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Sydney Appiness
The team at Pollenizer, with sponsorship from Telstra are running a hackathon to make apps for charities. Details from their website:
DO GOOD. GEEK OUT. WIN BIG.
24th, 25th of May and 1st June @ Pollenizer Hive, Surry Hills
Make somebody happy with an app they need.
Appiness is for people who love to make something new. We invite designers, engineers and entrepreneurs to gather for two and a half days of relentless creativity to build brand new apps that truly help people.
The competition begins on Friday evening (24th May 2013) with a pitch for help from four charities. After the pitches, we form into teams and get issued with an Appiness toolkit for each member of the team.
Over the next two Saturdays (25th May 2013 and 1st June 2013) and any time we have in between, we build our apps.
Teams will be supported by leading figures in the Australian startup community and the winners will be backed by Telstra and Pollenizer to take the product forward to the next level.
Places strictly limited to 50 attendees.
You can apply for a spot here: http://appiness.eventbrite.com
It's a fantastic concept, is a great opportunity to give back and no doubt will be both fun and a good Sydney startup community networking opportunity. Mike and Ritwik from the Shoes of Prey team have both applied to attend.
The Australia Tech Startup Sector
Following on from our Startup Australia workshop, PwC research finds $109 billion economic lift and 540,000 jobs to be unlocked from Australian tech startup sector.
The report "The Startup Economy: How to support tech startups and accelerate Australian innovation" (embedded below) provides a snapshot of Australia's 1500 current tech startups and a roadmap to help ensure the success of the sector.
Australian entrepreneurs working more closely with educators, government and corporate Australia is the key to unlocking the potential of the tech startup sector. The startup sector is a rapidly growing part of the economy which has the capacity to contribute four per cent of GDP or $109 billion and create 540,000 new jobs by 2033.
According to the report findings, the key ways to unlock the potential of the sector are:
Attract more entrepreneurs with the right skills: In the short term Australia needs 2,000 more tech entrepreneurs each year drawn from the existing workforce. In the long term, our education sector must produce more skilled tech entrepreneurs.
Foster a stronger and open culture of entrepreneurship: Australia has a considerably higher 'fear of failure' rate than nations like the U.S. and Canada, constraining the sector. The tech community is key to changing this by celebrating its own success and becoming more inclusive.
Also important is:
Encourage more early stage funding: Funding for the Australian tech startup sector will need to increase. Australia invests approximately $7.50 per capita in venture capital per annum (all quoted in US$ figures), compared to the United States ($75) and Israel ($150).
Open up local markets to tech startups: Governments are major consumers with spending totalling $41bn in 2012. They can become more startup friendly with procurement reform. Continue to improve the regulatory environment, such as removing the barriers created by taxing Employee Share Option Plans up front.
PwC Google the Startup Economy 2013
Startup Australia
On the 13th and 14th March around 50 people passionate about the tech startup ecosystem in Australia gathered in Sydney for 2 days to engage as a community and put together a plan for how we can grow the startup ecosystem in Australia. The event was the brainchild of Alan Noble and a passionate group of people from Google. A small group of us contributed to planning for the day. Thanks to everyone who commented on my previous post on this topic, your ideas were incorporated into the event and many of you also attended the two days which was great.
As an organising group we didn't want this to turn into another 2 day talk fest that didn't result in action items going forward, and we wanted to ensure there would be enthusiasm to complete the agreed actions out going forward. The two days were facilitated by a PwC group called 'The Difference'. They're amazing facilitators and over the 2 days their facilitation meant that we identified the issues, brainstormed solutions and by the end of the second day had an action plan that involved everyone who had attended the two days. It was amazing to be part of such a productive 2 day workshop.
The document embedded below is a summary of the 2 days. Page 2 outlines our key action items for the 7 different areas we identified to work on over the coming months:
Making entrepreneurialism exciting
Helping existing entrepreneurs
Leadership & funding
The last page of the report has a lovely shot of Sebastien Eckersley-Maslin and my socks. :)
StartupAUS - The Journey
Many of the people involved over the 2 days are now busy at work executing the action items in the 7 areas we're working on. We're also in the process now of setting up a not for profit company and interim board to take on the management of the project going forward. Given my recent 360 feedback I'm going to step back my involvement from here (I invested the equivalent of 5 full time days last quarter) and I'll make way for others who are more keen to take my position on the interim board, but I'll stay involved to help out where needed and I look forward to seeing Startup Australia help develop the ecosystem from here.
When Mike, Mark and I worked at Google a process we used to follow every quarter was giving and receiving 360 feedback on people we worked with. It was a really good process for hearing directly from your peers and direct reports about what you could work on and improve in your day to day activities.
6 months ago we decided to implement the same process at Shoes of Prey. And 2 weeks ago we completed our second round of 360 feedback - we're planning to do it every 6 months. The process has been hugely beneficial. Here's the steps we used to do it:
1. We had everyone on the Shoes of Prey team complete a Google form listing 4 people they'd like to receive 360 feedback from.
2. Lydia (who has taken on a HR role within the team) then collated these requests, balanced them so no one was asked to give feedback on more than 6 people, then emailed everyone with the list of people they were required to give 360 feedback on.
3. To complete the 360 feedback on each person we created a Google Form to be filled in. The 360 feedback consists of 5 main questions. The first 3 are related to our 3 core values. The second two ask for feedback on the team member's strengths and areas for development:
How well does the team member "Passionately Create Happiness" around the office?
How well does the team member "Constructively and Thoughtfully Communicate" with other team members?
How well does the team member "Make a Big Impact"?
Describe this team member's greatest strengths.
Describe this team member's biggest areas for development.
For each question we ask for specific examples to back up your score. For the first 3 we ask how you'd score this team member on a scale of 1-5, this overall score on each of our 3 values highlights for the team member which values they're living well, and which they can focus on to improve.
4. Lydia collates the feedback into a report and anonymises any answers that can be identified back to the feedback giver (unless the feedback giver has said it's ok for their feedback to not be anonymous).
5. The team member's manager presents the 360 feedback back to the team member, and discusses with the team member what they do well and how they can improve.
The process has worked incredibly well for both rounds of 360 feedback we've now completed. Everyone on the team has received feedback on their strengths and the process has helped unearth some key areas for development which we've all focused on.
In particular, 6 months ago the biggest area for development that came out of my feedback was that I needed to improve communication across the business. In the 3 months prior to the feedback process we'd doubled in size from roughly 12 people to 25 following our Series A funding round. With 12 people it was easy to overhear conversations in the office or catch up around the lunch table, but this process fell apart and stopped working once we doubled the number of people. Based on the feedback I spent some time researching how communication worked in other businesses and we settled on a 'Daily Huddle' process which has been working extremely well. Blog post on this to come! Without the 360 feedback it would have taken us longer to unearth and for me to enact on this communication issue in the business.
In the most recent 360 review my biggest piece of feedback was that I've been spending too much time out of the office and this is impacting our culture, posing challenges for my direct reports and making it harder for us to make the quick decisions we need to make in a startup. In the last quarter I spent time out of the office for the WPP Stream Unconference, working with a group of other entrepreneurs and tech industry people on improving Australia's tech startup ecosystem, with the Entrepreneurs' Organisation that I'm part of as well as the usual array of external meetings with investors, potential new hires, marketing partners and others. All up I'd calculate that I was out of the Sydney office around 30% of the working hours during the quarter. This quarter I really need to dial this back. Some of these tasks are important, some of them I need to de-prioritise. So based on my 360 feedback my focus for the next few weeks is cutting back on some of these activities.
Do you have a 360 feedback process in your organisation? How has it worked for you?
Image Credit.
Welcome to the team Brigette, Dione and Lydia
This post is a little late coming as they joined us 3 months ago but it's with great pleasure that I welcome Brigette, Dione and Lydia to the Shoes of Prey team as Customer Happiness Wonderpeople.
Brigette studied a Bachelor of Music majoring in Viola at the University of Tasmania (she also plays piano and the bassoon!). She began her career as a PA to the librarian at the Supreme Court in Queensland, before moving to Queensland Investment Corporation as a Business Assistant in the Fixed Interest team. While in Brisbane she began and later completed an MBA from the Queensland University of Technology.
Brigette then moved to Sydney and has spent the last 3 years working for Colonial First State being promoted through a number of different client service and finance related roles. Brigette has a passion for fashion and is currently completing a Certificate IV in Fashion Design and Technology at FBI Fashion College. She volunteered at this year's Mercedes Benz Fashion Week as an usher and dresser. In her free time she likes making garments, drawing, fitness classes and running.
A few months prior to joining us Brigette purchased her wedding shoes and shoes for her bridesmaids from us for her wedding in January!
Dione graduated from the University of Queensland with a bachelor of Journalism. Since then she's worked as a writer and editor in London, Canberra and Sydney. She's followed Shoes of Prey for a while and was keen to take a career change away from journalism in order to join our customer happiness team, which we're very excited about! She speaks French so is taking on the role of translating the French version of our website www.shoesofprey.fr and communicating with our customers in French.
Having grown up in Scotland, in 2008 Lydia moved to Manchester and in 2011 she completed a Bachelor of Arts in Textile Design for Fashion at Manchester School of Art. She then started working as a receptionist at Quiz Clothing, a UK retailer with 200 stores. She was quickly promoted from the receptionist role to an Assistant within the Human Resources team where she was responsible for organising recruitment for 8 new stores which opened over a 2 month period.
Lydia has only recently moved to Sydney and has settled in Bondi to live near the beach.
Brigette, Dione and Lydia have all been with us for a few months now. Hiring is challenging to always get right but out of the 180 applications we had for the role, we've hired 3 top performers here. A big hat tip to Dave Knapp who managed the hiring process.
Computer Science Education in Vietnam
Fantastic post by Neil Fraser, a software engineer at Google who recently visited schools in Vietnam to look at how they were teaching computer science there. Some fantastic lessons for us here in Australia.
One of the more interesting quotes we've had about our shoe range from Pedestrian TV:
If you're into shoe porn this is the footwear bukkake mother load.
They're referencing our recent collaboration with Romance Was Born at Mercedes-Benz Fashion Week. :)
The Future of Retail - Stream Unconference
There were so many interesting discussions to share from the recent Stream unconference, but the one that inspired me most was on the future of retail. Around 50 retailers and those passionate about the industry came together on the Phuket Club Med lawn to reflect for an hour on the enormous change our industry has experienced in the last 10 years, and how that rate of change will probably be very minor compared with the 10 years ahead of us. How can we as retailers prepare for and take advantage of this change?
1. Customer Experience
For the first half of the discussion we focused on the customer experience and how this has and is continuing to change within our industry. Retailing is no longer as simple as putting product on the shelf to sell. Consumers are demanding much more. We heard how the huge growth of fashion retailers like ASOS and Net-a-Porter who provide incredibly convenient and well curated shopping experiences online. We heard how flash sales sites like Gilt Group allow customers to trade slower delivery times and a reduced range for deep discounts. Then of course there is Amazon who is winning by offering amazing convenience, price and at the same time is disrupting major categories like books. We were fortunate to have Sir Martin Sorrell join the discussion and he shared the fact that in 3 recent separate meetings with large retailers he'd asked them what their biggest concern was at the moment. All 3 answered 'Amazon'. This is a retailer who is killing it by providing an incredibly compelling offer to its customers.
We heard how today's consumer is thinking less about shopping "online or offline" and is instead wanting to use different channels for different things. I shared how at Shoes of Prey we've moved into bricks and mortar retailing because many of our customers want to be able to see, touch and try on our shoes before they buy, and they also appreciate being able to speak to someone to help guide them through the enormous range of choice we offer them when they're designing their own shoes.
Bricks and mortar retailers are seeing incredible growth online. Despite the high cost of shipping nappies, Kimberley Clarke's Huggies brand saw their online sales double in China from 10% of total sales in 2011 to 20% in 2012.
With the success of Amazon's price checker app, retailers are needing to innovate to avoid becoming show rooms for online players. Offering exclusive brands, vertically integrating as Apple have so successfully done, or offering unique experiences like customisation services were some examples given of ways to do this.
Analysing the examples we discussed we concluded that the best way to navigate all this change is to think through the customer experience and do everything possible to make that an amazing one.
2. 3D printing
The second half of the discussion moved to 3D printing and the enormous potential for change this brings to the retail industry.
With the incredible pace of development in 3D printing, in 10 years time it's likely we'll be able to cheaply and easily print products from a number of major product categories like homewares, children's toys and even some basic electrical goods. As MP3s completely changed the music industry and eBooks are disrupting the book industry it's likely we'll see similar changes to other major retail categories once people can print these products at home. Imagine the changes companies like Mattel or IKEA face when you can print your barbie doll or Swedish designed cutlery on your own printer at home. How will we deal with intellectual property issues in this situation? Will there be a Napster for design or will an iTunes or Spotify for design be developed? Who will do this? 3D printing is going to pose enormous challenges and opportunities for some major retail categories.
Another question was posed around how 3D printing will evolve. While there was some debate there was a strong view that we'll likely all have 3D printers at home for printing basic products and these will be augmented by more advanced 3D printers at hubs in major cities for more complex products. I might print my barbie doll at home, but my power drill might be printed at a local hub and my car could be printed at my local car dealership. Who will build and sell all these home printers? Who will own these advanced printing hubs? Could a Fedex or DHL build a network of 3D printing stations and coupled with their delivery network, offer 3 hour delivery times for nearly all major product categories? Huge businesses will be built in this space.
Thinking beyond just the retail industry, Sir Martin Sorrell made the interesting observation that 3D printing may completely reverse the trend we've seen for manufacturing to move to Asia. Once we can print many of the products we consume, perhaps we'll see manufacturing move back to the Western world and become something that's done locally again.
This was one of the most fascinating, insightful and strategically defining discussions I as a retailer have ever had. Thank you Stream.
Cross posted to The Huffington Post.
We're Hiring - Store Shoe Stylists
Shoes of Prey is a dynamic global company, pioneering the world of fashion and women's shoes. We give women of all ages the opportunity to design their very own unique bespoke shoes. Amongst our many fans include the likes of Carly Rae Jepsen. We're changing the way women shop for shoes and we're on track to become a significant international retailer within the next 5 years.
We have recently opened our flagship store which is the first of it's kind anywhere in the world. This is an incredibly exciting time for us and we're looking for some amazing sales focused shoe stylists to join us on our journey! Here at Shoes of Prey we are hugely passionate about what we do for women's fashion and we are looking for people to share that passion and want to create the most amazing retail experience out there for our customers.
Some of the key day to day activities:
Designing lots and lots of beautiful shoes and helping our customers to create their perfect shoe too!
Approaching and engaging with customers in the most friendly, fun and supportive ways possible.
Consistently hitting and beating targets and KPI's.
Working with our Customer Happiness Team to ensure all orders go through to our studio as quickly and efficiently as possible.
Helping to continue to grow and improve our store.
Keeping our store looking beautiful through visual merchandising.
Helping any customers whose shoes aren't perfect to make them perfect.
To be killing it in this role and considered an A Player on the Shoes of Prey Store team, here are the 4 key things you'll have achieved after 12 months in this role:
1. You not only live and breathe Shoes of Prey's culture and values, you've contributed to growing and developing them. People on the team enjoy spending time with you and are fighting to be able to work closely with you.
2. Customers you interact with regularly email us telling us how the customer service they received from Shoes of Prey is the best they've ever had anywhere. You've also helped us create experiences like this for our customers.
3. You consistently beat targets and push everyone else to do better everyday too.
4. You've contributed to the growth and scaling of our Shoes of Prey Boutiques. You've helped to continue to grow our store making it an even better experience for customers everyday.
Your work experience clearly identifies that you have the following traits:
Passion for sales. You're passionate about selling and you're seeking a career in retail sales, specifically in the fashion industry.
Passion for design and shoes. You will be passionate about design and your past experience or hobbies allude to that creativity.
Passionate about customer service. Customer Happiness is extremely important to Shoes of Prey, you love working with the people and have heaps of customer service experience.
Collaborative. You work incredibly well within teams. You're inspired by other people and you're able to draw from and inspire the best in the people around you.
The location of this role will be David Jones, Castlereagh Street, Sydney. The hourly rate for this role is above minimum wage and is based on experience. The perks include shoes, of course along with target based incentives and treats! The role will report into our Store Manager, Maria Xiao.
If you think you have what it takes to please email your resume and cover letter to joinourawesometeam@shoesofprey.com, please make the subject line "YOUR NAME - STORE SHOE STYLIST", this is essential, any applications without this will be missed by our email filters.
WPP Stream Unconference
When I received an email inviting me to the Stream "Unconference" in Phuket my first thought was, 'that sounds like a nice holiday but what will I learn from it?'. Sitting on the flight home after the conference closed, it was indeed rejuvenating and inspiring but in a totally different way to what I expected. Instead of soaking up the amazing food, culture and sun that Phuket has to offer my mind was blown away by the incredible ideas and amazing people I had the privilege of getting to know over the 4 days, and I'm chomping at the bit to bring all this back to our business Shoes of Prey.
There are no presentations or set topics at Stream, instead the conference agenda is run by the 300 attendees making for a hugely interactive and engaging exchange of ideas.
Thursday night saw the gadget show where attendees brought and showed off their favourite gadgets. We saw everything from the latest toys from ASUS (a laptop with a double sided screen for easy presentations) to a drone demo including a video of some of the incredible footage captured flying over the Phuket beaches that day. But there could be no winner other than 19 year old Raul Oaida from Romania who showed off his jet bike which he built in his backyard and has ridden at over 60km an hour!
On Friday and Saturday we were straight into the discussions which form the major part of the conference. Rather than having talks like most conferences where one person speak and the rest of the audiences listens, the discussions are organised and lead by attendees so they're very interactive. I loved them, they were a great way to get lots of views on certain topics. I lead a discussion on 'The Future of Retail' where we talked about 3D printing and how consumers will soon be able to download designs for products like children's toys and homewares and print them at home. Sir Martin Sorrell (the founder of WPP) joined our discussion and shared that within the next 20 years this may extend to other categories with even complex products like cars being printed. 3D printing has the potential to do to many product categories what MP3s and eBooks have done to the music and book industries, massive change awaits. I learnt more in the hour we spent discussing the future of retail than I have in a long time - something that wouldn't have happened had I or anyone else just been presenting on the topic.
Friday night saw 20 'Ignite' talks on topics people are passionate about. Presenters are allowed 15 slides which automatically progress every 15 seconds. Topics ranged from Chinese Youth Culture to media investment management explained in 3 letter acronyms. I shared my passion for Wall Ball with the 300 attendees (and we followed up with a game the following morning with about 8 players!).
My favourite presentation of the night was Melbourne's Steve Sammartino (author of the fantastic Startup Blog) who's very inspiring talk titled "A Stranger From Romania" covered off how Steve had met Raul Oaida (of the previously jetbike fame) online, and together they'd funded and built a lego rocket ship they'd then sent to space on a balloon!
I then had the pleasure of playing bass guitar in the Stream band. We managed to squeeze in 2 hours of practice Thursday and Friday nights and put together a 7 song set for Friday night's 'Extravaganza'. There's no better way to get to know a small group of people than to throw yourself into the deep end of a rushed preparation and performance in front of 300 people! Also at the extravaganza we had one of my favourite parts of the conference, 'Slideshow Karaoke' where some very brave souls were presented with 15 random slides they'd never seen before and had to turn them into a presentation in front of the 300 stream attendees! Friday night also saw the midnight cooking madness where Streamers showed off their culinary prowess by cooking their favourite dishes for a midnight feast. Melanie Lee was the clear winner with her spicy and delicious Singaporean Chilli Crab.
Saturday saw more discussions during the day followed by "the Pitch". For the pitch, teams got together to pitch a creative idea for a charity in India which is helping to educate young men on the importance of respecting for women. Not only were some great creative ideas developed, but those involved in the pitch teams had a wonderful experience working together and got to know each other well.
This was easily the best conference I've ever attended. I made new friends, had a great time and exchanged amazing ideas with some very smart and interesting people. It's amazing what a group of 300 people can put together with very little preparation. I'll be borrowing some of the format for team offsites and other events I organise in the future. Thanks to WPP for having me.


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Home live homework help Nestle cultural problems in india
Nestle cultural problems in india
Nestle introduced instant noodles to India, where noodles were not previously part of the culinary culture and instant food was not common. The advertised idea of a delicious and nutritional meal that could be cooked in just two minutes appealed to millions.
A cautionary tale of mangled crisis management on an epic scale. It was the middle of the night when the jangle of his cellphone woke Sanjay Khajuria from a deep sleep. Could this be about Maggi? Khajuria is not accustomed to receiving urgent, late-night phone calls. Virtually everything in his world had appeared to be in order when he boarded his flight to New York.
There was just one pesky issue to clear up.
But why was someone trying to reach him at such a late hour? He reached for his phone and answered the call. Khajuria spent the next hour on the phone formulating a game plan.
And it would send a three-person delegation to meet directly with the health officials in Uttar Pradesh the following day. At this point, allows Khajuria, he was starting to get worried. It was May 11, Within a week the first national news story about a Maggi health scare appeared in the Times of India.
A couple of days later the hashtag MaggiBan surfaced on Twitter. Then things got worse. In some cities protesters in the street smashed and set fire to packs of noodles and photos of Bollywood stars who were paid Maggi endorsers.
One prominent newscaster compared the situation to Bhopal, the worst industrial accident of all time, in which a toxic gas leak at a Union Carbide pesticide plant in central India killed thousands of people.
Nestlé's Half-Billion-Dollar Noodle Debacle in India
The Maggi meltdown would prove costly. And the fallout continues. Nearly a year after the ban, Maggi noodles are back on shelves in India, but somewhat precariously so. But where, then, did things go so terribly wrong?
This is a story about precisely that: Coca-Cola left the country in after being asked to hand over its secret formula—only to return decades later and get banned again, briefly, when pesticides were found in its soda.
Just recently Facebook tasted its own frustration when, in February, Indian regulators rejected its Free Basics web access program.
This is the regulatory thicket that pro-business Prime Minister Narendra Modi has promised to untangle—and that still seems as impenetrable as ever. In Juneafter reports of lead contamination, outraged consumers set fire to packs of Maggi.
And in that sense the Maggi episode is certain to be studied by MBA students and public relations executives looking for lessons for years to come.About Nestlé.
Nestlé is the world's largest food and beverage company.
Who can edit:
We have more than brands ranging from global icons to local favourites, and we are present in countries around the world.
providing safe drinking water during natural disasters supporting water conservation and education programmes worldwide responsible water use in our operations ongoing packaging improvements supporting recycling programmes, and much more.
Helping hand: Nestlé Waters and our products regularly. The Nestlé Sustainability Review GGood Food, Good Lifeood Food, Good Life. Contents (rutadeltambor.com) with any comments and suggestions you may have after reading this report.
Organizational Culture Nestle has strong corporate culture which is reflected by the company logo itself. The logo, ³Good Food Good Life´ which is always attached to its products is the main guidance for every activity within the company.5/5(2). Nestle Company Problems. Nestle is the world's leading food company, with a years history and functions in every country in the world. Nestle is a global organization of many cultural groups, religious working together in one single unifying corporate culture. The company's 96% is focus on food and drink. It stated aim to be number one in all its product lines, which contain infant. Nestlé, the world's largest food and beverage company, has sold Maggi (pronounced "MAG-ee") in India for more than 30 years, and the brand's ubiquity and cultural resonance on the.
Peter Brabeck-Letmathe Nestlé Sustainability Review. Sustainable Environmental. Organizational Culture In The Nestle Company Commerce Essay. Print Reference this. Disclaimer: This work has been submitted by a student. This is not an example of the work written by our professional academic writers.
You can view samples of . Mar 31, · Nestlé's Maggi Noodles Face More Scrutiny in India Swiss food giant says root of the problem ambiguous rules for testing Maggi noodles at a grocery store in Bangalore, India, June 5, Speaking in favour of these revisions, Mr.
Suresh Narayanan, Chairman and Managing Director, Nestlé India, said, "One of the key socio - economic opportunities of the 21st century is the increasing role, involvement and contribution of women to the fabric of economic progress that is transforming the world.
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Inspire Estate and Lettings are pleased to offer this 2 bedroom End terraced house in Dewsbury. The Accommodation briefly comprises: Reception area, average sized kitchen, two bedrooms and a bathroom. The property benefits from double glazing and a medium sized garden to the rear, ideal for a family with children.
Shops, Schools, healthcentre and other facilities available on walking distance.
Reception Room: 475cm x 487cm Includes a Fireplace with CH radiators also access to the sellar.
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The role and significance of context in comparing country systems : 01 Context in Public Policy and Management The Missing Link?
This chapter examines the role and significance of context in three country systems – within one administrative tradition – that have wrestled with local factors and exogenous influences in periods of change. The tension between the two has been endemic to Anglophone countries – Australia, Canada and New Zealand – but the emphasis is on how the interaction between contextual and non-contextual factors has been worked through in the recent reform era. The countries are differentiated in two significant respects. First, they are all relatively small, dependent (at least historically) and with a habitual outward orientation that dates from colonialism. The pattern of being externally fixated continued in the post-colonial period while their independence was being progressively clarified in the twentieth century (although they have continued to share a sovereign and head of state with the United Kingdom). Second, these systems are open and receptive to ideas because of an administrative tradition that is pragmatic and instrumental. Anglophone countries have been particularly susceptible to the influence of management ideas and have demonstrated an ability to implement them. The role of Britain is significant both as the parent country and the constant purveyor of management ideas.


Received the stars. They look amazing!!! Can't wait to see how they do.
Stouttrout wrote: Received the stars. They look amazing!!! Can't wait to see how they do.
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From the Beauty: Many issues in the event business are unique to our industry and, even more so, unique to each type of event we produce. Regardless of the size or nature, your event can be challenged by anything from security, safety, and financial and legal issues, to unforeseen disasters of the man-made or Mother Nature variety. To ensure your event's success, you must manage all of these possibilities properly and nip any problem in the bud.
Are you taking time to go over all the important details with your audience/speakers/executives/talent? Assume nothing.


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What is the recovery time for cubital tunnel surgery
How long are you out of work after cubital tunnel surgery?
The average age at operation was 59 years (32–86years). The average time to return to work after surgery was 10 days (0–300days). Complications included painful scar, return of symptoms and chronic region pain syndrome, which lead the patient to change jobs (300days).
Can you drive after cubital tunnel surgery?
Early motion is allowed, but you should not lift, push or pull anything greater than a pencil for six weeks after surgery. Rehabilitation Therapy: Physical therapy may be needed; if so, it typically starts six weeks after surgery. Driving: Do not drive while taking pain medications.
Is cubital tunnel syndrome surgery painful?
Medial epicondylectomy, where bone is removed from the elbow in order to relieve pressure on the ulnar nerve, is a complex surgery which can be very painful for the patient and can take a long time from which to recover.
How do you sleep after cubital tunnel surgery?
The bandage protects the incision and helps to reduce swelling. Elevate your hand above your heart as much as possible to lessen swelling and pain. Pillows and blankets under the arm are helpful when you go to sleep. You may start moving your elbow, wrist, and fingers for light activities right after surgery.
Can you drive after ulnar nerve surgery?
You may drive 3 to 5 days after surgery if you are not taking pain medication. Please call the office prior to, or immediately following, your surgery in order to schedule a postoperative appointment. This should be scheduled 7-10 days after surgery.
You might be interested: What to expect after cataract lens replacement surgery
Do they put you to sleep to do carpal tunnel surgery?
Your wrist will be made numb and you may be given medicine to make you sleepy and not feel pain (called local anesthesia) for the procedure. In some cases general anesthesia is used, this when drugs are used to put you into a deep sleep during surgery. Anesthesia poses risks for some people.
How is cubital tunnel surgery performed?
In this procedure your surgeon will make an incision over the medial epicondyle, the bony bump on the inside of the elbow. The cubital tunnel is cut open through the soft tissue roof exposing the ulnar nerve. The forearm muscles or flexor muscles are cut and detached from the epicondyle.
How much is cubital tunnel surgery?
On MDsave, the cost of Ulnar Nerve Transposition ranges from $2,764 to $4,442 . Those on high deductible health plans or without insurance can shop, compare prices and save.
Does ulnar nerve surgery hurt?
You may need to wear a brace for several weeks after ulnar nerve anterior transposition surgery. Pain, numbness, or tingling in your fingers usually subsides quickly after the procedure, though complete recovery may take several weeks or longer.
How many hours does elbow surgery take?
Elbow replacement surgery takes about two hours. You'll get anesthesia, so you won't be awake for it. You'll need to stay in the hospital for up to four days.
Is surgery necessary for cubital tunnel syndrome?
Surgery to relieve pressure on the ulnar nerve is necessary only in more advanced cases of cubital tunnel syndrome. One surgical option is to remove part of the medial epicondyle, which can relieve pressure on the ulnar nerve.
You might be interested: What is trauma surgery
Is cubital tunnel syndrome a disability?
Cubital tunnel syndrome can range in severity from mild and repairable to pronounced and irreversible. Nerve damage can sometimes be surgically or otherwise corrected, but when the damage is permanent and disabling, cubital tunnel syndrome can be approval for Social Security Disability (SSD) benefits.
What can I expect after cubital tunnel surgery?
Recovery from cubital tunnel release surgery varies from patient to patient, taking anywhere from several weeks to several months. Symptoms such as numbness or tingling may improve quickly or may take up to six months to go away.
How do I keep my elbow straight while sleeping?
Keeping the elbow straight while sleeping minimizes tension on and irritation of the ulnar nerve. A homemade splint can be made with a towel loosely wrapped around the elbow and held in place with an ace bandage or tape.


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Domestic Violence Case Results
Torrance, Client Stabs Boyfriend with Knife, Case Dismissed
Our client and her boyfriend had a history of loud arguments that disturbed the neighbors and sometimes rose to domestic violence. Her boyfriend had even been convicted of battery upon her in two other states before the two moved to California.
Without All the Details, What Happened: Torrance, client stabs her boyfriend's hand with an Exacto knife, felony Penal Code § 273.5 - case dismissed.
One night, while in their trailer park in Lomita, our client and her boyfriend found themselves in another fight. Our client was returning home from work. Her boyfriend had been working most of the day, while drinking, at installing a new linoleum floor in their mobile home. He was proud of his work and hoped our client would see the new floor and tell him it looked great. Our client, however, was dead tired from work.
Our client apparently said something that offended her boyfriend's sense of accomplishment and an argument ensued. The argument escalated to a physical fight. In the course of the fight, the boyfriend hit our client in the face, causing a black eye, but our client slashed her boyfriend with an Exacto knife across the palm of his hand. The Exacto knife was being used by him earlier to cut the linoleum into the correct size for the floor. It is an extremely sharp knife.
There were no witnesses to the incident except our client and her boyfriend.
The knife's cut caused instantaneous and profuse bleeding to her boyfriend. Our client ran from the mobile home. Neighbors again called the police.
When she returned about an hour later, black eye already showing, the Lomita Sheriff was waiting and arrested her. They had seen the cut to her boyfriend and made up their decision.
Fortunately, our client did not make any admissions to the police of what she did. The police decided to arrest her for felony domestic violence based entirely on what her boyfriend told the police. With his deep cut to his hand, it was hard for the police not to take his story seriously. Moreover, our client had fled the scene, which tended to suggest a recognition of fault and fear of the police.
A case of felony domestic violence (Penal Code § 273.5) was filed against our client, who did not post bail, in the Torrance Superior Court. Our client's defense clearly centered on self-defense, but also mutual combat. Her boyfriend certainly had a well-documented capacity to hurt our client, not only from past instances the Lomita Sheriffs had responded to in their mobile home park, but also demonstrated by our client's black eye.
By the time the arraignment came two days after the arrest, our client's boyfriend had moved back to Arkansas. We advised the District Attorney of this, but she was not going to dismiss the case without some investigation of her own. She needed to verify his departure and unavailability.
The boyfriend refused to answer any calls from the 310-area code, thinking it was his girlfriend trying to speak to him. In fact, some of those calls were probably her, but others were from the Torrance District Attorney's office.
Torrance Superior Courthouse
On the second appearance, the District Attorney said she needed more time to look into the case. We therefore set a preliminary hearing and did not waive time for a speedy trial.
After the preliminary hearing took place with the arresting officer testifying under Prop 115, our office then insisted upon a trial date at the superior court arraignment, which really made the prosecution evaluate if they could proceed without any witnesses.
The District Attorney conceded that she had no luck finding the boyfriend. As such, she had no witnesses of our client's alleged conduct. The neighbors did not see any violence. They only heard the commotion.
She then dismissed the case in the interests of justice (Penal Code § 1385), as our client certainly would not testify as a witness against herself under the Fifth Amendment.
Our client was happy that we had pressed the District Attorney and refused to enter into the plea bargains offered by the District Attorney.
For more information about delayed entry of judgment, domestic violence in general and a trial tax, click on the following articles:
How Do I Have My Arrest Record Sealed and Destroyed?
What Can I Do About My Criminal Record on the Internet When the Court Dismissed My Case?
Fingerprint Records Must Be Destroyed If the Court Grants a Petition for Factual Innocence (Penal Code § 851.8)
Watch our Video about Domestic Violence by clicking here.
Torrance, Client Stabs Boyfriend with Knife, Case Dismissed :: Torrance, California Domestic Violence Lawyers Greg Hill & Associates


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Classroom Teaching Assistant - Level 2
Millthorpe School, York, North Yorkshire, YO23 1WF
Start date details
5 February 2023 at 11:59pm
View all Teaching assistantjobs
Key stage 3, Key stage 4
View all Part timejobs - Part time, term time only role. 30 hours per week, 8.45am to 3.30pm Monday to Friday.
Grade 4 Level 1-4 (£21,120 - £22,288 per annum) reduced pro rata
Actual salary
Actual annual salary £14,687.40 to £15,499.66
Millthorpe School is seeking to recruit a Classroom Teaching Assistant to work in our successful Inclusion Department. The successful applicant will support individuals in the classroom or in the Inclusion base. They will support the progress of students in terms of their academic progress or emotional needs under the direction of the class teacher. The role may also involve responsibility for some learning activities or interventions.
The person we are looking for may have experience that is appropriate to working with children in a learning environment, and an awareness of children/young person's development and learning. However, an interest in developing these skills will equally be considered. Most importantly, applicants will have excellent interpersonal skills in order to build relationships with a range of staff, children, young people and their families and carers.
Interviews will be held during the week commencing 6 February 2023.
An application form and further details are available to download from the school website: http://www.millthorpeschool.co.uk
Please email completed applications to recruitment@southbanktrust.co.uk
Millthorpe is a popular and successful school rooted in its community close to the heart of the historic city of York. You will be joining a warm, inclusive and motivated team of over 100 colleagues.
Further details about the role
South Bank Multi Academy Trust reserves the right to close advertisements early. Advertisements will therefore close at midnight either on the advertised closing date, or at the point the decision has been taken to close the advertisement early.
Please download the application form using the link below, and once completed send to recruitment@southbanktrust.co.uk
Download an application form - 87.6 KB
About Millthorpe School
Millthorpe School website (opens in new tab)
recruitment@southbanktrust.co.uk
teaching-vacancies.service.gov.uk/organisations/millthorpe-school (opens in new tab)
Find more school jobs in York and North Riding Of Yorkshire


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South Korea keen on talks with US on missile shield
Feb 25, 2016, 5:00 am SGT
http://str.sg/Zy4z
Seoul, Washington reiterate that Pyongyang threat is the only reason for Thaad deployment
Chang May Choon South Korea Correspondent In Seoul
South Korea yesterday said talks with the United States on deploying a sophisticated anti-missile radar system were crucial for self-defence against North Korea's growing military arsenal.
Seoul stood firm on starting the talks with Washington over the use of a US Terminal High Altitude Area Defence (Thaad) missile system on the Korean Peninsula.
"The deployment of Thaad is a self-defence measure against growing nuclear and missile threats from North Korea," said presidential spokesman Jeong Yeon Guk.
US Secretary of State John Kerry also said the North Korean threat was the "only reason" for the two allies to discuss the Thaad deployment. He made the comments at a joint news conference after meeting Chinese Foreign Minister Wang Yi in Washington.
"We have made it very clear that we are not hungry or anxious to deploy Thaad," said Mr Kerry, adding that the planned talks were in response to Pyongyang's recent provocative actions.
The news came after China's ambassador South Korea, Mr Qiu Guohong, was quoted as saying Beijing vehemently opposes the Thaad deployment, which he said could affect China's national interests and "destroy" bilateral relations with South Korea. He made the comments during a meeting with the leader of South Korea's opposition Minjoo Party on Tuesday.
Thaad is one of the most advanced missile defence systems in the world. It is known to be able to intercept incoming short- and medium-range ballistic missiles with a 100 per cent success rate.
The deployment of Thaad to South Korea was first raised last year, but the country deferred making a decision because of strong protests from China, its biggest trade partner.
Beijing is apparently concerned that Thaad could undermine its own missile capability, and that its powerful radar could be used to monitor China's military sites.
"Ultimately, by opposing Thaad deployment, Beijing is trying to directly influence South Korea's strategic choices, and in doing so, weaken the US-Korea alliance," said assistant professor Michael Raska from the Institute of Defence and Strategic Studies at the S. Rajaratnam School of International Studies in Singapore. He noted that Beijing has been "virtually silent" on its ally Pyongyang's missile threat.
Recent provocations from North Korea - a nuclear test and a rocket launch - have prompted South Korea and the US to boost their security alliance and strengthen military drills. The two allies also agreed to start official talks to discuss where and when to deploy Thaad, as well as the costs and risks involved.
The talks were originally scheduled for Tuesday, but have been postponed to next week, apparently to avoid clashing with the Kerry- Wang Yi meeting on the same day.
Support for Thaad deployment is high within South Korea. A recent survey by Korea Research Centre showed 67.1 per cent of respondents agreed that South Korea needs to arm itself with Thaad to counter North Korean threats.
But various groups, from lawmakers to environmental activists and ordinary citizens, have also voiced concern over the health and safety risks of strong electromagnetic radiation from Thaad's radar.
In a bid to address such concerns, Defence Minister Han Min Koo told the National Assembly last week that the electromagnetic waves would not pose a threat to anyone standing more than 100m away.
A version of this article appeared in the print edition of The Straits Times on February 25, 2016, with the headline 'South Korea keen on talks with US on missile shield'. Print Edition | Subscribe
THAAD


Thank you for choosing Colorado Springs for your upcoming film project. A Commercial Film Permit is required for any commercial still or video photography in a City of Colorado Springs public right-of-way or City park.
Commercial Photography is defined as photography or videography that is done for money-making purposes, in furtherance of a business, or incidental to a person's business. This includes video or photos that produce revenue, real estate photography, news media, telecommunications or other commercial uses. Drone photography is ONLY permitted with expressed written consent (see Drone Policy).
The Colorado Springs Parks, Recreation and Cultural Services (PRCS) Department reserves the right to approve or deny any permit application at its sole discretion.
Commercial General Liability Insurance that names as Additional Insured, "The City of Colorado Springs, its elected officials, employees and volunteers" and any other public entities impacted by the event is required for all permits. The policy must be for a minimum of $1,000,000.00 with an aggregate amount of $1,000,000.00.
The entire Application and Permit Packet must be on the premises during filming and presented to any City Employee upon request.
All park rules and regulations apply.
Permits which require road closures will not be issued during peak visitor season, May 1-September 30 annually.
Filming will only be permitted Monday-Friday during the hours of 6:00-10:00 am (year-round), 3:00-5:00 pm (October 1-April 30) and 7:00-9:00 pm (May 1-September 30).
Scouting, set-up, tear-down and filming may only be conducted during park hours, 5:00 am – 9:00 pm from November 1 through April 30; and 5:00 am – 10:00 pm from May 1 – October 31.
Photographers and crew may not disturb birds or wildlife or their natural habitat within the park.
Photographers, crew, equipment and vehicles may not disrupt or impede vehicle or pedestrian traffic at any time, unless a road closure has been approved and appropriate traffic control is in place.
Exclusive use and/or closure of any City street, sidewalk, alley, park trail or open space?
Non-exclusive use of any City sidewalk or alleyway?
Use of Unmanned Aerial System (UAS)/Drone Photography?
Use of Pikes Peak or the Pikes Peak Highway?


Jailed jihadis are being released, others are returning to Europe to face prison time, and still others have never been known to police and wait to be mobilized.
ROJAVA, Syria—Europe is bracing for a new wave of jihadist attacks by terrorists affiliated with the so-called Islamic State, what "you might call ISIS 2.0," as Interpol chief Jürgen Stock recently told reporters. Some previously imprisoned jihadists are being released from jail, others are returning to Europe—and to prison—while still others, we have learned, have never been known to police and operate as "sleeper cells" waiting to be mobilized.
It is in the face of such concerns that U.S. intelligence chiefs have warned, despite President Donald Trump's assertions to the contrary, that ISIS is still far from defeated.
One of them, a Tunisian named Abdel Kadr, was a 35-year-old athletic-looking and obviously clever individual, who had illegally smuggled himself into Europe in 2008 and then managed to get legal residency, to live and work there, by marrying a German. Abdel Kadr claimed to have "found religion" and also, like many foreign fighters, to have been moved by the plight of Syrians assaulted by Bashar al-Assad's forces, which caused him to leave Germany for Syria in 2014, driving an ambulance loaded with humanitarian supplies.
Abdel Kadr ultimately joined and served ISIS until he was captured by the YPG last year. He appears to have had high-level access in ISIS and was open to discussing what he knows while also seeking not to incriminate himself.
"There are a lot of those who were trained by ISIS to go into Europe," said Abdel Kadr. The emni member who trained and facilitated many of them was also a white European, an Austrian who went by the kunya, or pseudonym, of Abu Musa al-Almani.
"He was in charge of Germany," Abdel Kadr explained. "He spoke around seven languages: German, Dutch, French, Arabic, and German with the accent of Austria. He was an Austrian native with long hair and a red beard," Abdel Kadr said. "He was from a wealthy family in Austria and a convert from Christianity. I met him in Syria, but he was moving everywhere." He was traveling back and forth via Turkey.
Abdel Kadr was content at that time inside ISIS doing business on the side and making considerable profits. And he had a ready excuse for begging off from such a mission. "I have seven pieces of shrapnel in my body," he explained. "If I pass through an airport they will catch me." Also, he looks like the Arab he is, and is liable to fall prey to profiling. "They were sending athletic guys who look European back into Europe," Abdel Kadr told us.
Abdel Kadr claims that he told ISIS he was no longer fit enough to do it. It may be true that he refused, as he was at the time engaged in a smuggling and trade operation inside ISIS, enriching himself there, or he may in fact have re-engaged in his former trade but did not want to tell us.
According to Abdel Kadr, when the emni was going to send a European back to attack they would first falsely announce inside ISIS, and on their external media, that he had been killed fighting or in a bomb attack. But later, it would be revealed that he was actually alive and had successfully attacked in Paris or Brussels, for instance, and had been "martyred" there.
The same was true of Dominic, according to Abdel Kadr. "ISIS said he was killed, but it wasn't true. He lived next to me and when I went to see his wife and children inside the ISIS area [in Tabqa, near Raqqa], they told me, 'He is not killed, but we don't know where he is.'" Abdel Kadr already knew Dominic's desire to return to Europe to serve ISIS.
"He's alive somewhere," Abdel Kadr told us. "Up to now, there is no communiqué [about his actions in Europe]." Abdel Kadr, who is imprisoned by the YPG and says he is now totally disillusioned with ISIS, claims to have tried to thwart any possible attack by Dominic by alerting German and European intelligence about his friend's "disappearance" and fake death announcement inside of ISIS.
At least two of the attackers who struck Paris in November 2015 had entered Europe among refugees and carried false papers.
In 2015, Harry Sarfo, a German whose family originally was from Ghana, and who'd grown up in Britain, working as a postman there before he joined ISIS, was pressured by the ISIS emni to train and return to attack in Germany. He told the authorities, and later Der Spiegel and The New York Times, about his training and knowledge of these ISIS emni activities.
ISIS was telling Europeans to book short vacations in resorts in the south of Turkey, take many pictures, and then come to train for a short time with ISIS to be sent back to join sleeper cells in Europe. Without overstaying their Turkish visas and with the strong alibi of the resort booking and pictures to confirm it, they passed suspicions if questioned by security about their activities.
Abdel Kadr confirmed that this indeed was happening. "They are able to bring a youth into ISIS and then back into his family without the knowledge of his parents. They send him home to Europe after one year in training with ISIS," he states. "There are some people who came with European faces for a short time and went back through Turkey," he explains. "Like my friend, Dominic. I think he's living in Europe," Abdel Kadr concludes.
When asked about this case and others like it, a high-level YPG security official explains that his organization is doing everything it can to stop such operations. The YPG says it has caught and now holds in its prisons over 3,500 foreign fighters, many of them Europeans.
But the Kurds feel frustrated knowing that these foreigners streamed in through Turkey, some of them received medical help inside Turkey when injured, and most of the logistical supplies and extra food supplies for ISIS were delivered across the Turkish border.
Although the YPG has provided the core ground force working with the Americans to defeat ISIS, President Trump's decision to withdraw some 2,000 U.S. troops providing logistical and other support leaves the organization in a vulnerable position. The Turkish government insists that the YPG is a branch of the Kurdish Workers Party or PKK, which Ankara and many other governments, including the U.S., deem a terrorist organization.


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Paul Nagle
Passionate, friendly, and in possession of an enviable rallying CV. Nagle co-drives for M-Sport Ford's lead driver Craig Breen.
Paul Nagle was exposed to rallying from an early age: his father was a national-level co-driver and a key figure in organising events near the family home in Ireland.
Following his rally debut in 1997, Nagle's big break came in 2002 when he became the Peugeot Super Cup champion co-driver alongside Garry Jennings, gaining experience of competing in the UK and France in the process.
After several seasons competing in his native Ireland, he scored a fine sixth overall alongside Gareth MacHale in Mexico in 2006 but a heavy crash in Sardinia the following season curtailed their WRC campaign.
He teamed up with Kris Meeke to win the Intercontinental Rally Challenge in 2009 and finish third in 2010 in a Peugeot 207, performances which earned them a place in Mini's new WRC team for 2011.
Budget issues squeezed them out of the programme and Nagle linked up with Craig Breen for the second part of 2012, guiding him to the SWRC title.
Nagle replaced the injured Mikko Markkula for two rallies alongside Andreas Mikkelsen in 2013 before returning to Meeke's side when the Ulsterman earned a full WRC programme with Citroën at the start of 2014.
Their relationship with the French manufacturer blossomed. Not only did Nagle and Meeke take a maiden WRC victory in Argentina in 2015, but a superb second half of the season convinced Citroën to sign them on a three-year deal.
In 2016 Nagle guided Meeke to victory in Portugal and a stunning win in Finland, while the pair led the development and testing of Citroën's new C3 World Rally Car in preparation for the team's return to the WRC after a year's sabbatical.
Despite wins in Mexico and Spain, 2017 turned out to be a disappointment and the pair's time at Citroën ended midway through the following season when they were axed after a heavy crash in Portugal.
Nagle split with Meeke and began a new partnership in 2019 with fellow countryman Breen at Hyundai Motorsport. They finished runners-up in Estonia on the second of two outings in 2020 and shared the third i20 with Dani Sordo in 2021.
They brought home solid points from five starts, but left Hyundai to steer M-Sport Ford's Puma Rally1 car during 2022.
A charismatic Irishman who wears his heart on his sleeve and has a penchant for delivering cracking one-liners to waiting media. ...


text:
Using flex-box grids for form elements is easy:

* Start with a field with a type of `lx-flex`.
* Inside of the `templateOptions`, you can add `fields: [ ... ]`

redpajama_set_name: RedPajamaGithub


text:
Beli Orao (en español Águila Blanca) fue un yate real construido en 1938-1939 para la Marina Real Yugoslava, que tenía la intención de que sirviera como patrullero, escolta o barco de guardia en tiempos de guerra. Al finalizar, fue puesta en servicio como el yate del almirantazgo, utilizado por los almirantes superiores para el transporte y para revisar los ejercicios de la flota. Fue capturado en abril de 1941 por los italianos durante la invasión del Eje a Yugoslavia durante la Segunda Guerra Mundial. La Regia Marina (Marina Real Italiana) reemplazó sus armas de ella y la utilizó como cañonera para la protección del puerto y las tareas de escolta costera, brevemente como Alba y luego como Zagabria. Luego fue utilizada para entrenar especialistas en guerra antisubmarina desde la base naval de La Spezia.

Después del armisticio italiano con los aliados en septiembre de 1943, Zagabria escapó de la captura de los alemanes y fue devuelto a la Marina Real Yugoslava en el exilio en diciembre de ese año. Reacondicionado, y bajo su nombre original de Beli Orao, se convirtió en un buque de abasto para una flotilla de lanchas de motor que habían sido prestadas a la Marina Real Yugoslava en el exilio por la Marina Real Británica. En este cargo, operó desde la Colonia de la Corona Británica de Malta, y en el Mar Tirreno frente a la costa occidental de Italia, y más tarde en el Mar Adriático frente a la costa yugoslava. Después de la guerra permaneció en manos yugoslavas bajo los nombres de Biokovo y luego Jadranka, sirviendo como yate naval y como yate presidencial para el presidente de Yugoslavia Josip Broz Tito, y también como barco de despacho. En 1978 todavía estaba en servicio como yate, pero fue desguazado poco después.

Antecedentes, descripción y construcción
Beli Orao fue ordenado mediante un pedido a Cantieri Riuniti dell'Adriatico (CRDA) en Trieste, Italia en 1938, originalmente diseñado como un barco de guardia para la Guardia Financiera Yugoslava. Durante su construcción, los planes fueron variados varias veces por el gobierno yugoslavo, por lo que se completó como un yate real para uso del príncipe regente Pablo durante tiempos de paz.  En tiempo de guerra, iba a ser utilizada como patrullera,  escolta, o nave de guardia. El diseño final le dio la apariencia de un yate a motor o un barco de pasajeros rápido.

Las fuentes varían sobre la longitud total de Beli Orao, informan tanto  como . Tenía una longitud entre perpendiculares de , una viga de  , y un calado de   o .  Tenía un desplazamiento estándar de ,  y desplazó alrededor de  a plena carga.  Estaba propulsada por dos motores diésel CRDA-Sulzer que accionaban dos hélices.  Las fuentes varían según la potencia de sus motores. All the World's Fighting Ships de Conway, 1922-1946 afirma que generaron 1 900 caballos de fuerza de frenado (1.400 kW), pero el historiador naval Zvonimir Freivogel da una producción más alta de .  Los motores fueron diseñados para conducirla a una velocidad de crucero de 17 nudos (31 km / h; 20 mph) y una velocidad máxima de 18.5 kn (34.3 km/h; 21.3 mph).  Se desconoce el tamaño de su tripulación. Para el servicio en tiempo de guerra, debía estar armada con dos cañones antiaéreos de  , y dos ametralladoras de 15 mm (0,59 pulgadas) o 7,9 mm (0,31 pulgadas) . Este barco, que lleva el nombre del águila blanca de dos cabezas en el escudo de Yugoslavia, se estableció el 23 de diciembre de 1938, se lanzó el 3 de junio de 1939 y se completó el 29 de octubre de ese año, después de que estallara la Segunda Guerra Mundial.

Historia de servicio

Cuando se completó Beli Orao, Yugoslavia aún no se había involucrado en la guerra, pero fue inmediatamente puesto en servicio para reemplazar el yate del almirantazgo Vila, que fue utilizado por almirantes de alto nivel para el transporte y para revisar los ejercicios de la flota. Esto cambió con la invasión del país del Eje liderada por los alemanes en abril de 1941.  En el momento de la invasión, Beli Orao estaba ubicada en la principal base de la flota naval en la Bahía de Kotor. Cuando el buque insignia de la flota, el obsoleto crucero ligero Dalmacija, recibió la tarea de participar en un ataque contra el enclave italiano de Zadar, el personal de la flota se trasladó a Beli Orao.. Después de que los italianos capturaron Kotor, el comandante en jefe de la flota, el contraalmirante Emil Domainko, que estaba a bordo del Beli Orao anclado frente a Krtole dentro de la bahía, fue convocado para reunirse con un general italiano cuyas tropas ocupaban Kotor. Beli Orao luego organizó las negociaciones entre el personal de la flota y la Regia Marina (Marina Real Italiana) con respecto a la rendición de la flota. A Domainko se le permitió navegar en Beli Orao hasta Herceg Novi en la desembocadura de la bahía, pero regresó a Kotor para entregar el barco.

La Regia Marina la puso en servicio como cañonera, inicialmente como Alba (Dawn), aunque su nombre pronto se cambió por Zagabria (el nombre italiano de Zagreb), probablemente para compensar el hecho de que el destructor yugoslavo Zagreb fue hundido por dos de sus oficiales en lugar de ser entregados. Los dos cañones de 40 mm de Zagabria fueron reemplazados por dos cañones L / 70 de Oerlikon de . En ese momento, era una de las cañoneras más grandes operadas por los italianos. Al igual que otros cañoneros italianos, se empleó únicamente en tareas de protección portuaria y escolta costera.

Luego, Zagabria fue adjuntada a la escuela de guerra antisubmarina (ASW) en La Spezia en el mar de Liguria, donde fue equipada con hidrófonos para detectar submarinos. Hasta el armisticio italiano con los aliados en septiembre de 1943, fue utilizada para entrenar especialistas en ASW para el servicio en corbetas, destructores y torpederos. En el momento del armisticio, Zagabria escapó de la inminente captura alemana navegando hacia Augusta, Sicilia. El 19 de septiembre, partió hacia La Valeta en la Colonia de la Corona británica de Malta con las corbetas de clase Gabbiano Folaga y Gru, pero tuvo que regresar para llevar al almirante italiano Príncipe Aimone, duque de Aosta, a Tarento en el sur de Italia, porque los términos del armisticio no le permitieron salir del país. El 7 de diciembre de ese año, Zagabria fue devuelta por los italianos a la Marina Real Yugoslava en el exilio, y retomó el nombre de Beli Orao. Poco después de su regreso, Pedro II, el rey de Yugoslavia, la visitó en Malta cuando vivía exiliado en el Reino Unido con su gobierno.

Después de reacondicionarse en Tarento, Beli Orao se utilizó como buque de abasto para una flotilla de lanchas cañoneras a motor (MGB) que había sido prestada a la Marina Real Yugoslava en el exilio por la Marina Real Británica. En 1944 y 1945 estuvo estacionada en Malta, donde la Royal Navy británica purgó a los «realistas» restantes de la flotilla, reemplazando a ese personal con una tripulación políticamente confiable leal a los partisanos yugoslavos liderados por el Partido Comunista Yugoslavo. La flotilla se basó entonces en Livorno en la costa occidental de Italia, mientras operaba en el Mar Tirreno. La flotilla llevó a cabo operaciones en el Adriático al final de la guerra, bajo el mando del comandante Konstantin Jeremić, con base en Ancona, en la costa oriental de Italia, desde el 1 de abril de 1945. A mediados de abril, cuatro MGB de la flotilla apoyaron la captura de la isla de Rab por parte de las tropas partisanas, pero la desconfianza permaneció entre la Armada Partisana local y los restos de la Armada Real Yugoslava en el exilio, e incluso los británicos aparentemente limitaron la información que compartirían con la flotilla.  Beli Orao continuó en servicio hasta el final de la guerra. En la era comunista de la posguerra, los historiadores yugoslavos criticaron o ignoraron las operaciones de la flotilla, y se han realizado pocas investigaciones históricas sobre el tema.

Después de la guerra pasó a llamarse Biokovo, y en 1949 pasó a llamarse Jadranka, y sirvió como yate armado en la Armada Yugoslava y también como yate presidencial para el presidente de Yugoslavia, Josip Broz Tito. En 1969 sirvió como barco de despacho,  y fue eliminada del registro naval en 1976 o 1977, después de lo cual se construyó un nuevo Jadranka como yate presidencial.  En 1978, el Jadranka original todavía estaba en servicio como yate, pero fue desguazado poco después. La campana de su barco, el timón y el escudo de armas yugoslavo que llevó durante su servicio se conservan en el Museo Marítimo de Croacia en Split.

Notas

Referencias

Bibliografía

Barcos de 1939
Yates de Estado
Yugoslavia en 1938
Buques de la Segunda Guerra Mundial

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