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Investigation Begins On The Largest Sewage Spill Experienced In A Decade
Every year, massive amounts of sewage are dumped into the Pacific Ocean polluting the water bodies. Sewage spills are a frequent problem that is not dealt properly according to environmentalists. Recently, a sewage spill in Mexico resulted in the dumping of 140 gallons of raw waste into Tijuana River that originates in Mexico and flows into California. The spilling continued for 2 weeks from February 2nd. The local authorities failed to identify the cause of the stench in some neighborhoods which lead to the late discovery of the raw sewage spill.
The Tijuana river has been polluted due to massive sewage spills from USA and Mexico in the past few years. The old sewage system and lack of plumbing infrastructure were blamed for the recurring problem.
The officials in the USA and Mexico have agreed for a bi-national investigation for the sewage spill. The International Boundary and Water Commission (IBWC) is responsible for maintaining water treaties between USA and Mexico. According to the report from IBWC, the spill started on February 2nd during a routine maintenance operation on a sewage collection pipe. When the authorities identified the spill after two weeks, the spill was contained, but several millions of gallons of raw waste had already reached the water by that time.
The polluted Tijuana River has affected several beaches in the San Diego area. It has greatly affected the coastal waters in California. Serge Dedina, the mayor of Imperial Beach, California has commented that the beaches were affected massively due to the largest spill in more than a decade. As a result, several beaches up to Coronado were closed down. A few beaches were opened on Sunday with numerous warning signs in red and yellow, restricting the beach goers.
Dedina has also commented that the spill was not politically motivated, though it was a deliberate action to receive support for the sewage pipeline repair work by Mexico. The mayor wants the US government to support Mexico in improving sewage infrastructure in Tijuana so that such a disaster doesn't happen in the future.
The Tijuana State Public Service Commission announced that the spill was accidental and that it was caused by heavy rains. The disturbance from the rains resulted in the collapse of sewage interceptor. The sewage spill was reported to IBWC on February 23rd even though the spill started two weeks ago according to USA officials.
The beaches were closed because water polluted with raw sewage could result in various illnesses and infections. About 20 miles of coastland starting from Rosarito, Mexico to Coronado, California was affected due to the massive spill. The representatives from the states have requested the federal government to take actions to prevent such spills in the future.
Edward Drusina, the commissioner of IBWC commented that the information regarding sewage spills must be received by the commission in a timely manner. There is no confirmation on volume and duration of the spill from the IBWC officials. The investigation is likely to end by March so that the results are provided on April 1st.
Snap Shares Decelerate As The IPO Hype Subsides
Snap, the parent company of Snapchat launched its IPO amidst a lot of buzz last week. The shares were initially priced at $14 – $16, but the price continued to surge just in two days. Immediately after the launch, the shares were trading at $24, much higher than the expected pricing. On Monday morning, Snap shares were open at $28.17 which was 4% higher than Friday. However, on Tuesday, the IPO buzz had subsided and the price was at $22.
Even though the price of Snap shares is greater than the expected value, most of the Wall Street experts believe that Snap shares are overvalued. Seasoned investors are not interested in buying Snap shares because they don't think it is worth the cost. Top analyst surveys indicate that Snap shares are not great to buy. The estimate of share price is between $10 and $23, resulting in an average of $16.5. The valuation has appalled experienced investors because Snap is yet to make any profit. It was clearly mentioned in the prospectus that Snapchat may not generate any profit in the future.
Snap is a small and young company that came up with a revolutionary product which allowed disappearing videos and messages. Snapchat was picked up by the teens immediately after its launch and it was widely used for sexting. The teenage users are not loyal to the brand and Snap is yet to monetize the platform properly. Snapchat is a free app and the revenue can be generated only through advertising. Another alarming feature of Snapchat is the fact that the active monthly user base has stayed flat at 150 million in the last two quarters.
Facebook launched Instagram as a rival to Snapchat and shamelessly copied Snapchat Stories. The ephemeral messaging on Instagram rivaled Snapchat and it is embraced by a mature audience. Instagram is owned by Facebook which has mastered advertising on the internet. Snap doesn't have the ability or corporate structure to compete with Facebook. The target demographic of Snap is extremely narrow and the app is widely used only in first world countries. While Google and Facebook have an audience of 3.6 billion, Snap is available only to about 650 million all over the world.
While Snap increased its revenue to $400 million from $58 million in just four years, the company incurred $512 million losses. Even though Snap IPO is launched, the company is yet to make a profit. Investors who purchase Snap shares are simply betting that the company would come up with some innovative product that will surpass the popularity and demand of Facebook and twitter. Considering the immature managers and unreliable demographic, this won't be a possibility.
The share price performance of Snap is surprisingly good despite the challenges faced by the company. Investors are willing to hold on to the shares for at least one year and this has increased the demand in the market. Advertisers too are keen on the target demographic of Snap, which could help the company if it comes with the never-before-seen product that couldn't be copied by Facebook.
GM Sets Its Vision On Revenue Generation As It Gets Rid Of European Brands
General Motors (GM) confirmed that it has finalized a $2.3 billion deal to sell Opel and Vauxhall brands of the company to Peugeot. Effectively, this means that GM is getting out of the European market willfully. The CEO Mary Barra has taken the most courageous step to get rid of the perennial loser for GM. The 109-year old company was selling its cars to every market without considering the consequences. The new move to sell the European brands has helped the company to focus on revenue generation.
Analysts are happy with this decision that tells the investors that GM now wants to focus on areas that generate better returns in long term. The Opel and Vauxhall brands in Europe has not generated any profit for GM in the past two decades. In fact, several experts consistently questioned the measures GM took to stay in the European market despite evident failure. The $2.3 billion deal is profitable for GM as it can target its audience and produce cars for those who want. The parent company of Peugeot and Citroen, PSA is operated by the French government with 14% shares.
While the move to exit the European market is a great idea by GM, it has consequences as well. By leaving Europe, GM is effectively losing its market share. Just in last year, 1.2 million GM cars were sold in Europe. The headquarters of Opel is in Germany, which is adored by car manufacturers for the endless possibilities of innovation and design engineering.
The car sales in Europe has helped GM to take care of the investment cost of car manufacture in other parts. North American Cruze is modeled after European products. Europe is undeniably one of the biggest markets for car sales and GM is potentially losing it all with this deal.
The stock price of GM has been low ever since Barr took her office in 2014. The shares were priced at $40 in 2014, but it has gone down to $37. Barr tries hard to increase the share price of GM stocks, but it continues to stay well below the $40. The business profile of GM undergoes an overhaul with this deal. The company is hoping to provide better returns for the shareholders by cutting out the losses.
GM requested and obtained federal bailout in 2009 as the company was approaching bankruptcy. The bailout was granted because the collapse of the largest US car manufacturer would result in another Great depression. The sales in North America and China are sufficient to keep the business afloat.
The Europeans prefer Ford over GM because they aren't interested in SUVs and pickup trucks. By taking $4 billion charges on the sale of Opel, GM will have the cash flow to buy back its stocks. The representative said that the company will purchase $4 billion stocks in the upcoming months. GM is now focused on developing electric cars such as Chevrolet Bolt and has also invested $500 million in Lyft service.
Hhgregg Joins Businesses Closing for Thanksgiving
Consumer electronics company Hhgregg has joined the growing list of businesses in the U.S. that have announced they will close their doors to customers on Thanksgiving Day.
The electronics chain, which had opened for business on Thanksgiving Day in recent past years, said on Tuesday that it was important for its workers to spend time with their family members during the turkey feast. To this end, it will have its over 200 brick-and-mortar stores in the country closed for the day, but deals will continue to be available to its customers via its website.
"We stand behind our core values and beliefs of being a family-first company," CEO Bob Riesbeck said in a release. "It's important to us that our associates are able to be home with their families on Thanksgiving, and we are encouraging our customers to do the same – knowing great deals will be available online, on Black Friday, and through the weekend."
For the past two years, Hhgregg opened its doors to customers at 4 p.m. on Thanksgiving Day, until midnight. It had opened for round-the-clock shopping in the two years before then.
Riesbeck told the Associated Press that Black Friday sales have been spreading out earlier and earlier into the week in recent years, noting that things have become "consistently tougher" on employees.
The consumer electronics chain felt it was time for leaders in the electronics industry to "take charge" and push for a change that would enable employees spend more quality time with their friends and families on Thanksgiving, according to SVP of Marketing Chris Sutton.
Staples Inc announced in September that it would not open for the second straight Thanksgiving, although, like Hhgregg, it will make deals available to customers on its website.
The Bloomington, Minnesota-based Mall of America also revealed last week that it would close on Thanksgiving this year. This decision will benefit its 1,200 employees and several thousand others working with its tenants. But the mall stated that essential personnel, including security, may remain on duty as some of its tenants may decide to open on that day.
Major U.S. retailers, such as Target, Macy's and Kohl's, have been opening earlier on Thanksgiving in recent years, with each seeking to outdo its rivals. This move has also been partly driven by rising competition from ecommerce businesses. Many workers have, unsurprisingly, not been pleased with the decision of these traditional retailers, complaining that profit motives of these businesses are being placed above time workers get to spend with their family during the holiday.
Stores are finding it increasing hard to retain employees as a result of this. Some are now resorting to the use of perks and promise of increased pay on Thanksgiving to lure workers.
Riesbeck said Hhgregg would not do badly during the Thanksgiving week if it did not open on the holiday. He told the AP that the consumer electronics retailer can actually do "exceedingly well," based on observation from time spent in local markets and speaking with store managers. According to him, sales on Thanksgiving have declined over the past two years.
Founded in 1955, Hhgregg operates 220 stores across 19 states in the U.S. The Indianapolis-based chain deals in home appliances and consumer electronics among other offerings from top brands.
Mars Buys Out Buffett For Full Control of Wrigley
U.S. candy maker Mars Inc has revealed that it is buying out the stake of Warren Buffett in Wrigley in a move that would enable it take full control of a subsidiary it bought about eight years ago.
This announcement was made by Mars in a statement released on Thursday. The M&Ms and Snickers bar maker said it would buy the minority 20 percent stake in Wrigley belonging to the Buffett-owned company Berkshire Hathaway.
Buffett had been a partner to Mars since its acquisition of Wrigley in 2008. Berkshire Hathaway contributed $2.1 billion to the $23 billion takeover deal for stake in the snack brand. The company got preference shares paying an annual dividend of five percent in the deal.
Mars was also lent $4.4 billion by Berkshire to bring the acquisition deal to reality. The amount borrowed has already been repaid three years ago.
The chocolate maker said in the statement that it would combine Wrigley with his operations to create Mars Wrigley Confectionery. The stake buyout will further strengthen the company's foremost position in the global confectionery market, which is valued at around $177 billion.
Mars is considered one of the most tightly-held private companies in the world. It is known to avoid partnerships with external investors, which might mean the one with Buffet was very necessary, especially considering the high cost of the financing. This explains why the company is moving fast to secure full control over an acquisition that ranks among the biggest in its 126-year history.
"We are grateful for the strong and productive partnership we have with Warren Buffett and Berkshire Hathaway. It is a great relationship that has yielded value on both sides," CEO Grant F. Reid said. "We're equally pleased that sole ownership of Wrigley provides us with an opportunity to rethink how we simplify our chocolate and Wrigley businesses so that we can bring a more holistic approach to the vibrant category."
Berkshire expects the preferred shares to be cashed out as early as this year. The Wall Street Journal reported that the company received at least $680 when its bonds were paid off by Mars in 2013. Those bonds earned Buffett a handsome 11.45 percent in interest, according to the New York Times. He has earned around $840 million in dividends on the preferred shares received as part of the Wrigley acquisition deal.
The original agreement gave Mars the right to purchase half of the stake held by Buffett this year. The rest can be bought by 2021. But the confectioner decided to accelerate the full takeover, although the financial terms of the deal were not been revealed.
Mars and its subsidiary already held the leading position in the global confectionery market. They combine for 13.5 percent share, with fellow American company Mondelez trailing. Euromonitor estimates that Mars and Wrigley control a quarter of the U.S. market.
Martin Radvan, Wrigley global president, will be the head of the new Mars Wrigley Confectionery, whose headquarters will be in Chicago. He has reportedly been with the leading confectioner for 30 years.
Mars expects to complete full integration of the two businesses in 2017.
Payday Loan Provider Wonga Admits it Double-Charged Thousands of Clients
ByTeeCycle Tim | On October 04,16 | 2 Comments
Wonga, the top payday loan provider in the United Kingdom, continues to diminish its reputation. The latest scandal consists of taking out additional payments from its customers' bank accounts.
According to the payday lender, it double-charged an estimated 7,000 customers for their payday loans on Friday. This mean that many of its clients were unable to pay their bills on the final day of the month. Wonga blames the incident on an "internal system error."
The British firm confirmed that it will work diligently to refund extra costs and additional charges that customers have incurred. Wonga did concede, however, that this process may take a few working days. This isn't good for the large number of customers who are cash-strapped and will have direct debits and mortgage payments debited from their checking accounts in the same week.
"We experienced an internal system error on Friday morning which resulted in Flexi Loan payments being debited twice from some customers," the company said in a statement. "We notified all those affected and took action to credit the right amounts back to customers on Friday. We apologize for the inconvenience caused."
Not all payday loan borrowers were affected. The only customers that have been harmed in the situation were customers who took out Flexi loans. These are short-term, high-interest loans that have to be repaid in three instalments over the course of three months. Therefore, if you have borrowed one of these loans then you will need to check your bank account to determine if you've been double charged.
Also, if you were impacted by the systems glitch then you have or will receive a text message from Wonga. The text message, which was sent out on Friday, contains a warning that you might have been overcharged on your repayment.
Many are wondering if they will receive compensation for being double charged, especially if they have other financial obligations and pecuniary responsibilities. Mirror Online checked with Wonga:
"Mirror Online asked Wonga if compensation will be paid out to those affected by the repayments glitch – however the firm said this will be dealt with on a case-by-case basis," the newspaper reported.
"Wonga has confirmed that they will cover the costs of any charges incurred due to the error, for example fees received as a result of not paying your bills on time, or fees incurred as a result of having to use a credit card instead."
Ever since the Financial Conduct Authority (FCA) waged war on the payday loan industry, Wonga has been significantly impacted. The FCA has imposed new rules and regulations for payday loan operators.
Wonga, which has quickly become one of the most controversial payday lenders in the country, reported a loss of more than $40 million in 2014. This is a stark contrast from its $40 million profit in 2013. It also experienced a $40 million loss after it had to cancel debts owed by more than 300,000 customers.
How to Protect Your 401(k) When Leaving Your Job
ByTeeCycle Tim | On October 01,16 | 0 Comment
According to the latest news account and financial experts in the field, you have four alternatives available to your when you leave a company that participated in a 401(k).
You can cash out your 401(k).
If you cash out on your plan, you are subject to taxation on the contributions you made into the plan. You will also suffer a penalty for early withdrawal. If you choose this option, you can reduce your investment by as much as 50%. Unless you are facing a financial crisis, this is not the best choice to make.
Leave your money in your old company's 401(k) savings plan.
This option, while viable, does have its drawbacks. For instance, since you are no longer with the company, you are not eligible for matching contributions.
Roll your 401(k) from your previous employer to a qualified plan in a new company.
This alternative may seem attractive, particularly if your new employer matches contributions. However, 401(k) plans may carry higher fees than other kinds of investment options – charges that can lower the influence of your own contributions as well as the contributions made by your new employer.
Roll over your 401(k) into an IRA.
A rollover IRA permits you to transfer your retirement funds from a 401(k) into an investment with possible strategic benefits. However, you cannot combine an IRA and 401(k) funds with Roth 401(k) and Roth IRA funding. Therefore, make sure you consider the specifics of the individual plans before making a move.
The last strategy is the most advantageous if you want to make the most of your retirement savings. You may also consider executing one rollover per 12 months between multiple IRAs that you possess, if that is your situation.
Rollover IRAs offer several advantages that are not available through 401(k) type plans. First, a rollover from a 401(k) into an IRA continues to defer your taxes on your retirement contributions. Although you are responsible for reporting such a rollover to the IRS, the proper execution of a rollover does not feature consequences tax-wise.
Another benefit of a rollover to an IRA is its simplicity. Instead of tracking your investments through a variety of financial statements, a rollover IRA account gives you the latitude to keep on track of your investment account through a single statement.
How Being Nice Can Cost YOU money
ByTeeCycle Tim | On September 28,16 | 0 Comment
While being nice costs you nothing, being too agreeable can actually cause you to lose money too. Being nice, according to financial experts, can actually cost you overall.
You are Overcharged
Overages and charges that are more than what you figured can cut into your financial stream. Probably one of the worst offenders in this respect are medical providers. According to statistics, medical providers show a Medicare billing error rate of about 50%. The same research showed that around 63% of Americans received medical bills for medical care that was much more than what they expected.
Financial experts recommend that consumers review bills and receipts so they don't get too many overcharges and expensive "surprises." If there is an error, make sure you contest the charge. In fact, you can channel your niceness by politely pointing out the mistake – a much better move to make than showing a display of aggression.
Discounts Are Not Applied
It happens to everyone every now and then – an item does not ring up with the discount applied. While it may be easier to dismiss the incident and pay full price, you are actually doing a disservice to yourself, let alone your bank account. People who overcome the desire to be too nice and contest the oversight actually help discounting systems work more effectively.
Sale Items Are Not Available
If you arrive at a store to buy a sale item but it no longer is featured on the shelf, obtain a voucher or rain check so you can obtain the product for the sale price when it reappears on the shelf or is restocked. If you think asking for the rain check or voucher is too much trouble, think again. Cashiers often ask you if you found everything you needed. Therefore, requesting the voucher is one way to ensure you get what you need, and for less money.
Not Shopping for Better Rates
While it is "nice" to be brand loyal, it also pays you better to shop around and compare prices. You can compare prices on such products as insurance, hotel rates, vehicles, and even medical procedures.
One Final Observation
Although being nice is a positive and pleasant trait, you still don't want to behave too nicely when it comes to paying bills or saving money. Make sure you obtain the item you need at a cost that is affordable to you.
to early for this on GM Sets Its Vision On Revenue Generation As It Gets Rid Of European Brands
Luis on Payday Loan Provider Wonga Admits it Double-Charged Thousands of Clients
Tammra on Payday Loan Provider Wonga Admits it Double-Charged Thousands of Clients
GM Hhgregg loans money retirement sewage Snapchat Wrigley

redpajama_set_name: RedPajamaCommonCrawl


At the beginning of December, liberal TV hosts Chris Hayes and Rachel Maddow — the anchors of MSNBC's primetime schedule — were confronted with ever-escalating breaking news. In the span of a week, from December 1 through December 7, President Donald Trump shrank two national monuments, recognized Jerusalem as the capital of Israel, saw his travel ban upheld by the Supreme Court and possibly began to create his own spy network. Meanwhile, the Senate passed a tax "reform" bill that would radically restructure the U.S. economy at the expense of poor and middle-class Americans, and climate change-fueled wildfires devastated Southern California.
Yet on the weekdays their shows aired during those seven days — December 1 and 4-7 — both Hayes and Maddow bypassed all these stories to lead with minutiae from the ongoing Russia investigation that has consumed MSNBC's coverage like no other news event since the beginning of the Trump presidency. Topical news of the day, whether on legislation or natural disasters, took a backseat. The Comcast-owned network's two most popular personalities used their position to focus endlessly on speculative coverage of Russia's role in the 2016 election — devoting the bulk of each show's 15-minute opening segment to the story, at a minimum.
The streak was broken on December 8, when Hayes' "All In" show led with the sexual harassment scandals roiling the nation, though he still devoted substantial time to Russia later in the broadcast: "The plot to stop Mueller is growing," Hayes ominously intoned during the introduction, letting viewers know the story was coming.
While Hayes devoted his December 8 show to the allegations of sexual assault and harassment surrounding the president and Alabama Senate candidate Roy Moore, Maddow devoted her full Friday hour to her much-hyped special on "The Dossier" — a full hour devoted to a year-old document, as if it contained fresh news, complete with a graphic misusing Russian typography.
If this focus on Le Carré-style foreign machinations at the expense of all other news seems like a wild departure from the network's nominal liberalism, then you've not been paying attention to FAIR's reporting on MSNBC from the last two decades. There's always been an air of discomfort around MSNBC at the way the cable news channel has in the last decade become — almost by default — a go-to spot for liberals seeking news and analysis. It took on this role only after repeated failures to share the conservative media market with Fox News.
Yet even in corporate media, Maddow stands alone in her devotion to the Russia story at the expense of all else. That was made clear on December 4, when Maddow told her audience that the news of the day was almost overwhelming: The Supreme Court had upheld the president's ban on Muslims entering the country, the tax bill had been passed and a potential government shutdown, the shrinking of natural resources in the West by presidential fiat, the Olympics banning Russia, and the Alabama Senate race were all topical, important and worthy of coverage.
But for Maddow, they were a subordinate distraction to the only story worth covering.
After 11 months in office, the Trump administration is covered on the nation's nominally liberal cable news channel in a way that makes clear that the priority isn't to explain the reality of the administration and the human cost of the things that it does — but rather to blame the existence of Trump on a foreign conspiracy and offer hope that a white knight in the form of a special prosecutor will come to our rescue. Along with that concentration on Russia comes the deprioritization of the real-world effects of the Trump presidency and active political efforts to oppose them — and that tells us all we need to know about the priorities at Rockefeller Center. MSNBC is a hopped-up Cold War cover band, and its two lead singers are Maddow and Hayes.
This is hardly the first time FAIR pointed out this problem at MSNBC. Back in June they ran a story entitled, Eager for World War III on MSNBC.


John Shultz - A Co.
We landed in Holland, and I remember the fighting was pretty fierce at times, but the part that made the greatest impression on me was the action after we had dug in.
The soil was quite sandy, so the digging went well, but the sand was to haunt us later as the sand was constantly getting into the working parts of our weapons.
During the first night on a hill, we were on edge with every rustle in the bushes.
We knew we had to conserve our ammunition, but intermitted gunfire went on all through the night as no one was about to take the risk of the enemy, using the cover of darkness to regain possession of the high ground.
When the morning came, noises of motorized equipment came from the bottom of the hill and voices shouting as in readiness for an attack. Then came the mortar fire on our positions, and we were sure this was the cover for the follow-up attack.
One of the shells hit close by and sprayed our foxhole with sand. On my next attempt to fire my rifle, I found it to be jammed. This appeared to be the end for me. I was suddenly useless to help defend our position.I was sure that this was the end for me.
My one last chance would be my hand grenade, which I jerked from my harness and stood ready for the exact moment. If I went, then at least one German was going with me.
I pulled the pin and removed the tape from around the grenade handle.
I crouched in my foxhole waiting for the moment when I could see the whites of their eyes.
Well, the Germans never got that far, and there I was, stuck holding a hand grenade with only the pressure of my hand to keep it from exploding.
After things quieted down, I was able to salvage the tape and use the safety pin from my ammunition bandoleer to temporarily replace the lost pin.


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FUKUSHIMAYOUTHSINFONIETTA
Akane Yuda, leader of the Fukushima Youth Sinfonietta, in rehearsal in London, hours before the concert in the Queen Elizabeth Hall. Miss Yuda was one of the youngest violinists in the group, but with her hard work and determination to help and inspire all her fellow students she earned the position of concertmeister.
The Fukushima Youth Sinfonietta
Comes to London
Fukushima Youth Sinfonietta
Stage One: Fukushima
Stage Two: London
Impact of the project
Queen Elizabeth Hall Concert
From Fukushima to London
Keys of Change in Fukushima
Following the 2011 disaster, the British concert pianist and founder of the musical educational charity Keys of Change, Panos Karan, visited the Fukushima area four times to work with students in several schools, helping them develop their musical skills and performing with them in concert. Inspired by the dedication and enthusiasm, in 2013 Keys of Change (KoC) developed the idea of stretching the students further by arranging for them to perform at a prestigious venue in London. Click here to watch the story of Keys of Change in Fukushima since 2011.
Thanks to the support of a number of Japanese and UK organisations and the hard work of many people in Fukushima and London, the idea gradually became a reality, culminating in an unforgettable performance by the Fukushima Youth Sinfonietta in the Queen Elizabeth Hall, London, on April 2nd 2014. Click here to watch this remarkable concert.
Panos Karan visiting schools and evacuation centres in 2011, six months after the disaster, to play music and share the message "the world has not forgotten."
WITH THE KIND SUPPORT OF:


Over time, various parts of your house will need to be upgraded so that you can continue living there in absolute comfort. When deciding what kind of replacement windows to get, there are numerous options available to you, and it is always a good idea to weigh the pros and cons of each one so that you will be 100% satisfied with your purchase. Many people have already discovered the benefits of getting new infinity windows in Raleigh due to the great quality that goes into the craftsmanship. Consider the following attributes of infinity windows before making your purchase.
Infinity windows come with a natural strength due to being constructed out of fiberglass or vinyl. Fiberglass allows the windows to have a low thermal expansion, meaning they will not contract or expand as much when the temperature changes. Vinyl also protects against unwanted gaps and leaks. This superior sturdiness is precisely the reason why infinity windows come with a lifetime warranty, so you can be certain they will remain tough for as long as you are living in the house.
If your energy bills seem too high, there may be a very easy way to save a bundle. New infinity windows in Raleigh keep the inside of your home better insulated, so you do not have to regulate the heating and cooling systems as much. Technological advances in the way windows are constructed have allowed numerous customers to save money on their power bills, and you can soon be one of them.
Windows play a major role in the curb appeal of your home. Infinity windows are made from rich grains that complement the other features of your home instead of detracting away from them. These windows continue looking good for years due to the strong finish.
Your home should reflect who you are, so do not settle for inferior components when you can get new infinity windows in Raleigh. Once you get them installed, you will never want to look through another window.


text:
Leptoneta proserpina est une espèce d'araignées aranéomorphes de la famille des Leptonetidae.

Distribution
Cette espèce est endémique des Alpes-Maritimes en Provence-Alpes-Côte d'Azur en France. Elle se rencontre dans la grotte  de Laura à Castillon, dans la grotte d'Eynési à Vence et dans l'Aven du Gargaï à Gourdon.

Sa présence est incertaine dans les Alpes-de-Haute-Provence et l'Hérault.

Publication originale
 Simon, 1907 : Araneae, Chernetes et Opiliones (Première série). Biospeologica. III. Archives de zoologie expérimentale et générale, , , ,  (texte intégral).

Liens externes

Notes et références

Leptonetidae
Espèce d'araignées (nom scientifique)
Faune endémique de France métropolitaine

redpajama_set_name: RedPajamaWikipedia


The iPhone 8 Plus in gold with 256GB of storage is designed with the most durable glass ever in a smartphone and an aerospace grade aluminium band. The iPhone 8 can charge wirelessly and can resist water and dust with a rating of IP67. The beautiful 5.5-inch Retina HD display has Apples True Tone technology built-in and it's 12MP dual cameras have improved Portrait mode and new Portrait Lighting. The built-in Optical Image Stabilisation (OIS) in the iPhone 8 Plus helps to ensure you get the shot - no matter what the conditions you are shooting in.
The new Apple iPhone 8 Plus is powered by A11 Bionic - the most powerful and smartest chip ever in a smartphone. With support for augmented reality experiences in games and apps - alongside it's breathtaking design - intelligence has never looked better.


text:
.class Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;
.super Ljava/lang/Object;
.source "HtcExpandableListView.java"

# interfaces
.implements Ljava/lang/Runnable;

# annotations
.annotation system Ldalvik/annotation/EnclosingClass;
    value = Lcom/htc/widget/HtcExpandableListView;
.end annotation

.annotation system Ldalvik/annotation/InnerClass;
    accessFlags = 0x2
    name = "WaitExpandViewRunnable"
.end annotation

# static fields
.field private static final MOVE_MODE:I = 0x1

.field private static final STOP_MODE:I

# instance fields
.field private mMode:I

.field private mPosition:I

.field final synthetic this$0:Lcom/htc/widget/HtcExpandableListView;

# direct methods
.method private constructor <init>(Lcom/htc/widget/HtcExpandableListView;)V
    .locals 1
    .parameter

    .prologue
    const/4 v0, 0x0

    .line 1675
    iput-object p1, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->this$0:Lcom/htc/widget/HtcExpandableListView;

    invoke-direct/range {p0 .. p0}, Ljava/lang/Object;-><init>()V

    .line 1678
    iput v0, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->mMode:I

    .line 1679
    iput v0, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->mPosition:I

    return-void
.end method

.method synthetic constructor <init>(Lcom/htc/widget/HtcExpandableListView;Lcom/htc/widget/HtcExpandableListView$1;)V
    .locals 0
    .parameter "x0"
    .parameter "x1"

    .prologue
    .line 1675
    invoke-direct {p0, p1}, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;-><init>(Lcom/htc/widget/HtcExpandableListView;)V

    return-void
.end method

.method private end()V
    .locals 2

    .prologue
    .line 1710
    const/4 v0, 0x0

    iput v0, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->mMode:I

    .line 1713
    iget-object v0, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->this$0:Lcom/htc/widget/HtcExpandableListView;

    #getter for: Lcom/htc/widget/HtcExpandableListView;->mExpandIncreaseRunnable:Lcom/htc/widget/HtcExpandableListView$ExpandIncreaseRunnable;
    invoke-static {v0}, Lcom/htc/widget/HtcExpandableListView;->access$600(Lcom/htc/widget/HtcExpandableListView;)Lcom/htc/widget/HtcExpandableListView$ExpandIncreaseRunnable;

    move-result-object v0

    iget v1, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->mPosition:I

    invoke-virtual {v0, v1}, Lcom/htc/widget/HtcExpandableListView$ExpandIncreaseRunnable;->start(I)V

    .line 1714
    return-void
.end method

# virtual methods
.method public run()V
    .locals 4

    .prologue
    .line 1696
    iget v1, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->mMode:I

    if-nez v1, :cond_0

    .line 1707
    :goto_0
    return-void

    .line 1699
    :cond_0
    iget-object v1, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->this$0:Lcom/htc/widget/HtcExpandableListView;

    iget v2, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->mPosition:I

    iget-object v3, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->this$0:Lcom/htc/widget/HtcExpandableListView;

    invoke-virtual {v3}, Lcom/htc/widget/HtcExpandableListView;->getFirstVisiblePosition()I

    move-result v3

    sub-int/2addr v2, v3

    iget-object v3, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->this$0:Lcom/htc/widget/HtcExpandableListView;

    invoke-virtual {v3}, Lcom/htc/widget/HtcExpandableListView;->getHeaderViewsCount()I

    move-result v3

    add-int/2addr v2, v3

    invoke-virtual {v1, v2}, Lcom/htc/widget/HtcExpandableListView;->getChildAt(I)Landroid/view/View;

    move-result-object v0

    .line 1700
    .local v0, view:Landroid/view/View;
    if-nez v0, :cond_1

    .line 1701
    iget-object v1, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->this$0:Lcom/htc/widget/HtcExpandableListView;

    invoke-virtual {v1, p0}, Lcom/htc/widget/HtcExpandableListView;->post(Ljava/lang/Runnable;)Z

    goto :goto_0

    .line 1703
    :cond_1
    invoke-direct {p0}, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->end()V

    goto :goto_0
.end method

.method public start(I)V
    .locals 1
    .parameter "position"

    .prologue
    .line 1686
    iput p1, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->mPosition:I

    .line 1687
    const/4 v0, 0x1

    iput v0, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->mMode:I

    .line 1688
    iget-object v0, p0, Lcom/htc/widget/HtcExpandableListView$WaitExpandViewRunnable;->this$0:Lcom/htc/widget/HtcExpandableListView;

    invoke-virtual {v0, p0}, Lcom/htc/widget/HtcExpandableListView;->post(Ljava/lang/Runnable;)Z

    .line 1689
    return-void
.end method

redpajama_set_name: RedPajamaGithub


News & Stories > Blue Sky Science > Why can people eat the same diet or take the same medication and have different outcomes?
Why can people eat the same diet or take the same medication and have different outcomes?
Much like how people have different colored hair, differences in DNA lead to slight differences in the way molecular machines work or in what they build. That means even if we all have hair, it's not all the same.
Differences in metabolism are a little trickier and not quite as obvious. This is partly because they can happen at so many different stages all throughout the body. Any difference in the way that the body degrades, absorbs or recycles nutrients will make one person's metabolism different from someone else's.
These different versions will change the outcome. They'll change how food is broken down, or how nutrients are re-distributed and absorbed. They might change how those nutrients are turned into chemical energy.
Since our body essentially depends on different fuels, your diet can affect your metabolism, and exercise also has a huge effect on metabolic rate. If you get your body used to turning over nutrients quickly, because it thinks it needs it, then it's going to do that even when you're not going on a run, for instance.
In the case of medicine or drugs, the differences often have to do with how quickly the body gets rid of that medicine. Since drugs aren't used for making energy or building blocks, the body bags them for the trash and you've got to take another dose.
Researchers are still working hard to understand the specific genetic differences that lead to different outcomes, and we have a lot more to learn.


some nice looking cars, how many people approx came out?
The track was another story, it starting pouring on the way to the track I think quite a few people bailed, too bad though, the sun came out after and it was a lot of fun.
oh yeah, it was a good turn out for the weather.
haha, i was in that Red civic hatch. i must have done like 2 sets of 5 laps.
by the end of it i cooked my breaks! boiled my break fluid!
i wish i coulda done more.
the one with the loud exhaust? I think I have a picture of you somewhere... maybe on my facebook, I will post it later if I find it.
post those pics if you have them.


Adapting your office space into an "office of the future" format usually means leveraging an open office design to save money on real estate costs and improve staff collaboration. Before you convert, there are six pros and cons to consider.
If you are, you're not alone. Companies all over the country are attempting to leverage an "office of the future" mentality to reap the possible cost and human resource benefits.
Before we consider whether an open, modern office of the future is right for your organization, it's important we first define what office of the future really means and how it relates to the movement toward open offices.
What's the difference between "open office" and "office of the future"?
A few decades ago, offices had a consistent design: walled offices along the building perimeter glass, administrative and support staff in the interior.
Now, there's a shift in how people think about their offices — from the size to the layout to the brand message it conveys. Office of the future is the shorthand for expressing all of these ideas, and the theoretical benefits that go with it.
Many people consider "office of the future" to be synonymous with "open offices." But open office design is merely one piece of the office of the future movement.
As it turns out, it's a contentious piece as well.
We don't need a research study to tell us that our workforce relies heavily on technology. We're living that reality every day. Furthermore, technology has allowed us to reduce the amount of space needed per worker, since we have less need for paper files and storage spaces.
What's less clear is whether open office design is a positive or negative trend. Before you convert to an open office design, you must weigh three main benefits with three prevalent concerns.
Save money on real estate costs by shrinking the square footage needed per worker. Is your office square footage footprint above or below 200 square feet per worker?
Improve productivity and interdepartmental collaboration. Some sources say staff become up to 1.3 times more engaged at work.
Reduce electricity costs and improve staff mood through daylighting. Workplace studies show daylight-sensing controls can reduce energy costs by as much as 60 percent.
Loss of personal space means staff could feel disconnected and disengaged from their work.
Distractions, both acoustical and visual, can interrupt work that requires quiet. This can drive staff to their home or a nearby coffee shop.
Office politics could become a concern without buy-in from staff at all levels of the organization, especially if you're significantly reducing office sizes or eliminating private offices.
It is possible to get all the benefits of the office of the future with none of the drawbacks from an open office design.
Customize your workspaces to support the work your staff do.
Buy-in will come easier if your space configurations make sense to your staff. Technology companies may find benching has no downside because of their largely Millennial workforce and intense need for cross-departmental collaboration. Law firms, on the other hand, may need a larger percentage of private offices to support confidential client interactions.
Offer flexible spaces to support multiple work styles.
Staff have different space needs depending on whether their doing collaborative, learning, social, or focused work. The right mix of benches, cubicles, huddle rooms, and large conference areas will provide options for staff to collaborate in the office without letting distractions drive them to Starbucks.
Help your staff understand the benefits of the open office.
Staff are going to have concerns about an open office layout. Building a mock-up of the new desk layout so staff can test it out beforehand can address many of their concerns as well as provide insight into potential modifications that can go a long way to obtaining staff buy-in. You might also provide in advance clear guidelines and feedback channels so staff see you mitigating the known disadvantages of open office environments.
It's easy to show the benefits of square footage reduction and daylighting in an office of the future environment — a simple spreadsheet will prove you saved money on real estate costs and overhead. Productivity and collaboration is a little harder to quantify, but with time and staff support, you will notice a change.
If you're considering an office of the future design, Plante Moran Cresa can guide you through these six considerations (and others) to help you determine if a new office design will work for your organization. If you'd like to reduce costs and increase collaboration in your office, reach out to us today.


Keep the party clean and fragrant with a little help—and helpful reminder—from these bawdy cocktail napkins. This package of 20 hilarious napkins will keep your guests laughing and, we hope, odor-free.
On napkin: Welcome to my home. Please don't fart.
with the beautiful texture, the sentiment brings a smile ; it is unexpected. how fun!
I like that these napkins are a perfect small token gift and have a sense of humor!


Bead, porcelain, multicolored, 50x39mm-51x40mm puffed diamond with hand-painted Chinese symbols for "safe travels" and 22x18mm oval cutout. Sold per pkg of 4. Minimum 2 per order.
Bead, porcelain, green and brown, 21x21mm double-sided palm tree. Sold per pkg of 10.
Embellishment, porcelain, assorted colors, 10mm undrilled rosebud. Sold per pkg of 3 pairs.
Bead mix, painted ceramic, multicolored, 6x5mm round tube with geometric design, 2mm hole. Sold per pkg of 20.
Bead mix, painted ceramic, multicolored, 13x10mm-14x10mm oval with plant and animal design, 3mm hole. Sold per pkg of 10.
Bead, porcelain, multicolored, 51x39mm-52x40mm open puffed oval with hand-painted flowers and Chinese symbols "abundance year to year," 25x18mm-26x20mm center hole. Sold per pkg of 5.


Mr CHENG Sui Sang ("Mr Cheng") has been appointed as an Independent Non-executive Director since 1 January 2014. He is also the chairmen of both the Audit Committee and the Remuneration Committee, and a member of the Nomination Committee.
Mr Cheng has extensive experiences in banking, finance and investment fields. He is an associate member of the Hong Kong Institute of Certified Public Accountants.
Mr Cheng was a director of Cosmopolitan International Holdings Limited, a company listed in the Stock Exchange, from August 2006 to June 2014 and a director of Chi Cheung Investment Company, Limited (now known as LT Holdings Limited), a company listed in the Stock Exchange, from 1997 to 2000.
He has held senior management positions in companies in Hong Kong and overseas, as well as several companies listed in the Stock Exchange. He has also been involved in private consulting working in the PRC and Hong Kong. He holds a Bachelor's degree in Economics and a Master's degree in Business Administration.
Mr CHUI Kwong Kau ("Mr Chui") has been appointed as a Non-executive Director since 23 May 2015. He is also a member of Audit Committee.
Mr Chui is an executive director of China Energy Development Holdings Limited (stock code: 228), and a non-executive director of Ngai Shun Holdings Limited (stock code: 1246) and DeTai New Energy Group Limited (stock code: 559) respectively, the shares of which are all listed on the Main Board of the Stock Exchange. He is also an executive director of Hong Kong Life Sciences and Technologies Group Limited (stock code: 8085) and was an independent non-executive director of Aurum Pacific (China) Group Limited (stock code: 8148), the shares of which are all listed on the Growth Enterprise Market of the Stock Exchange.
He has over 15 years' experiences in accounting and auditing fields.
Mr George YUEN Kam Ho ("Mr Yuen") has been appointed as an Independent Non-executive Director since 12 July 2016. He is also a member of each of the Audit Committee, Remuneration Committee and Nomination Committee respectively.
Mr Yuen is currently an independent non-executive director of Easy One Financial Group Limited (formerly known as "PNG Resources Holdings Limited"), a company listed on the Stock Exchange and an independent non-executive director of Industrial and Commercial Bank of China (Asia) Limited which was listed on the Stock Exchange before being privatised on 21 December 2010. He was a director of Visteon Corporation, a company listed on the New York Stock Exchange.
Mr Yuen is currently a special adviser of China National Committee for Pacific Economic Cooperation, a member of the University of Hong Kong Convocation, a member of the Court of the University of Hong Kong and a council member of U.N. Economic and Social Commission for Asia and the Pacific.
Mr Yuen graduated from The University of Hong Kong with a Bachelor's Degree (Honours) in Economics and Political Science. Mr Yuen has attended post-graduate studies in international marketing management at the International Marketing Institute, Cambridge, Massachusetts, U.S.A. and has completed the Hong Kong Administrators Course (commissioned by the Hong Kong Government) in public administration and international relations at Oxford University, the United Kingdom, and the International Executive Program in INSEAD, France respectively. In June 2003, Mr Yuen was admitted to the Leadership in Development Program organised by Kennedy School of Government, Harvard University, U.S.A. In June 2004, Standford University, California, U.S.A. had also invited Mr Yuen to participate in its "Corporate Governance" forum and in early 2006, the University awarded a fellowship to Mr Yuen as a non-profit leader at its Center for Social Innovation.
Mr Yuen has been Chief Executive Officer of "The Better Hong Kong Foundation" for nine years from September 1997. Prior to his joining "The Better Hong Kong Foundation", Mr Yuen was the Assistant Director and Acting Deputy Director of the Information Services Department of the Hong Kong Government. Mr Yuen played an active role in organising significant international conferences in Hong Kong and held multiple public offices, including being a board member of the East-west Strategic Development Commission. From 2003 to 2007, Mr Yuen was a member of the Pan-Pearl River Delta Panel of the Central Policy Unit ("CPU") of the HKSAR Government. From January 2006 to January 2013, Mr Yuen was a member of the Committee of Guangxi Zhuang Autonomous Region, the Chinese People's Political Consultative Conference, an adviser of the Institute of Finance and Trade Economics, Chinese Academy of Social Sciences, an adviser of Center for Hong Kong and Macao Research, Shanghai Academy of Social Sciences, China, and an adviser of Guangzhou Municipal Board for International Investment, China.
Mr Yuen is a fellow member of the Hong Kong Institute of Directors, a member of the British Institute of Management and the Institute of Marketing, U.K., and was also commended by the U.S. President, George W. Bush for his efforts in support of coalition's campaign against global terrorism.
Dr. Lam, aged 58, holds the degrees of BSc in Sciences and Mathematics, MSc in Systems Science and MBA from the University of Ottawa in Canada, a post-graduate diploma in Public Administration from Carleton University in Canada, a Post-Graduate Diploma in English and Hong Kong Law and an LLB (Hons) in Law from Manchester Metropolitan University in the UK, LLM in law from the University of Wolverhampton in the UK, a PCLL in law from the City University of Hong Kong, a Certificate in Professional Accountancy from the Chinese University of Hong Kong SCS, MPA and PhD from the University of Hong Kong.
As a former member of the Hong Kong Bar Association, Dr. Lam is a Solicitor of the High Court of Hong Kong, an Honorary Fellow of CPA Australia, a Fellow of CMA Australia, a Fellow of the Hong Kong Institute of Arbitrators, an Accredited Mediator of the Centre for Effective Dispute Resolution (CEDR), a Fellow of the Hong Kong Institute of Directors, and an Honorary Fellow of the University of Hong Kong School of Professional and Continuing Education.
Dr. Lam is the Chairman of Hong Kong Cyberport Management Company Limited, and Non-Executive Chairman – Hong Kong and ASEAN Region and the Chief Adviser of Macquarie Infrastructure and Real Assets Asia.
Dr. Lam previously served as a part-time member of the Hong Kong Special Administrative Region Government's Central Policy Unit, and a member of the Task Force on Industry Facilitation under the Digital 21 Strategy Advisory Committee, the Assessment Panel of the Small Entrepreneur Research Assistance Programme under the Innovation and Technology Fund (SERAP), the Derivatives Market Consultative Panel of Hong Kong Exchanges and Clearing Limited, a member of the General Council and the Corporate Governance Committee of The Chamber of Hong Kong Listed Companies, the New Business Committee of the Hong Kong Financial Services Development Council, the School Allocation Committee of the Hong Kong Special Administrative Region Government Education Bureau, and the Legal Aid Services Council. Dr. Lam is a member of the Hong Kong Special Administrative Region Government Committee on Innovation, Technology and Re-Industrialization, the Hong Kong Council on Smoking and Health, the Council on Professional Conduct in Education (CPC), and the Court of the City University of Hong Kong, Convenor of the Panel of Advisors on Building Management Disputes of the Hong Kong Special Administrative Region Government Home Affairs Department, President of the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP) Sustainable Business Network (ESBN) Executive Council and Chairman of its Task Force on Banking and Finance, Chairman of the Permanent Commission on Economic and Financial Issues of World Union of Small and Medium Enterprises (WUSME), a Board member of Pacific Basin Economic Council (PBEC), a member of the Hong Kong Trade Development Council Belt and Road Committee and the Sir Murray MacLehose Trust Fund Investment Advisory Committee, Honorary Advisor to the Hong Kong Business Angel Network (HKBAN), Honorary Chairman – Asia Pacific of CMA Australia, Chairman of Monte Jade Science and Technology Association of Hong Kong, President of Hong Kong-ASEAN Economic Cooperation Foundation, Vice President of the Hong Kong Real Property Federation, Special Adviser to the Asia Pacific Real Estates Association, a Board member of the Chinese General Chamber of Commerce of Hong Kong and the Australian Chamber of Commerce in Hong Kong and Macau, a founding Board member and the Honourary Treasurer of the Hong Kong Vietnam Chamber of Commerce, Vice Chairman of the Hong Kong Myanmar Chamber of Commerce, a founding member of the Hong Kong-Korea Business Council, and a member of the Hong Kong-Thailand Business Council.
Dr. Lam has over 30 years of international experience in general management, management consulting, corporate governance, investment banking, direct investment and fund management across the telecommunications/ media/technology (TMT), consumer/healthcare, infrastructure/real estate, energy/resources and financial services sectors.
Dr. Lam earlier served as a General Manager of Hongkong Telecom, Vice President and Managing Partner – Greater China of the international management consulting firm A.T. Kearney, President & CEO and Vice Chairman of the Board of Chia Tai Enterprises International Limited (now C.P. Lotus Corporation) of multinational conglomerate CP Group, Vice Chairman and COO of Investment Banking Division of BOC International Holdings (the international investment banking arm of the Bank of China group), Executive Director of Singapore Technologies Telemedia (a member of Temasek Holdings), and Chairman – Hong Kong/Vietnam/Cambodia/Laos/Myanmar/Thailand and Senior Adviser – Asia of Macquarie Capital.
Dr Lo Wing Yan William ("Dr Lo") has been appointed as an Independent Non-executive Director with effect from 28 June 2018. He is also the members of Audit Committee, Remuneration Committee, Nomination Committee, Risk Management Committee and Corporate Governance Committee.
Dr Lo is currently as the Vice Chairman of Kidsland International Holdings Limited, one of the largest multi-brand toys and children products distribution networks (Kidsland) in the PRC. The company also operates exclusively the LEGO Certified Store in HK. Dr Lo is also the Chairman of Captcha Media Limited, a digital marketing & strategy agency, as well as Strategenes Limited, a financial & strategy advisory firm in HK. Dr Lo is a Founding Governor of the Charles K. Kao Foundation for Alzheimer's Disease as well as The Independent Schools Foundation Academy, one of the most well known independent schools in HK. He has also been the Chairman of Junior Achievement Hong Kong since 2013. Dr Lo started his business career at McKinsey & Company and had subsequently held various top management posts at HK Telecom, Cable & Wireless plc, Citibank, WPP plc, China Unicom, I.T Limited and South China Media Group. He is renown for being the founder of Netvigator the largest Internet business in Hong Kong, as well as iTV (the predecessor of NowTV), the first interactive and on-demand TV service in the world. Dr Lo obtained a Master of Philosophy degree in Molecular Pharmacology and a Doctor of Philosophy degree in Genetic Engineering/Neuroscience, both from Cambridge University, UK. In 1996, he was selected as a "Global Leader for Tomorrow" by the Davos-based renowned global organization World Economic Forum. In 2000, he was selected as one of the top 25 Asia's Digital Elites by the Asia Week magazine. Dr Lo has held numerous Government appointments during his career and is currently a member of the Cyberport Advisory Panel and a member of the Hospital Governing Committee of HK Red Cross Blood transfusion service. He was a board member of the Broadcasting Authority as well as the ASTRI and the Science Park. He was also a founding member of the Stock Exchange of Hong Kong's GEM Listing Committee. In 1999, Dr Lo was appointed a Justice of the Peace (JP) of HKSAR Government for his contribution to the city of Hong Kong. During the period 2003-2016, Dr Lo was a Committee Member of Shantou People's Political Consultative Conference.
Dr Lo is now served as the Vice Chairman of Kidsland International Holdings Limited (Stock Code: 2122). Dr Lo is an independent non-executive director of each of SITC International Holdings Company Limited (Stock Code: 1308), CSI Properties Limited (Stock Code: 497), Jingrui Holdings Limited (Stock Code: 1862), Ronshine China Holdings Limited (Stock Code: 3301) and Television Broadcasts Limited (Stock Code: 511); the shares of all of which are listed on the Stock Exchange of Hong Kong Limited (the "Hong Kong Stock Exchange").
Dr Lo was the independent non-executive director of BOE Varitronix Limited (Stock Code: 710) and International Housewares Retail Company Limited (Stock Code: 1373), the shares of all of which are listed on the Hong Kong Stock Exchange.
Dr Lo is also an independent non-executive director of Nam Tai Property Inc. (New York Stock Exchange, Stock Code: NTP). Dr Lo was the independent non-executive director of E2-Capital Holdings Limited (Singapore Stock Exchange, Stock Code: 5OF).


text:
MUM alumnus and adjunct faculty Jim Bagnola says, "My job on the surface is developing leaders. Underneath, it is getting people to practice the Transcendental Meditation program and develop their full capacity."
Training leaders around the world
by Maharishi University of Management, Fairfield, Iowa, USA, Achievements
MUM graduate Jim Bagnola is a corporate educator, international speaker, and executive coach. His book, Becoming a Professional Human Being: How to Enjoy Stress-Free Work and Personal Happiness Using the Mind/Body/Work Connection, was released in 2012.
Mr. Bagnola earned his bachelor's degree in political science and his MA in psychology. In 2011, he completed the MA in Maharishi Vedic Science program at Maharishi University of Management. "I always wanted to go to MUM because of its primary focus on consciousness," said Mr. Bagnola. "I had just finished my book on the mind-body connection and I wanted to go deeper into this science of human development, and that's what Maharishi Vedic Science is. I also wanted to learn Sanskrit because of the research I saw on what it can do to the brain. The experience at MUM was exhilarating. The professors all stood out."
Mr. Bagnola's teaching approach combines real-world knowledge he gained during 25 years in the corporate world with mind-body awareness exercises developed to break through personal limitations.
His teaching philosophy is based on the idea that thoughts and emotions can directly influence physical health and well-being. His workshops employ many methods which give participants first-hand experience in learning ways to change harmful thinking patterns in order to improve health, happiness, and success.
Mr. Bagnola's client list reads like a directory of Fortune 500 corporations and top government agencies. He has worked with thousands of companies as diverse as Shell Oil, U.S. Department of State, Marriott Hotels, Motorola, Scotiabank, NASA, and the United Nations. He serves as an executive coach to many corporate executives and is a mentor for the World Bank's global entrepreneurship program.
Mr. Bagnola has been a teacher of the Transcendental Meditation technique since 1975 and has introduced many of his clients to the TM technique. "My job on the surface is developing leaders," he said. "Underneath, it is getting people to practice the Transcendental Meditation program and develop their full capacity."
In addition to his corporate work, Mr. Bagnola gives freely of his time to many social causes. He sits on the board of Directors of the Ohio based Olive Branch Foundation, is the Chairman of the Board for Leaders Romania, and is a frequent lecturer for AIESEC, an international educational foundation based in Rotterdam.
Mr. Bagnola has been a guest speaker in numerous classes at MUM and Maharishi School for years, and this May he is teaching his first MUM course on leadership.
© Copyright 2013, Maharishi University of Management


Plus One is a dedicated licensed trade marketing agency with a wealth of experience in both traditional and digital marketing techniques to enable you to market your business effectively and inexpensively.
We come to you - we meet with you on site to discuss your plans, see the location of your pub how you see your business. We will then follow up with a written proposal based on the meeting at your pub.
We charge a fee for this service of only £250 plus VAT payable prior to the meeting.
Professional approach - we have over 16 years experience in marketing pubs, restaurants, bed & breakfast accommodation and hotels - across many different styles and markets. We strongly believe that a quality, professional approach towards existing and prospective customers is crucial to the success of any marketing campaign.
Tried and tested - if we are honest there is no 'rocket science' in marketing a pub. However we have over the years worked with hundreds of pubs and have a great depth of knowledge on how to access different types of customers and what types of promotions are more successful than others. This means that in most circumstances we can give you the most effective Marketing Plan for the budget you have available.
Tailored to your needs - our Marketing Plans are individually tailored to the requirements of your business. This can help set you apart from your local competition and give you the competitive edge.
Frees up your time - we offer a complete service including marketing advice, design & print and management of your marketing and promotional activity thereby freeing up your time enabling you to concentrate on running your business.
Meeting deadlines - we pride ourselves on making sure that everything happens at the most effective time for your business. We will happily talk you through the most beneficial times to advertise and promote your pub to achieve the greatest return and ensure that your marketing meets these timescales.
Nationwide - we cover the whole of the UK and have experience in marketing pubs in most areas of the country.
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text:
XRP Recovers Strongly, Despite Bitcoin Being in a Bearish Zone
Peter McCormack has been dubbed the British Robinhood, a man who made over $2 million in cryptocurrency by investing in Bitcoin. Peter has also helped grow an online community of investors called "Bitcoin Ray" with investments ranging from Bitcoins to other cryptocurrencies and stocks.
Peter McCormack is a British entrepreneur who has recently acquired a local football club and revealed his agenda-with Bitcoin at its heart. Read more in detail here: peter mccormack interview.
Peter McCormack, a well-known Bitcoin bull, recently announced that he has become the proud owner of Bedford FC, a local football team in the United Kingdom.
In a heartfelt Twitter thread, he explained how this purchase matches with a boyhood desire of bringing professional football to his hometown–and how Bitcoin would help make that dream a reality.
Like a Bitcoin bull, I'm going for broke.
McCormack highlighted his aspirations to build Bedford FC as a club with "Bitcoin at its center" in a fourteen-tweet thread, as well as some of the specifics of his optimistic agenda for the team.
NEWS: I am pleased to report that I have reached an agreement with Bedford FC's existing chairman, Lui, to purchase the club.
There is a lot to cover in this topic, and I will try my best to do so. If you want to be followed, you should: – https://t.co/P51dyHXyw1 – Twitter: @realbedford – Website: https://t.co/P51dyHXyw1
pic.twitter.com/U6LPOhXwtinnnnnnnnnnnnnnnnnnnnnnnnnnnnn
December 16, 2021 — Peter McLasso (@PeterMcCormack)
The first phase will concentrate on putting Bedford FC into the National League, with the second phase focusing on getting Bedford FC into the Premier League.
"Both stages need a distinct approach, but we must ultimately be commercially successful," Peter concluded, and here is where Bitcoin, according to McCormack, joins the team.
"It's all about winning games, and you need the finest players and managers to win games." "You have to be economically successful to afford the greatest players and coaches," he remarked as he explained his method.
"I will establish our club as the Bitcoin club, a team that operates on a Bitcoin standard," McCormack said, adding that Bitcoin will be incorporated into every aspect of the team, from merchandise and sponsorship endorsements to an education training program for fans and community members, as well as open-source development opportunities.
Why should the enjoyment be limited to others?
"We have so much leverage," the bull remarked flatly, adding that he knows everyone in Bitcoin, which will make "rallying the troops" simple.
"An army of 150 million Bitcoin holders and enterprises can be a part of this journey," he asserted, noting that clubs the size of Bedford FC can usually only rely on a small community of supporters and businesses to generate cash.
McCormack has over 432 thousand Twitter followers, and his well-known Bitcoin podcast has over one million monthly downloads–and he's more than eager to take use of his platform and audience.
"Allow's not let FTX, Crypto.com, and Ryan Reynolds have all the fun," McCormack said sarcastically, noting that 3.5 billion people watch the Premier League alone, which he hopes to utilize to promote the Bitcoin Standard.
Bedford, best of luck!
The "bitcoin history podcast" is a new show that was created by Peter McCormack. He has revealed his agenda for the show, which is to educate on bitcoin and cryptocurrency.
peter mccormack bitcoin email
what bitcoin did best episodes
what bitcoin did merch
what is bitcoin podcast
what bitcoin did blockfi
Polkadot Price Analysis: DOT ready for another push below $15.1 overnight?
With all of the talk about Polkadot, a lot of people have…
Horizon Protocol & Technology Stack Partners: Ensuring Reliability & Safety
In the cryptocurrency world, you face a lot of uncertainties: Will I…
Quokka Empire: An Innovative NFT Project That Brings Happiness to its Community
Vechain bulls desperate to defend major bearish trendline forming at $0.1
CEO Brad Garlinghouse Confirms Ripple Intends To Go Public Following the SEC Lawsuit
How to Buy Theta (THETA) in the UK
A New York Times reporter created "Idiot Coin"
Biggest Bitcoin fund in the world could become ETF by July as GBTC nears $40 billion AUM
Dollar Forex Market Softens on Improved Market Mood


text:
```
$ cat ~/.gradle/gradle.properties
bintray_user=BINTRAY_USER_NAME
bintray_apikey=BINTRAY_API_KEY
```

# verify your bintray config

```
$ ./gradlew  verifyBintrayConfig

> Configure project :xio
-Xbootclasspath/p/Users/bvjp/.gradle/caches/modules-2/files-2.1/org.mortbay.jetty.alpn/alpn-boot/8.1.12.v20180117/2e64c9c4f641ea8da95276313844c53a4519fc18/alpn-boot-8.1.12.v20180117.jar

> Task :verifyBintrayConfig
bintray_user: BINTRAY_USER_NAME
bintray_apikey: BINTRAY_API_KEY
bintray_dryrun: false

BUILD SUCCESSFUL in 0s
1 actionable task: 1 executed
```

# tag the release and push to bintray

```
$ ./gradlew release
```

## gradle output

FYI you will be prompted twice. Once for the tag you are about to create and once for the new snapshot tag.

```

> Configure project :xio
-Xbootclasspath/p/Users/bvjp/.gradle/caches/modules-2/files-2.1/org.mortbay.jetty.alpn/alpn-boot/8.1.12.v20180117/2e64c9c4f641ea8da95276313844c53a4519fc18/alpn-boot-8.1.12.v20180117.jar

> Configure project :xio-parent:xio
-Xbootclasspath/p/Users/bvjp/.gradle/caches/modules-2/files-2.1/org.mortbay.jetty.alpn/alpn-boot/8.1.12.v20180117/2e64c9c4f641ea8da95276313844c53a4519fc18/alpn-boot-8.1.12.v20180117.jar

> Task :xio-parent:confirmReleaseVersion

??> This release version: [0.13.11]  (WAITING FOR INPUT BELOW)
<-------------> 0% EXECUTING [13s]

> Configure project :xio-parent:xio-parent:xio
-Xbootclasspath/p/Users/bvjp/.gradle/caches/modules-2/files-2.1/org.mortbay.jetty.alpn/alpn-boot/8.1.12.v20180117/2e64c9c4f641ea8da95276313844c53a4519fc18/alpn-boot-8.1.12.v20180117.jar

> Task :xio-parent:xio-parent:imWithStupid
Initialized native services in: /Users/bvjp/.gradle/native
Removing 0 daemon stop events from registry
Previous Daemon (27295) stopped at Tue May 01 09:06:02 PDT 2018 other compatible daemons were started and after being idle for 0 minutes and not recently used
Previous Daemon (53843) stopped at Tue May 01 09:11:45 PDT 2018 other compatible daemons were started and after being idle for 0 minutes and not recently used
Previous Daemon (54604) stopped at Tue May 01 09:13:45 PDT 2018 other compatible daemons were started and after being idle for 0 minutes and not recently used
Previous Daemon (55459) stopped at Tue May 01 09:50:04 PDT 2018 other compatible daemons were started and after being idle for 0 minutes and not recently used
Starting a Gradle Daemon, 1 busy and 4 stopped Daemons could not be reused, use --status for details
Starting process 'Gradle build daemon'. Working directory: /Users/bvjp/.gradle/daemon/4.7 Command: /Library/Java/JavaVirtualMachines/jdk1.8.0_152.jdk/Contents/Home/bin/java -XX:+HeapDumpOnOutOfMemoryError -Xmx1024m -Dfile.encoding=UTF-8 -Duser.country=US -Duser.language=en -Duser.variant -cp /Users/bvjp/.gradle/wrapper/dists/gradle-4.7-all/4cret0dgl5o3b21weaoncl7ys/gradle-4.7/lib/gradle-launcher-4.7.jar org.gradle.launcher.daemon.bootstrap.GradleDaemon 4.7
Successfully started process 'Gradle build daemon'
An attempt to start the daemon took 0.892 secs.
The client will now receive all logging from the daemon (pid: 60053). The daemon log file: /Users/bvjp/.gradle/daemon/4.7/daemon-60053.out.log
Starting build in new daemon [memory: 954.7 MB]
Closing daemon's stdin at end of input.
The daemon will no longer process any standard input.
Using 4 worker leases.
Starting Build
Settings evaluated using settings file '/Users/bvjp/Documents/repos/xio/settings.gradle'.
Projects loaded. Root project using build file '/Users/bvjp/Documents/repos/xio/build.gradle'.
Included projects: [root project 'xio-parent', project ':configuration-server', project ':xio', project ':xio-test']

> Configure project :
Evaluating root project 'xio-parent' using build file '/Users/bvjp/Documents/repos/xio/build.gradle'.

> Configure project :configuration-server
Evaluating project ':configuration-server' using build file '/Users/bvjp/Documents/repos/xio/configuration-server/build.gradle'.

> Configure project :xio-test
Evaluating project ':xio-test' using build file '/Users/bvjp/Documents/repos/xio/xio-test/build.gradle'.

> Configure project :xio
Evaluating project ':xio' using build file '/Users/bvjp/Documents/repos/xio/xio-core/build.gradle'.
-Xbootclasspath/p/Users/bvjp/.gradle/caches/modules-2/files-2.1/org.mortbay.jetty.alpn/alpn-boot/8.1.12.v20180117/2e64c9c4f641ea8da95276313844c53a4519fc18/alpn-boot-8.1.12.v20180117.jar
------------------------------------------------------------------------
Detecting the operating system and CPU architecture
------------------------------------------------------------------------
os.detected.name=osx
os.detected.arch=x86_64
os.detected.classifier=osx-x86_64
All projects evaluated.
Selected primary task 'bintrayUpload' from project :
Tasks to be executed: [task ':configuration-server:bintrayUpload', task ':xio:generatePomFileForMavenPublication', task ':xio:extractIncludeProto', task ':xio:extractProto', task ':xio:generateProto', task ':xio:compileJava', task ':xio:processResources', task ':xio:classes', task ':xio:jar', task ':xio:publishMavenPublicationToMavenLocal', task ':xio:bintrayUpload', task ':xio-test:generatePomFileForMavenPublication', task ':xio-test:compileJava', task ':xio-test:processResources', task ':xio-test:classes', task ':xio-test:jar', task ':xio-test:publishMavenPublicationToMavenLocal', task ':xio-test:bintrayUpload', task ':bintrayUpload']
:configuration-server:bintrayUpload (Thread[Task worker for ':',5,main]) started.

> Task :configuration-server:bintrayUpload
Task ':configuration-server:bintrayUpload' is not up-to-date because:
  Task has not declared any outputs despite executing actions.
Gradle Bintray Plugin version: 1.8.0
Skipping task 'configuration-server:bintrayUpload' because user or apiKey is null.
:configuration-server:bintrayUpload (Thread[Task worker for ':',5,main]) completed. Took 0.049 secs.
:xio:generatePomFileForMavenPublication (Thread[Task worker for ':',5,main]) started.

> Task :xio:generatePomFileForMavenPublication
Task ':xio:generatePomFileForMavenPublication' is not up-to-date because:
  Task.upToDateWhen is false.
:xio:generatePomFileForMavenPublication (Thread[Task worker for ':',5,main]) completed. Took 0.057 secs.
:xio:extractIncludeProto (Thread[Task worker for ':',5,main]) started.

> Task :xio:extractIncludeProto UP-TO-DATE
Skipping task ':xio:extractIncludeProto' as it is up-to-date.
:xio:extractIncludeProto (Thread[Task worker for ':',5,main]) completed. Took 0.11 secs.
:xio:extractProto (Thread[Task worker for ':',5,main]) started.

> Task :xio:extractProto UP-TO-DATE
Skipping task ':xio:extractProto' as it is up-to-date.
:xio:extractProto (Thread[Task worker for ':',5,main]) completed. Took 0.003 secs.
:xio:generateProto (Thread[Task worker for ':',5,main]) started.

> Task :xio:generateProto NO-SOURCE
file or directory '/Users/bvjp/Documents/repos/xio/xio-core/src/main/proto', not found
Skipping task ':xio:generateProto' as it has no source files and no previous output files.
:xio:generateProto (Thread[Task worker for ':',5,main]) completed. Took 0.003 secs.
:xio:compileJava (Thread[Task worker for ':' Thread 3,5,main]) started.

> Task :xio:compileJava UP-TO-DATE
file or directory '/Users/bvjp/Documents/repos/xio/xio-core/build/generated/source/proto/main/java', not found
file or directory '/Users/bvjp/Documents/repos/xio/xio-core/build/generated/source/proto/main/grpc', not found
Skipping task ':xio:compileJava' as it is up-to-date.
:xio:compileJava (Thread[Task worker for ':' Thread 3,5,main]) completed. Took 0.176 secs.
:xio:processResources (Thread[Task worker for ':' Thread 3,5,main]) started.

> Task :xio:processResources UP-TO-DATE
file or directory '/Users/bvjp/Documents/repos/xio/xio-core/src/main/proto', not found
Skipping task ':xio:processResources' as it is up-to-date.
:xio:processResources (Thread[Task worker for ':' Thread 3,5,main]) completed. Took 0.008 secs.
:xio:classes (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio:classes UP-TO-DATE
Skipping task ':xio:classes' as it has no actions.
:xio:classes (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.0 secs.
:xio:jar (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio:jar
Task ':xio:jar' is not up-to-date because:
  Output property 'archivePath' file /Users/bvjp/Documents/repos/xio/xio-core/build/libs/xio-0.13.10.jar has been removed.
:xio:jar (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.398 secs.
:xio:publishMavenPublicationToMavenLocal (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio:publishMavenPublicationToMavenLocal
Task ':xio:publishMavenPublicationToMavenLocal' is not up-to-date because:
  Task has not declared any outputs despite executing actions.
Publishing to maven local repository
:xio:publishMavenPublicationToMavenLocal (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.54 secs.
:xio:bintrayUpload (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio:bintrayUpload
Task ':xio:bintrayUpload' is not up-to-date because:
  Task has not declared any outputs despite executing actions.
Gradle Bintray Plugin version: 1.8.0
Version 'nordstromoss/test_maven/xio/0.13.11' does not exist. Attempting to create it...
Created version '0.13.11'.
Uploading to https://api.bintray.com/content/nordstromoss/test_maven/xio/0.13.11/com/xjeffrose/xio/0.13.11/xio-0.13.11.jar...
Uploaded to 'https://api.bintray.com/content/nordstromoss/test_maven/xio/0.13.11/com/xjeffrose/xio/0.13.11/xio-0.13.11.jar'.
Uploading to https://api.bintray.com/content/nordstromoss/test_maven/xio/0.13.11/com/xjeffrose/xio/0.13.11/xio-0.13.11.pom...
Uploaded to 'https://api.bintray.com/content/nordstromoss/test_maven/xio/0.13.11/com/xjeffrose/xio/0.13.11/xio-0.13.11.pom'.
:xio:bintrayUpload (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 4.935 secs.
:xio-test:generatePomFileForMavenPublication (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio-test:generatePomFileForMavenPublication
Task ':xio-test:generatePomFileForMavenPublication' is not up-to-date because:
  Task.upToDateWhen is false.
:xio-test:generatePomFileForMavenPublication (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.014 secs.
:xio-test:compileJava (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio-test:compileJava UP-TO-DATE
Skipping task ':xio-test:compileJava' as it is up-to-date.
:xio-test:compileJava (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.021 secs.
:xio-test:processResources (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio-test:processResources NO-SOURCE
file or directory '/Users/bvjp/Documents/repos/xio/xio-test/src/main/resources', not found
Skipping task ':xio-test:processResources' as it has no source files and no previous output files.
:xio-test:processResources (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.005 secs.
:xio-test:classes (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio-test:classes UP-TO-DATE
Skipping task ':xio-test:classes' as it has no actions.
:xio-test:classes (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.0 secs.
:xio-test:jar (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio-test:jar
Task ':xio-test:jar' is not up-to-date because:
  Output property 'archivePath' file /Users/bvjp/Documents/repos/xio/xio-test/build/libs/xio-test-0.13.5-SNAPSHOT.jar has been removed.
:xio-test:jar (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.046 secs.
:xio-test:publishMavenPublicationToMavenLocal (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio-test:publishMavenPublicationToMavenLocal
Task ':xio-test:publishMavenPublicationToMavenLocal' is not up-to-date because:
  Task has not declared any outputs despite executing actions.
Publishing to maven local repository
:xio-test:publishMavenPublicationToMavenLocal (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.123 secs.
:xio-test:bintrayUpload (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :xio-test:bintrayUpload
Task ':xio-test:bintrayUpload' is not up-to-date because:
  Task has not declared any outputs despite executing actions.
Gradle Bintray Plugin version: 1.8.0
Version 'nordstromoss/test_maven/xio-test/0.13.11' does not exist. Attempting to create it...
Created version '0.13.11'.
Uploading to https://api.bintray.com/content/nordstromoss/test_maven/xio-test/0.13.11/com/xjeffrose/xio-test/0.13.11/xio-test-0.13.11.jar...
Uploaded to 'https://api.bintray.com/content/nordstromoss/test_maven/xio-test/0.13.11/com/xjeffrose/xio-test/0.13.11/xio-test-0.13.11.jar'.
Uploading to https://api.bintray.com/content/nordstromoss/test_maven/xio-test/0.13.11/com/xjeffrose/xio-test/0.13.11/xio-test-0.13.11.pom...
Uploaded to 'https://api.bintray.com/content/nordstromoss/test_maven/xio-test/0.13.11/com/xjeffrose/xio-test/0.13.11/xio-test-0.13.11.pom'.
Published 'nordstromoss/test_maven/xio-test/0.13.11'.
Published 'nordstromoss/test_maven/xio/0.13.11'.
:xio-test:bintrayUpload (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 2.932 secs.
:bintrayUpload (Thread[Task worker for ':' Thread 2,5,main]) started.

> Task :bintrayUpload
Task ':bintrayUpload' is not up-to-date because:
  Task has not declared any outputs despite executing actions.
Gradle Bintray Plugin version: 1.8.0
Skipping task 'xio-parent:bintrayUpload' because user or apiKey is null.
:bintrayUpload (Thread[Task worker for ':' Thread 2,5,main]) completed. Took 0.002 secs.

BUILD SUCCESSFUL in 16s
15 actionable tasks: 10 executed, 5 up-to-date

> Task :xio-parent:updateVersion

??> Enter the next version (current one released as [0.13.11]): [0.13.12-SNAPSHOT]  (WAITING FOR INPUT BELOW)
<-------------> 0% EXECUTING [43s]

BUILD SUCCESSFUL in 48ssion
1 actionable task: 1 executed```


text:
» Articles
Below is Garth Patterson's version of the history of the Sardaukar. You can also download a .doc version.
A Comprehensive History of the Sardaukar:
I. Origins
II. Rise to Power
III. Downfall
IV. Armament
V. Ranking
VI. Uniforms
VII. Interpretations of the Sardaukar
VIII. Conclusion
Before the time of the great Butlerian Jihad humans were exploring the universe with a hodge podge of spacing vehicles (pre-Spacing Guild) when a large group of colonists stumbled upon and were stranded on a harsh planet that came to be known as Salusa Secundus. The planet's climate was one of extremes, often having severe drought and then torrential rains over a short period. Likewise, the intense heat and intense cold would change rapidly. On top of this, the settlers had to adapt to survive among the planet's native life: the infamous Salusan Bull and Laza Tiger among the most terrifying.
It became necessary for them to breed rapidly to overcome the environment, and so over the generations the people of the planet began to found their own form of clan organization, as was the model of government at that time throughout the universe, and mysterious warrior religion producing a rugged and fearless population who knew how to survive in the most extreme conditions, and eventually they became powerful enough to have their own army of these soldiers, calling themselves Sardaukar. With a blossoming population a form of government that would respect the ideals of the warrior became necessary, a rigid structure of power held by heriditary families, or clans. The clans of the Sardaukar were later united under one leader, a leader who would lead them to supremacy over the affairs of the universe. After the Butlerian Jihad (201 - 108 B.G.), these people feel it is time to assert themselves in the universe, and gather their forces in a war against the other planets of humanity which have been fractured virtually beyond repair.
After the Battle of Corrin in 88 B.G. the Sardaukar leader founded House Corrino in the battle's honor, settling the ascendancy of the ruling house for 10,000 years. Because of the environmental ferocity of the planet, it was no place for a Royal House to govern from and the Imperial Court was removed to planet Kaitain. Shortly thereafter, Salusa Secundus was designated Imperial Prison Planet where the rabble of the universe were sent for punishment.
The Imperial Prison Planet of the Corrino's was shrouded in mystery for many years, inquiries into the Emperor's forms of opression on this planet were greatly "discouraged". The Sardaukar, in a sense, became the ultimate enforcer of the Padishah Emperor's will across the universe, whipping the unruly leaders of a Great House into line. The work of the Imperial Legions grew drastically over the years, and it soon became apparent to the Corrinos they would have to recruit larger numbers of these warriors in order to maintain stability within the Imperium. To accomplish this, the Corrinos required levies of all the Great Houses of the Landsraad, a levy of convicts.
These convicts were sent to Salusa Secundus to be hardened by the ferocious conditions of the planet, and so the Corrino's instituted their training program to create the dreaded Sardaukar legions that would strike fear into the heart's of any opposition. Small forces of the convicts turned Sardaukar would then be taken out of their harsh environment and given all of the benefits and freedom of a ruler of a Great House, so long as they maintained their fighting prowess.
During the reign of Shaddam Corrino IV the power of these legions had been sapped greatly through overconfidence and cynicism about their warrior religion. The Great Revolt on Arrakis lead by Paul Muad'Dib (10,191-10,193) in which 5 legions of Sardaukar (150,000 men) participated against the Fremen overturned the Corrino Dynasty which had ruled the known universe for 10,000 years. The former Imperial House became imbittered over the failure of their legions and vowed revenge on the Atreides who toppled them. The Sardaukar forces of Wensicia, daughter of Shaddam IV, and Prince Farad'n Corrino, grandson of Shaddam IV, were retrained to within a hair as good as their former glory in the days of the Old Empire, a near equal to the forces of the Fremen on Arrakis. After the failure of a desperate gambit to seize the throne from the Atreides the Sardaukar legions were disbanded and merged with the Fremen forces of the God Emperor Leto II. House Corrino continued to exist well into the God Emperor's reign although never achieving the power and prestige it once had.
The weapons of the Sardaukar terror troops were as deadly as their martial abilities. Often, these soldiers would conceal threads of shigawire in their hair to garrote an unsuspecting enemy. Lasguns were employed greatly during the time of the Arrakis Revolt as well as suspensor borne infantry, but it was their mastery of the art of single hand to hand combat that the Sardaukar were feared. The Sardaukar were said to match the martial abilites of a 10th level Ginaz warrior, a match for any ten ordinary Landsraad conscripts. Their abilities at in-fighting matched those of a Bene Gesserit adept. In the day of shielded combat the Sardaukar often employed longswords and kindjal blades for person to person fighting. The combination of all their abilities struck the deepest fear into the heart of opposition. It was not until the Great Revolt on Arrakis that a superior fighting force of Fremen were able to overcome the Emperor's legions.
The ranking system of the Sardaukar from greatest to least is as follows:
Burseg
Bator
Levenbrech
After the destruction of the Imperial Corrino Dynasty the old ranking system was replaced with this:
The rank of Burseg was that of a commanding general, oftentimes involving the governorship of a whole planetary force. A Caid would be in charge of a planetary district of this force, above the rank of Bashar but not equal to a Burseg. After the toppling of the Corrino Dynasty these two ranks became useless and were abolished. During and after the reign of God Emperor Leto II the rank of Bashar was in frequent use, although not among Sardaukar. The rigid chain of command of the Sardaukar ensured only the most expert of these soldiers could achieve high rank, although this principal became lax during the reign of Shaddam IV.
The uniforms of the Sardaukar vary from the ornate Imperial garb to the rather simplistic combat uniform of a private. The Emperor Shaddam IV often wore his gray sardaukar uniform adorned with gold epaulets with an ebon helmet, a symbol of the rank of Burseg. A Bashar's aide (levenbrech) wore the traditional bronze and gold, while a Captain or private would wear the plain field gray and black. For formal occasions, under the command of Farad'n Corrino, a Sardaukar Bashar would often wear a tan uniform with an ornate lasgun and holster on the front belt. With the invention of the defensive shield, body armor became useless and so most soldiers preferred the freedom of mobility to protection from slow moving blade attacks.
Interpretations of the Sardaukar
The Sardaukar as interpreted by John Harrison, director of the Dune Miniseries. - LINK
The Sardaukar as seen from Westwood's Emperor: Battle for Dune. - LINK
The Sardaukar soldier-fanatics of the Corrino emperors commanded the respect of the Universe with their fighting prowess, and with good reason. These soldiers with a near suicidal disregard for their own personal safety forged an empire that lasted 10,000 years. Their rise to power parallel that of their successors, the Fremen. Both of these superb fighting men were forged from revolution with a religious zeal unequaled at that time. It is this warrior religion that has been apparent in many civilizations, but only a few have risen to command such a sway over the affairs of the Universe.
The vast majority of the information used in the creation of this paper was taken from the books Dune and Children of Dune by Frank Herbert.


"you're starting to see right through me, and I'm loving every minute of it." - Secondhand Serenade, "take me with you"
"All my friends told me time and time again, who cares about the title put on our relationship? It's just understood that we are together."


text:
function [ u, s ] = getSVDSpatialPatterns( obj, varargin )
% GETSVDSPATIALPATTERNS Get SVD spatial patterns and the corresponding
% singular values for  an nlsaModel_ssa object
%
% Modified 2016/05/31

[ u, s ] = getSpatialPatterns( getLinearMap( obj ), ...
                               varargin{ : } );


text:
Boston police release name of woman shot to death
By Sean Philip Cotter | sean.cotter@bostonherald.com | Boston Herald
Police have released the name of a woman killed in a double shooting as they continue to try to figure out who did it.
Rosa Hicks, 48, of Allston, died after a shooting 11 p.m. Tuesday at 106 Deering Road in Mattapan, per the cops.
She was taken to a local hospital, where she was pronounced dead.
A man suffered gunshot wounds, too, and drove himself to the hospital for treatment. He's expected to live.
The cops are asking anyone with information to call the homicide detectives at 617-343-4470. Anyone wishing to anonymously report anything can call 1-800-494-TIPS or text the word 'TIP' to 27463.
This comes as several violent incidents have made headlines.
On Tuesday, a standoff ended violently, with a man opening fire on cops, wounding three police officers before the police shot him to death. Just a couple of days earlier, a man stabbed a police officer in the neck before another cop shot the knife-wielding man to death, police say.
Still, overall violence remains down for the year in Boston, running contrary to trends in other cities that have seen spikes. Cops counted 176 people shot this year as of the start of the week, though there have since been several shootings since that weekly update, including the double that killed Hicks and the ultimately violent standoff. That's still well down from the 243 who were shot over the same time frame last year, and the 202 shooting victims that's the city's five-year average over that span.
As of the start of the week, Boston Police reported making 540 firearms arrests so far in 2021, up from 453 over the same span in 2020.
Sean Philip Cotter | Multimedia Reporter
Sean Philip Cotter is a reporter covering Boston City Hall, the MBTA and a bit of everything else for The Boston Herald. A South Shore native, he previously covered Quincy City Hall for The Patriot Ledger and local politics and crime in Pennsylvania for The York Dispatch, winning awards for his reporting at both papers. Sean's a graduate of Syracuse University and fan of Patriots football, long drives, overly strong coffee and bad puns.
sean.cotter@bostonherald.com
Follow Sean Philip Cotter	@CotterReporter
More in Crime & Public Safety
NYC woman fatally pushed into path of subway train spent 10 years helping homeless


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DP WORLD LONDON GATEWAY
Working with DP World can change the way your business operates, improving efficiency – and in the case of fruit importer SH Pratt, developing a whole new revenue stream. Since 1947 the family-run operation, based in the UK, has built a reputation for excellence in importing, ripening and distributing fruit. The company has earned a dominant market position as the UK's largest importer and ripener of bananas, handling some 25 million pieces each week. DP World's London Gateway team worked closely with the firm over a two-year period, building a compelling business case for SH Pratt to open a new facility in the UK dedicated solely to handling citrus fruits, rather than bananas. Through careful analysis we were able to demonstrate the clear value proposition of establishing a port-centric perishables facility for this completely new business line, adjacent to the port and on www.shprattgroup.com the doorstep of the UK's largest consumer market, London and the South East. Proving London Gateway's position as the premier port for fresh and frozen produce was an important part of securing SH Pratts' commitment to lease a build-to-suit facility at the location. Even more important was the ability of the London Gateway supply chain team to establish a level of trust and confidence such that it could bring additional business to SH Pratt, as well as deliver a state-of-the-art facility, at a competitive rental. Working with our customer, we identified an opportunity – and a pathway to realising it. As the new facility draws closer to becoming operational, it will enable SH Pratt to open up a new product line for its customers, becoming more competitive and increasingly indispensable to supermarket buyers.