions which took into account the report and recommendations by the Corporate Law Reform Committee (CLRC) which was comprised of renowned experts in the field of company law and whose members have devoted hundreds of hours in deliberation and consultation with relevant stakeholders in arriving at their recommendations. It is now time to put the law to the test.


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Debt: Companies owed cash by insolvent furniture, furnishings industry entities: Jan. 15, 2021
Four companies left combined debts of £4.4 million with 30 companies owed £10,000 or more.
January 8, 2021, 18:30 GMT
The Debt Report: Companies owed cash by insolvent industry entities: January 8, 2021
Four companies left combined debts of £4.75 million with 13 companies owed £10,000 or more.
December 31, 2020, 18:30 GMT
Corporate Debt: Companies owed cash by insolvency industry entities: Dec. 31, 2020
Three companies left combined debts of £1,00,000 with 15 companies owed £10,000 or more.
Debt Report: December 24, 2020
Three companies left combined debts of £300,000 with eight companies owed £10,000 or more.
Corporate Debt: Companies owed cash by bust industries entities: Dec. 18, 2020
Six companies left combined debts of £1.7 million with 20 companies owed £10,000 or more.
Corporate debt: Companies owed cash by insolvent furniture industry entities: Dec. 11, 2020
Five companies left combined debts of £920,000 with 19 companies owed £10,000 or more.
December 4, 2020, 18:30 GMT
The Debt Report: Companies owed cash by insolvent entities: Dec. 4, 2020
Seven companies left combined debts of £1.05 million with 23 companies owed £10,000 or more.
November 27, 2020, 18:30 GMT
Debt: Whose owed what by insolvent furniture industry entities: November 27, 2020
Three companies left combined debts of £16.5m with 20 companies owed £10,000 or more.
Corporate Debt: Entities owed cash by insolvent furniture, furnishing industry companies: Nov. 20, 2020
The Debt Report: Companies owed cash by insolvent industry entities: Nov. 13, 2020
Three companies left combined debts of £980,000 with nine companies owed £10,000 or more.
November 6, 2020, 18:30 GMT
Corporate Debt: Companies owed cash by insolvent furniture trade entities: Nov. 6, 2020
Two companies left combined debts of £1.6 million with 10 companies owed £10,000 or more.
October 30, 2020, 18:30 GMT
Corporate Debt: Companies owed cash by insolvent furniture industry companies: Oct. 30. 2020
Four companies left combined debts of £61.2 million with 40 companies owed £10,000 or more.
October 23, 2020, 18:30 BST
The Debt Report: Companies owed cash by insolvent furniture trade entities: Oct. 23 2020
Three companies left combined debts of £1.45 million with 20 companies owed £10,000 or more.
The Debt Report: Companies owed cash by insolvent furniture trade entities: Oct. 16, 2020
October 9, 2020, 18:30 BST
The Debt Report: Companies owed cash by insolvent furniture trade entities: Oct. 9, 2020
Five companies left combined debts of £190 million with 30 companies owed £10,000 or more.
The Debt Report: Companies owed cash by insolvent industry entities: Oct. 2, 2020
Four companies left combined debts of £5 million with 30 companies owed £10,000 or more.
September 25, 2020, 18:30 BST
The Debt Report: Creditors owed cash by insolvent furniture, flooring companies: Sep. 25, 2020
Five companies left combined debts of £3 million with 35 companies owed £10,000 or more.
Bad Debt: Companies owed cash by insolvent furniture entities: Sep. 18, 2020
Three companies left combined debts of £12 million with 30 companies owed £10,000 or more.
The Debt Report: Companies owed cash by insolvent entities: Sep. 11 2020
Six companies left combined debts of £2.45 million with 35 companies owed £10,000 or more.
The Debt Report: Creditors owed cash by insolvent industry entities: Sep. 4, 2020
August 28, 2020, 18:30 BST
Bad Debt: Companies owed cash by insolvent entities: August 28, 2020
Three companies left combined debts of £5.4 million with 30 companies owed £10,000 or more.
The Debt Report: August 21, 2020
Bad Debt: Companies owed cash by furniture industry insolvents: August 14, 2020
Six companies left combined debts of £11.1 million with 22 companies owed £10,000 or more.
Bad Debt: Companies owed cash by furniture, flooring insolvents: August 7, 2020
Five companies left combined debts of £1.5 million with 25 companies owed £10,000 or more.
Bad Debt: Companies owed cash by insolvent furniture industry entities: July 31, 2020
Eight companies left combined debts of £4.9 million with 60 companies owed £10,000 or more.
Bad Debt: Companies owed cash by insolvent industry concerns: July 24, 2020
Today's list contains six insolvent companies leaving combined debts of c. £1 million.
Bad Debts: Companies owed cash by insolvent furniture, flooring companies: July 17, 2020
Today's list contains five insolvent companies leaving combined debts of c. £8.4 million.
Bad Debt: Companies owed cash by insolvent furniture industry companies: July 10, 2020
Today's list contains six insolvent companies leaving combined debts of c. £1.1 million.
July 3, 2020, 18:40 BST
Bad Debt: Companies owed cash by insolvent furniture industry companies: July 3, 2020
Today's list contains eight insolvent companies leaving combined debts of c. £94 million.
June 26, 2020, 18:40 BST
Bad Debt: Companies owed cash by insolvent furniture industry companies: June 26, 2020
Today's list contains seven insolvent companies leaving combined debts of c. £5.4 million.
Debt Report: Major creditors of insolvent furniture, flooring industry companies: June 19, 2020
Debt Report: Companies owed £10,000 plus by furniture trade insolvents: June 12, 2020
Today's list contains five insolvent companies leaving combined debts of c. £18.4 million.
June 5, 2020, 18:40 BST
Debt Report: Major creditors of insolvent furniture, flooring industry companies: June 5, 2020
Today's list contains ten insolvent companies leaving combined debts of c. £123 million.
May 29, 2020, 18:40 BST
Creditors owed £10k and more by insolvent industry companies: May 29, 2020
Today's list contains ten insolvent companies leaving combined debts of c. £1.3 million. Names all c. 25 creditors owed £10,000 or more.
Debt Report: Creditors owed £10k and more by insolvency industry companies: May 22, 2020
The 30 wealthiest in the U.K. home furnishings sector: 2020
The richest 30 people and families with past and present equity ties to the U.K. home furnishings sector, either directly or through investments.
Corporate Debt: Creditors owed £10k plus by bust companies: May 15, 2020
Today's list contains six insolvent companies leaving combined debts of c. £2.5 million. Names all c. 45 creditors owed £10,000 or more.
May 8, 2020, 16:59 BST
Unpaid debt of insolvent furnishing industry companies: May 7, 2020
Debts: Companies owed £10k+ by insolvent industry companies — May 1, 2020
Debts: Companies owed £10k+ by bust industry concerns — Apr. 24, 2020
Today's list contains five insolvent companies leaving combined debts of c. £8.7 million. Names all c. 50 creditors owed £10,000 or more.
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