text:
Caroline Janney: Says we need to rewrite history of Memorial Day
Cities, counties and states continue to debate who has ownership of the first Memorial Day, but a Purdue University historian says credit really belongs to thousands of Southern white women.
"If Confederate men would have organized memorials to honor their fallen soldiers in 1866, a year after the Civil War ended, it would have been considered treason against the United States," says Caroline Janney, an assistant professor of history. "Instead, women organized each event, and the men were figuratively hiding behind the skirts of these women. The memorial celebrations served as shields so that participants could simultaneously criticize the postwar government and praise their 'Lost Cause.' What many people don't realize is that these women, who are often portrayed as politically indifferent, were motivated by politics, too."
The women, through Ladies' Memorial Associations, organized dozens of memorials during the spring of 1866 and the years after. While Memorial Day is now a one-day celebration, historically these memorials were scheduled throughout the spring as a sign of renewal and rebirth, and each community chose its own symbolic date on which to gather. For example, some selected the May 10 anniversary of Gen. Thomas "Stonewall" Jackson's death while others settled on April 26, the day Gen. Joseph E. Johnston surrendered his troops in 1865.
"People should have a better understanding about the origins of Memorial Day because the Civil War secured the Union and freed 4 million slaves," Janney says. "The day should not only be about celebrating the lives of servicemen and women, but also celebrating the perseverance of the United States."
Janney, who is author of "Burying the Dead but Not the Past: Ladies' Memorial Associations and the Lost Cause," has studied these associations, which were formed in Virginia, Georgia, South Carolina, North Carolina, Mississippi and Alabama. The associations were composed of middle- and upper-class white women. In Janney's book, she focuses on associations in five Virginia cities: Winchester, Fredericksburg, Petersburg, Lynchburg and Richmond.
These local associations are often overlooked in history because the focus has been on larger national organizations, such as the United Confederate Veterans and United Daughters of the Confederacy, that emerged decades after the Civil War ended, Janney says.
"These other groups may be larger, but many people do not realize the power and influence of the Ladies' Memorial Associations," she says.
During the war, fallen Confederate soldiers were often left on the battlefield or buried in shallow graves on farmland. Immediately after the war, Virginia women in these associations relocated and interred the remains of more than 72,000 soldiers, which is nearly 28 percent of the 260,000 Confederate soldiers killed.
"These women believed it was imperative that each town establish an annual tradition of placing flowers and evergreens on these graves," Janney says. "Within a year from the war's end, white Southern women from Virginia to Alabama established nearly 100 memorial associations."
Memorial days also were observed in the North, but they were organized by Union veterans beginning in 1868, two years after the ex-Confederate women had established the practice.
"Union speeches at memorial days in the late 1800s rarely made reference to women's contributions to the war," Janney says. "In the South, ex-Confederates not only praised the courage and honor of their soldiers, but they always mentioned the women's efforts during the war and their efforts to commemorate with Confederate cemeteries and memorial days. Women were portrayed as much more important in the South in terms of memory of the war. Union women essentially got left out. It's not to say they were not participating in memorial days, but they were never the organizers the way in which women had to be in the South."
History often shows Southern women as not being part of the women's movement until the early 20th century, but these local associations show that women were more active in politics than many believed, Janney says.
"The women even stood up to the veterans in the 1870s after Reconstruction was over," she says. "The officers returned and thanked the ladies for their work and said, 'We can take it from here.' The ladies said no, 'We've carved out these political and leadership roles for ourselves, and we plan to keep them.'"
As impressive as these women's efforts were, Janney says their place in history also is controversial.
"There is such a dual legacy about these women, and I'm really torn about how I feel about them," she says. "On the one hand, I feel they are responsible for some of the racist sentiment that is attached to the Confederacy, and they put in motion this romanticized image of the Confederacy today. Yet these are incredibly high-spirited, passionate women who engaged and fought for what they believed in. Historians will need to consider the good and the bad when examining them."
"Burying the Dead but Not the Past: Ladies' Memorial Associations and the Lost Cause" ($35) was published in March by the University of North Carolina Press.
Janney's research was supported by Purdue's Department of History, University of Virginia's Department of History, the Virginia Historical Society and Duke University.
Read entire article at Press Release
Lori Rogers-Stokes - 5/27/2008
Janney's work is terrific, but I have to take issue with her last statement. These women's groups were not just social but political, as she states. Their agenda was to create a spirit of reverence for the Confederacy--and what it stood for. And that was slavery, and that makes it impossible to feel torn about how to view them. There is no need and no way to honor women who devoted themselves to hallowing the memory of men who fought and died to protect slavery.


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Home News Politics Rivers rerun: Anxiety as police beef up security
Rivers rerun: Anxiety as police beef up security
Security has been beefed up in Rivers State, especially Port Harcourt, ahead of the legislative rerun in Rivers State.
Heavily armed operatives were seen in over 30 police vans along Aba Road while hundreds of them, clutching rifles, were seen moving towards the state police command on Moscow Road.
It was gathered that the security operatives were coming into Rivers from different states ahead of the election on Saturday.
Some of the security agents, who were mainly regular and mobile policemen, were seen purchasing soft drinks and other food items outside the command while waiting for their accommodation.
Confirming the influx of security operatives into the state, the Police Public Relations Officer in the state, Mr. Nnamdi Omoni, explained that the policemen were in Rivers to ensure that nothing went wrong during Saturday's election.
"We (police) are fully ready for the election on Saturday. As you can see, our men are fully on the ground and will be working hand-in-hand with other security agencies.
"This is to ensure that there is no breakdown of law and order during the election," he added.
Earlier in a statement, the state police spokesman maintained that there would be a total restriction of movement of persons and vehicles from 12 midnight on Friday till 8pm on Saturday, both on land and waterways.
Omoni said in the statement that the police and other security agencies would patrol all parts of the state to ensure strict compliance.
There is, however, anxiety in the state as some residents of Port Harcourt and Obio/Akpor streamed to various banks to withdraw money mainly for food that would last through the weekend.
Long queues were observed at ATM points in different banks along Olu Obasanjo Road in the state capital, even as some bank customers complained of their inability to withdraw cash without delay.
Some residents were also observed streaming into supermarkets and stores to purchase food in large quantities.
A resident of Port Harcourt, who identified herself as Josephine Udoma, said she had to buy enough foodstuffs to last for at least a week, adding that she was not sure of what Saturday's election would bring to the people of the state.
"This election should come and go. It is surprising that we are still talking about election that should have been concluded in 2015. People are afraid because of what they have heard from about the election.
"It was hectic getting money from the ATM and when I eventually did, I had to buy enough foodstuffs that will serve me for at least one week because we don't know what will happen during and after the election," Udoma added.
Meanwhile, the Inspector-General of Police, Ibrahim Idris, has called on the Nigerian Army, the navy, air force, the Nigeria Security and Civil Defence Corps and others to synergise with the police to ensure a violence-free parliamentary election in the state.
Idris made the call in Port Harcourt on Thursday during his one-day working visit to the state ahead of the rerun.
Addressing police officers and other security agencies, Idris stated that a fair collaboration among the security personnel deployed for the election would strengthen security operations and ensure the completion of the exercise.
While assuring the police on duty of their welfare, Idris warned policemen not go beyond the areas of their operations in order for the force to check the activities of impersonators.
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redpajama_set_name: RedPajamaCommonCrawl


An ultimate classic, these bloomers are made of a honeycomb cotton with a decorative pocket on the back. Super soft and breathable they're ideal for summer days. The elasticated waistband and leg holes make them super comfortable and easy to change. Ideal for crawling in, your baby will look super smart in a sweet and soft blue tone. Great for wearing over a nappy they will add a nice touch to your little one's summer outfit.


text:
'use strict';

ticTacToeApp.controller('HighScoresCtrl', function($scope, data) {
    data.getHighScores().then(function(data) {
        $scope.highScores = data;
    });
});

redpajama_set_name: RedPajamaGithub


First time doing something realistic of my own free will.
Before I had to draw and paint realistic pieces only for school, I didn't like it too much.
Her mood and expression -- as well as your color choice -- illuminate the theme very well.


text:
Initiation of a conserved trophectoderm program in human, cow and mouse embryos
Claudia Gerri, Afshan McCarthy, Gregorio Alanis-Lobato, Andrej Demtschenko, Alexandre Bruneau, Sophie Loubersac, Norah M E Fogarty, Daniel Hampshire, Kay Elder, Phil Snell, Leila Christie, Laurent David, Hilde Van de Velde, Ali A Fouladi-Nashta, Kathy K Niakan
Basic (bio-) Medical Sciences
Faculty of Medicine and Pharmacy
Reproductive immunology and implantation
Reproduction and Genetics
Centre for Reproductive Medicine - Gynaecology
Current understandings of cell specification in early mammalian pre-implantation development are based mainly on mouse studies. The first lineage differentiation event occurs at the morula stage, with outer cells initiating a trophectoderm (TE) placental progenitor program. The inner cell mass arises from inner cells during subsequent developmental stages and comprises precursor cells of the embryo proper and yolk sac1. Recent gene-expression analyses suggest that the mechanisms that regulate early lineage specification in the mouse may differ in other mammals, including human2-5 and cow6. Here we show the evolutionary conservation of a molecular cascade that initiates TE segregation in human, cow and mouse embryos. At the morula stage, outer cells acquire an apical-basal cell polarity, with expression of atypical protein kinase C (aPKC) at the contact-free domain, nuclear expression of Hippo signalling pathway effectors and restricted expression of TE-associated factors such as GATA3, which suggests initiation of a TE program. Furthermore, we demonstrate that inhibition of aPKC by small-molecule pharmacological modulation or Trim-Away protein depletion impairs TE initiation at the morula stage. Our comparative embryology analysis provides insights into early lineage specification and suggests that a similar mechanism initiates a TE program in human, cow and mouse embryos.
Acknowledgements We thank the donors whose contributions have enabled this research; P. Patel, A. Srikantharajah, M. Summers, A. Handyside, K. Ahuja, S. Lavery, A. Rattos and M. Jansa Perez for the coordination and donation of embryos to our research project; members of the laboratories of K.K.N., J. M. A. Turner and R. Lovell-Badge, as well as M. Marass, T. Rayon Alonso, B. Thompson and N. Goehring for discussion, advice and feedback on the manuscript; the laboratories of B. Thompson, N. Goehring and J. Briscoe for sharing reagents and advice; the Advanced Light Microscopy and Biological Research Facilities (Francis Crick Institute); and A. Brodie and K. Bacon for assisting with cow embryo culture. The AMOT antibody (Amot-C no. 10061-1) used in this paper for mouse embryos was provided by the laboratory of H. Sasaki. CRT0276121 was provided by Cancer Research Technology. Work in the laboratory of L.D. was funded by a donation from MSD to 'Fondation de l'Université de Nantes'. Work in the laboratory of H.V.d.V. was funded by the Fonds Wetenschappelijk Onderzoek Flanders (FWOAL722) and the Wetenschappelijk Fonds Willy Gepts (WFWG, UZ Brussel, G142). Work in the laboratory of A.A.F.-N. was supported by Comparative Biomedical Sciences Departmental fund from the Royal Veterinary College. Work in the laboratory of K.K.N. was supported by the Francis Crick Institute, which receives its core funding from Cancer Research UK (FC001120), the UK Medical Research Council (FC001120) and the Wellcome Trust (FC001120), and by the Rosa Beddington Fund.
© 2020, The Author(s), under exclusive licence to Springer Nature Limited.
53828891_acceptedVersionAccepted author manuscript, 207 KBLicence: Unspecified
Dive into the research topics of 'Initiation of a conserved trophectoderm program in human, cow and mouse embryos'. Together they form a unique fingerprint.
Embryonic Structures Medicine & Life Sciences 100%
Morula Medicine & Life Sciences 89%
PKC-3 protein Medicine & Life Sciences 63%
Embryology Medicine & Life Sciences 26%
Mammals Medicine & Life Sciences 18%
Pharmacology Medicine & Life Sciences 13%
Gerri, C., McCarthy, A., Alanis-Lobato, G., Demtschenko, A., Bruneau, A., Loubersac, S., Fogarty, N. M. E., Hampshire, D., Elder, K., Snell, P., Christie, L., David, L., Van de Velde, H., Fouladi-Nashta, A. A., & Niakan, K. K. (2020). Initiation of a conserved trophectoderm program in human, cow and mouse embryos. Nature, 587(7834), 443-447. https://doi.org/10.1038/s41586-020-2759-x
Gerri, Claudia ; McCarthy, Afshan ; Alanis-Lobato, Gregorio ; Demtschenko, Andrej ; Bruneau, Alexandre ; Loubersac, Sophie ; Fogarty, Norah M E ; Hampshire, Daniel ; Elder, Kay ; Snell, Phil ; Christie, Leila ; David, Laurent ; Van de Velde, Hilde ; Fouladi-Nashta, Ali A ; Niakan, Kathy K. / Initiation of a conserved trophectoderm program in human, cow and mouse embryos. In: Nature. 2020 ; Vol. 587, No. 7834. pp. 443-447.
@article{6e89c0a2d0b44cafb1677ac28d7b53d8,
title = "Initiation of a conserved trophectoderm program in human, cow and mouse embryos",
abstract = "Current understandings of cell specification in early mammalian pre-implantation development are based mainly on mouse studies. The first lineage differentiation event occurs at the morula stage, with outer cells initiating a trophectoderm (TE) placental progenitor program. The inner cell mass arises from inner cells during subsequent developmental stages and comprises precursor cells of the embryo proper and yolk sac1. Recent gene-expression analyses suggest that the mechanisms that regulate early lineage specification in the mouse may differ in other mammals, including human2-5 and cow6. Here we show the evolutionary conservation of a molecular cascade that initiates TE segregation in human, cow and mouse embryos. At the morula stage, outer cells acquire an apical-basal cell polarity, with expression of atypical protein kinase C (aPKC) at the contact-free domain, nuclear expression of Hippo signalling pathway effectors and restricted expression of TE-associated factors such as GATA3, which suggests initiation of a TE program. Furthermore, we demonstrate that inhibition of aPKC by small-molecule pharmacological modulation or Trim-Away protein depletion impairs TE initiation at the morula stage. Our comparative embryology analysis provides insights into early lineage specification and suggests that a similar mechanism initiates a TE program in human, cow and mouse embryos.",
author = "Claudia Gerri and Afshan McCarthy and Gregorio Alanis-Lobato and Andrej Demtschenko and Alexandre Bruneau and Sophie Loubersac and Fogarty, {Norah M E} and Daniel Hampshire and Kay Elder and Phil Snell and Leila Christie and Laurent David and {Van de Velde}, Hilde and Fouladi-Nashta, {Ali A} and Niakan, {Kathy K}",
note = "Funding Information: Acknowledgements We thank the donors whose contributions have enabled this research; P. Patel, A. Srikantharajah, M. Summers, A. Handyside, K. Ahuja, S. Lavery, A. Rattos and M. Jansa Perez for the coordination and donation of embryos to our research project; members of the laboratories of K.K.N., J. M. A. Turner and R. Lovell-Badge, as well as M. Marass, T. Rayon Alonso, B. Thompson and N. Goehring for discussion, advice and feedback on the manuscript; the laboratories of B. Thompson, N. Goehring and J. Briscoe for sharing reagents and advice; the Advanced Light Microscopy and Biological Research Facilities (Francis Crick Institute); and A. Brodie and K. Bacon for assisting with cow embryo culture. The AMOT antibody (Amot-C no. 10061-1) used in this paper for mouse embryos was provided by the laboratory of H. Sasaki. CRT0276121 was provided by Cancer Research Technology. Work in the laboratory of L.D. was funded by a donation from MSD to {\textquoteleft}Fondation de l{\textquoteright}Universit{\'e} de Nantes{\textquoteright}. Work in the laboratory of H.V.d.V. was funded by the Fonds Wetenschappelijk Onderzoek Flanders (FWOAL722) and the Wetenschappelijk Fonds Willy Gepts (WFWG, UZ Brussel, G142). Work in the laboratory of A.A.F.-N. was supported by Comparative Biomedical Sciences Departmental fund from the Royal Veterinary College. Work in the laboratory of K.K.N. was supported by the Francis Crick Institute, which receives its core funding from Cancer Research UK (FC001120), the UK Medical Research Council (FC001120) and the Wellcome Trust (FC001120), and by the Rosa Beddington Fund. Publisher Copyright: {\textcopyright} 2020, The Author(s), under exclusive licence to Springer Nature Limited. Copyright: Copyright 2021 Elsevier B.V., All rights reserved.",
journal = "Nature",
Gerri, C, McCarthy, A, Alanis-Lobato, G, Demtschenko, A, Bruneau, A, Loubersac, S, Fogarty, NME, Hampshire, D, Elder, K, Snell, P, Christie, L, David, L, Van de Velde, H, Fouladi-Nashta, AA & Niakan, KK 2020, 'Initiation of a conserved trophectoderm program in human, cow and mouse embryos', Nature, vol. 587, no. 7834, pp. 443-447. https://doi.org/10.1038/s41586-020-2759-x
Initiation of a conserved trophectoderm program in human, cow and mouse embryos. / Gerri, Claudia; McCarthy, Afshan; Alanis-Lobato, Gregorio; Demtschenko, Andrej; Bruneau, Alexandre; Loubersac, Sophie; Fogarty, Norah M E; Hampshire, Daniel; Elder, Kay; Snell, Phil; Christie, Leila; David, Laurent; Van de Velde, Hilde; Fouladi-Nashta, Ali A; Niakan, Kathy K.
In: Nature, Vol. 587, No. 7834, 11.2020, p. 443-447.
T1 - Initiation of a conserved trophectoderm program in human, cow and mouse embryos
AU - Gerri, Claudia
AU - McCarthy, Afshan
AU - Alanis-Lobato, Gregorio
AU - Demtschenko, Andrej
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AU - Loubersac, Sophie
AU - Fogarty, Norah M E
AU - Hampshire, Daniel
AU - Elder, Kay
AU - Snell, Phil
AU - Christie, Leila
AU - David, Laurent
AU - Van de Velde, Hilde
AU - Fouladi-Nashta, Ali A
AU - Niakan, Kathy K
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N2 - Current understandings of cell specification in early mammalian pre-implantation development are based mainly on mouse studies. The first lineage differentiation event occurs at the morula stage, with outer cells initiating a trophectoderm (TE) placental progenitor program. The inner cell mass arises from inner cells during subsequent developmental stages and comprises precursor cells of the embryo proper and yolk sac1. Recent gene-expression analyses suggest that the mechanisms that regulate early lineage specification in the mouse may differ in other mammals, including human2-5 and cow6. Here we show the evolutionary conservation of a molecular cascade that initiates TE segregation in human, cow and mouse embryos. At the morula stage, outer cells acquire an apical-basal cell polarity, with expression of atypical protein kinase C (aPKC) at the contact-free domain, nuclear expression of Hippo signalling pathway effectors and restricted expression of TE-associated factors such as GATA3, which suggests initiation of a TE program. Furthermore, we demonstrate that inhibition of aPKC by small-molecule pharmacological modulation or Trim-Away protein depletion impairs TE initiation at the morula stage. Our comparative embryology analysis provides insights into early lineage specification and suggests that a similar mechanism initiates a TE program in human, cow and mouse embryos.
AB - Current understandings of cell specification in early mammalian pre-implantation development are based mainly on mouse studies. The first lineage differentiation event occurs at the morula stage, with outer cells initiating a trophectoderm (TE) placental progenitor program. The inner cell mass arises from inner cells during subsequent developmental stages and comprises precursor cells of the embryo proper and yolk sac1. Recent gene-expression analyses suggest that the mechanisms that regulate early lineage specification in the mouse may differ in other mammals, including human2-5 and cow6. Here we show the evolutionary conservation of a molecular cascade that initiates TE segregation in human, cow and mouse embryos. At the morula stage, outer cells acquire an apical-basal cell polarity, with expression of atypical protein kinase C (aPKC) at the contact-free domain, nuclear expression of Hippo signalling pathway effectors and restricted expression of TE-associated factors such as GATA3, which suggests initiation of a TE program. Furthermore, we demonstrate that inhibition of aPKC by small-molecule pharmacological modulation or Trim-Away protein depletion impairs TE initiation at the morula stage. Our comparative embryology analysis provides insights into early lineage specification and suggests that a similar mechanism initiates a TE program in human, cow and mouse embryos.
JO - Nature
JF - Nature
Gerri C, McCarthy A, Alanis-Lobato G, Demtschenko A, Bruneau A, Loubersac S et al. Initiation of a conserved trophectoderm program in human, cow and mouse embryos. Nature. 2020 Nov;587(7834):443-447. https://doi.org/10.1038/s41586-020-2759-x


Global Medication is the first track on the tenth disc ADDS & EDITS from the box set CONTEMPORARY WORKS I (2000) by Klaus Schulze. It is labeled as a Wahnfried track.
The tenth disc ADDS & EDITS from CONTEMPORARY WORKS I was also released as a promotional CD in a cardboard sleeve called ESSENTIAL EXTRACTS (2000), also referred to as ADDS 'N' EDITS.
While all tracks on CD 10 of CONTEMPORARY WORKS I are crossfaded, they are not on the promo ESSENTIAL EXTRACTS, Therefore the tracks are slightly longer on the promo.
Global Medication is in fact a short version of Global Midication from CD 3 of the box set TRANCE 4 MOTION, which is labeled as Wahnfried album.
Global Medication was first planned to be the first track on an album called "Alien Affairs", also featuring Local Scanning and Friendship, but in the end all tracks were used otherwise.
Drums 'N' Balls from the namesake Wahnfried album shares the same rhythm as Global Medication, but lacking the singing.


text:
Q: Contents within an attribute for both single and multiple ending tags How can I fetch the contents within value attribute of the below tag across the files
<h:graphicImage .... value="*1.png*" ...../>
<h:graphicImage .... value="*2.png*" ....>...</h:graphicImage>

My regular expression search result should result into

*

*1.png

*2.png

All I could find was content for multiple ending tags but what about the single ending tags.

A: Use an XML parser instead, regex cannot truly parse XML properly, unless you know the input will always follow a particular form.
However, here is a regex you can use to extract the value attribute of h:graphicImage tags, but read the caveats after:
<h:graphicImage[^>]+value="\*(.*?)\*"

and the 1.png or 2.png will be in the first captured group.
Caveats:

*

*here I have assumed that your 1.png, 2.png etc are always surrounded by asterisks as that is what it seems from your question (that is what the \* is for)

*this regex will fail if one of the attributes has a ">" character in it, for example
<h:graphicImage foo=">" value="*1.png*"

This is what I mentioned before about regex never being able to parse XML properly.
You could work around this by adjusting your regex:
<h:graphicImage.+?+value="\*(.*?)\*"

But this means that if you had <h:graphicImage /><foo value="*1.png*"> then the 1.png from the foo tag is extracted, when you only want to extract from the graphicImage tag.
Again, regex will always have issues with corner cases for XML, so you need to adjust according to your application (for example, if you know that only the graphicImage tag will ever have a "value" attribute, then the second case may be better than the first).

redpajama_set_name: RedPajamaStackExchange


text:
Q: Android music player plays two songs sametime I am trying to make a music player on android. I have found the songs and list them on a listview. After I choose the song from the listview, it starts to play, also if I quit the app it's keep playing. But when I turn to app and select another song, the last song that I have chosen keeps playing, Actually here the song which I recent selected should starts to play, so two songs play same time. How can I prevent it? I play the songs with the code below
        @Override
        public void onItemClick(AdapterView<?> parent, View view, int position, long id) {
            if(player != null){
                player.stop();
                player.release();
            }
            uri=Uri.parse(fileList.get(position).toString());
            player=MediaPlayer.create(getApplicationContext(),uri);
            player.start();
        }
    });

A: Make Mediaplayer class as singleton ,as media player classes creates multipe instatnces


In Alaska, the March 2009 Redoubt eruption was preceded by a series of accelerating earthquakes that were picked up by seismic sensors placed on the volcano's flanks. The distinct, repetitive earthquakes increased in power and frequency. There was a short, calm pause. And then Redoubt erupted with magmatic explosions and emitted towering ash clouds. Twenty eruptions shook Redoubt's innards over the course of two weeks. And just before each eruption the earthquake tempo was intense: Alaska Volcano Observatory scientists could measure 30 new earthquakes starting every second. What caused this unusual eruptive behavior? Understanding more of the processes happening deep within an erupting volcano can improve models that predict the timing and characteristics of future volcanic activity.
That's important. Even volcanoes in remote and sparsely populated places such as Alaska's Aleutian Chain island volcanoes need to be monitored because they can eject large ash clouds into airspace, threatening aviation traffic in the North Pacific air routes connecting North America and Asia. Ash clouds are incredibly dangerous for airplane engines, and when the Alaska Volcano Observatory forecasts high-reaching volcanic ash the Federal Aviation Administration redirects flight paths.
Ash landing in cities poses a health risk to the population, and can cause millions of dollars in damages. The National Oceanic and Atmospheric Administration notes that after the 1992 eruption of Mount Spurr's Crater Peak, the Municipality of Anchorage reported nearly $2 million in damage. Volcanoes that erupt near population centers can release pyroclastic and lava flows, lahars (dangerous mudslides), ash, steam, and dangerous gasses.
Volcanic eruptions even have implications for climate, since tiny particles ejected high into the atmosphere can linger and reduce how much incoming solar radiation reaches the ground. Volcanic aerosols have the potential to affect temperatures and crop health across startlingly large regions of the globe.
The Alaska Volcano Service monitors northern volcanoes. The AVO is jointly operated by the U.S. Geological Society, the Alaska Division of Geological & Geophysical Surveys and the University of Alaska Fairbanks Geophysical Institute. It works in close conjunction with the National Oceanic and Atmospheric Administration's National Weather Service to provide early warning of volcanic activity.
When volcanic eruptions emit noise from the conduits beneath volcanoes where magma travels, they generally emit sounds that are inaudible to the human ear – much too low pitched to hear. But Redoubt's series of earthquakes created sounds that ramped up high enough to (just barely) be heard by human beings. Redoubt is one of the many volcanoes located on Cook Inlet in Alaska It sits about 110 miles [177 km] from Anchorage. Sensors on its flanks recorded the activity. Volcanologists from the AVO and the University of Washington headed to Stanford University to study the recordings.
Pressure building in the ground under volcanoes can emit harmonic tremors: sustained vibrations that generally cause a very low tone in the range of 0.5 – 5 Hertz (Hz: a unit of frequency equal to one cycle per second useful for measuring sound). That's too low for humans to hear, but high-powered supercomputers can be used to convert seismic readings into audible sound, generally by speeding up the sound. It's called sonification. The human ear is a powerful tool, and it's easier to detect patterns by listening to a sound than it is to detect patterns by visually pouring over complex numerical data.
Redoubt's grumbles during the March 2009 eruption have been described as popcorn pops, representing a stream of disparate eruptions, and as a silent scream, representing eruptions so close together that they merge into one roaring sound. When the seismic data is converted to sound and sped up many times to enter the human hearing range, you can literally hear the series of earthquakes that originated something over a mile [2 km] below the volcanic crater.
What caused these noises? Scientists speculate that some blockage in the behemoth's throat, Redoubt's narrow underground conduit that links deep-earth magma chambers with the surface, forced pressure to build up inside the volcanic peak. It might have been caused by rocks from a collapsed wall choking the passageway, or by a cap of cooling magma temporarily holding back the hotter magma below it. The popping noises likely represents explosive stages of movement when building pressure forced the blockage higher toward the surface in stages, scraping and squeezing it past narrow rock walls and causing shudders in the earth's crust due to the extreme pressure. Information on Redoubt's 'screams' and speculation concerning the geologic force involved were published July 14, 2013 in Nature Geosciences.
Our planet is a volatile place. Gaining a better understanding of the processes happening deep within volcanoes will give us better tools to predict the timing and magnitude of future volcanic activity, helping volcanologists protect lives and property across the globe.


"Killing Godot" is inspired by Beckett´s much debated character Godot. The fact that he never gave a specific explanation about this piece opened a playground of possibilities for my musical ideas. The state of waiting alternates with states of absurdity, aggression and wanting to take action against the never arriving abstract persona. The musicians are impersonating two main characters of the play and also contribute verbally with the important sentence "nothing to be done". The piece is some kind of musical "théâtre de l'absurde" that implies to existence of comedy and pathos at the same time and wants to reveal some personal irritations towards abstruse irrational awaiting.


Smaller minorities include the Malays who descend from Austronesian settlers, the Burghers, who are descendants of European colonists, principally from Portugal, the Netherlands and the UK and ethnic Chinese migrants who came to the island in the 18th and 19th centuries.Most Sinhalese are Buddhist; most Tamils are Hindu; and the Moors and Malays are mostly Muslim.According to the Mahavamsa, the legendary Prince Vijaya named the land Tambapanni ("copper-red hands" or "copper-red earth"), because his followers' hands were reddened by the red soil of the area.The era spans the Palaeolithic, Mesolithic and early Iron Ages.Ancient cemeteries that were used before 600 BC and other signs of advanced civilization has also been discovered in Sri Lanka.Sinhalese history traditionally starts in 543 BC with the arrival of Prince Vijaya, a semi-legendary prince who sailed with 700 followers to Sri Lanka, after being expelled from Vanga Kingdom (present-day Bengal).
It has had a long history of international engagement, as a founding member of the South Asian Association for Regional Cooperation (SAARC), and a member of the United Nations, the Commonwealth of Nations, the G77, and the Non-Aligned Movement.The majority of the population is from the Sinhalese ethnicity, while a large minority of Tamils have also played an influential role in the island's history; Christians in both groups are recent converts who have kept the traditional culture.Moors, Burghers, Malays, Chinese, and the aboriginal Vedda are also established groups on the island.The government has stated these Tamils will not be forced to return to India, although they are not technically citizens of Sri Lanka.By the 1990s most Indian Tamils had received Sri Lankan citizenship, and some even were not granted Sri Lankan citizenship until 2003.
Sizeable minorities of both Sinhalese and Tamils are Christians, most of whom are Roman Catholic.
Before viewing the profiles, however, they took a language test that included finance-related words such as "bankruptcy." This test was meant to introduce thoughts of the recession into the women's minds, putting those thoughts at the forefront during the dating profile experiment. Men with the highest earning potential were judged as the best husband material — somewhat surprising, Julal told Live Science, as all of the volunteers were university students whose own potential earning power was high.


The overall steam turbines market in India for under 30 MW size remained at the same level as the previous year and in line with that our domestic order booking has remained flat during the year at ₹ 4.1 billion. The market condition has led to considerable competition, which in turn resulted in lower prices and declining margins. The Company continues to retain the market leadership with a market share of 64%. The enquiries from the domestic market increased during the current year by 7% over last year and these enquiries have been spread over larger end user segments such as Sugar, Cement, Steel, Paper and Pulp and other process industries.
In FY 18, the total order booking from International market stood at ₹ 4.19 billion, a growth by 40% over previous year. The renewable based IPP segment contributed 65% of the total exports order booking while the process co-generation and sugar co-generation segments contributed 25% and 10% respectively.
With the International Market stabilising after a tumultuous FY 17, resulting from Brexit, political and economic turmoil in various economies across the globe, orders finalisations have significantly improved in the current year from most of the international markets. In FY 18, the total order booking from International market stood at ₹ 4.19 billion, a growth of 40% over previous year. The renewable based IPP segment contributed 65% of the total exports order booking while the process co-generation and sugar co-generation segments contributed 25% and 10% respectively. The key geographies which have recorded the orders are Europe including Turkey, SEA Markets, SAARC and parts of Africa, Central & South American countries etc. The mix of exports in total order booking has increased to 51% in FY 18 from 42% in FY 17.
The Aftermarket team is responsible for nurturing relationship with the customers after the product is supplied and represents the Company to the customers to support the product throughout its life cycle. The team maintains close relations with customers to increase product efficiencies and minimise breakdown, not only for the products supplied by the Company but also for turbines of other makes. Being an OEM, the services provided by the Company are considered to be more reliable and credible. It is responsible for driving customer satisfaction by ensuring designed performance of turbines through service and spares support to the customers in a timely manner.
Aftermarket business has now been further fortified with focus on modernisation, upgrades, refurbishing and efficiency improvements solutions not only to its own turbines, but also to turbines of other makes. These enhancement packages guarantee adequate ROI for the end user, thus creating more value for them and strengthening their bond with the Company. Reinforcing customer-centricity as the core of its business philosophy, the Company has strengthened its strategically located service offices across India to cater to the domestic market.
To provide service backup to the international customers, the Company has set up international offices, including wholly-owned subsidiaries and their branches/offices, based on the concentration of customers and potential for additional business opportunities. Such international offices now encompass, Europe, West Asia, South East Asia and Africa. This is to extend the reach of the Company, bring it closer to the customers and earning their trust by providing quality and timely support. As in the domestic market, the Company is committed to provide excellent and timely service to international customers irrespective of their time zones.
During FY 18, the Company undertook some turnkey aftermarket projects from the international market and also refurbishments for other makes of turbines, which should provide referrals for future. The Company is continually leveraging IOT (Internet of Things) and establishing itself in the digital domain by developing and offering remote monitoring and diagnostics solution for its turbines for continuous remote monitoring of the performance of the turbines and diagnose the causes of malfunction. It will help in taking timely remedial/preventative action and reduce the expensive downtime. This tool further enhances the Company's capability to give strong service delivery and to give live support to customers.
During FY 18, the Aftermarket segment has shown a growth of 12% over the previous year in terms of order booking while the sales growth stood at 8% over the previous year. The Company is ensuring that in coming years, the aftermarket segment will provide a larger share in its overall growth. The aftermarket business has developed traction in export markets too with exports contributing over 30% of the order booking and revenue for FY 18.
The Company has two manufacturing facilities in Bengaluru. The older facility is in Peenya Industrial Area within Bengaluru city and is now dedicated for turbine assembly and refurbishment activities. This facility also houses the Company's state-of-the-art R&D centre, high speed balancing tunnel and fully equipped test beds for carrying out mechanical run test of turbines. The facility has capacity to produce around 150 turbines annually.
The Company's new facility in Sompura Industrial Area in the outskirts of Bengaluru is equipped with world-class machines such as CNC machines, a new state-of-the-art high speed balancing machine capable of balancing rotors up to 55 tonnes, 4 M diameter and 11 metre length and boiler with steam generating capacity of 42 ata 380 degree centigrade. With this, the Company is now able to cater to turbines up to 150 MW. The new manufacturing campus is green, ecofriendly, energy-efficient and equipped with best-in-class production facility built to modern aesthetic design.
With these two facilities, the Company is now in a position to provide faster deliveries of the widest range (from 1 MW to 100 MW) of high quality industrial turbines. The Company takes pride in participating in the Indian Government's "Make in India" campaign with designing, engineering, manufacturing and supplying cost efficient high quality steam turbines, while successfully competing with large MNCs. The products are shipped from these two facilities to global customers and comply with the best quality standards including those of API.
The DSIR-approved advanced in-house R&D centre of the Company is engaged in development of new efficient and cost effective models. Furthermore, continuous product upgradation results in high-power dense, cost-competitive, robust and efficient turbines to fulfil the requirements of the evolving global market. The Company continuously monitors global trends and updates its product programmes to keep the Company aligned to latest international standards with respect to products of global manufacturers.
The Company is associated with premier technology development institutions such as IISc, Bangalore & IIT, Bombay through various research programmes and therefore continues to be a preferred industrial partner for Indian Government-funded programmes of MNRE, DST and Ministry of Power. Prior to commercial use, extensive validation of the developed technology is done and the performance parameters in the field are monitored closely to evaluate satisfactory performance. The Company has well-defined processes for development, testing, field feedback and continuous advancement of technology through in-house processes and through association with global research and scientific institutions.
The Company continues to develop cost competitive models, with much reduced carbon footprints so as to provide power solutions needed by its diverse international and domestic customers. The application segments include waste to energy, combined cycle, process industries, renewables, captive and co-generation apart from others. In line with the industry trends, the Company has been diversifying into different types of steam turbines and other renewable energy products focusing on high efficiency cycles. Even as such products become a reality in the near future, the Company is constantly upgrading and improving its steam turbine designs for optimal performance to meet the increasing power solution requirements globally.
Several innovations take place during the process of delivering new technologies and product variants to customers. Such innovations and technological upgradations in steam turbines result in valuable intellectual property to be generated in-house. As such, building and safeguarding the Intellectual Property (IP) portfolio assume paramount importance for the Company. In order to ensure that the generated Intellectual Property is adequately captured and protected, a dedicated team of specialists work closely with the Research & Development team from the planning and conceptualisation phase to the product manufacturing phase.
The Company has carried out an extensive IP strategy for creation and protection of long-term IP assets to secure and preserve the technological advantage. Reflecting its global focus, the Company constantly undertakes patent and industrial design filings in different international jurisdictions, even though the IP portfolio is developed in India. The Company has, in recent times, filed patent applications and design registrations in India, Europe, South East Asia, and in the U.S. In the future, filing of patent applications and design registrations is planned in new international markets which are served by the Company.
A substantial number of Intellectual Property Rights have already been awarded to the Company in various jurisdictions. 223 IPRs filed granted and in market globally till March 2018.
Participating wholeheartedly in the Government of India's Digital Initiative and to align with the customers' technological and commercial needs, the Company has embarked on Digital transformation in a planned manner. The Company has upgraded its ERP to latest version thereby bringing technology closer to business. All the functionalities are customised and integrated to lay strong and complimentary processes to manufacture and deliver quality product on time to our customers. Besides, the Company has recently gone live with updated Product Lifecycle Management software which enables Design and Engineering to function in an efficient, fast, transparent, secured platform and also provides a systematised control during the product lifecycle. Remote Monitoring & Diagnostic platform envisages capturing, analysing and diagnosing turbine related data from our installed base. This initiative has significantly increased satisfaction level of customers and has also helped to improve our own technological capabilities. The Company has also implemented Customer Relation Management (CRM) which is core to complex marketing needs and customer satisfaction. The Company is leveraging the ever changing IOT platform to meet its business needs. There is a tight alignment of business with technology.
The Company continues to operate an effective and robust supply chain management system starting from procurement process to delivery system for sustaining competitive advantage. Successful Supply Chain policy includes inventory reduction, improved delivery service and shorter product development cycle. The emphasis is on Customer Satisfaction, cost control, including reducing rework time and rejections, quality, timely delivery, working capital management, consistency and transparency. The Company believes in the development and nurturing of "think outside of the box" and use different mutually rewarding combinations to establish a long-term partnership in its supply value chain system, which ensures achievement of its objectives.
Supplier's Code of Conduct, Annual/monthly plan, new product design, international best practices and improvement in value engineering are shared with the supply chain partners to enable them to align their businesses with the Company's vision and requirements. With a growing focus on exports, the supply chain partners' capabilities to meet international standards of production and supplies and competitive price have been enhanced in a planned and structured manner to meet competition and customers' expectations. This has been possible through regular interaction with suppliers/vendors/ contractors, backed by regular exchange of information, training, planned reduction of cost, reduction of rejections, building up of sustainable trust and confidence and various other business development parameters generally followed in good business practices.
There is a strong realisation and acceptance of 'Zero Defect' and 'Do it right the first time, every time' concepts by the supply chain partners and, to ensure strict adherence to these concepts, supplier upgradation programmes are regularly conducted and suppliers are evaluated using structured parameters and tools. The existing supplier partners are periodically re-assessed through a third party agency in order to ensure that the prescribed quality standards are maintained and technology is upgraded in line with the evolving requirements. For new suppliers, a well-defined qualification process is in place along with EHS requirements. All the supplier partners are governed by a strict code of conduct and non-disclosure agreements.
The Company has successfully controlled the input costs by means of value engineering in design and materials, development of costeffective supplier partners and sourcing of raw materials and components from some of the most cost-effective suppliers in India and around the globe. The Company's supply chain always strives to be a value creator through implementation of strategic initiatives year on year. In similar manner, TTL has an effective logistic system for safe and timely deliveries of its products, in India and in the International markets at a competitive cost.
The Company is AS9100D / ISO 9001:2015 certified, with a sound quality management system integrated throughout the organisation. The Company has implemented a process-based management structure, where the processes are continuously evolved and owned by process owners and focussed on customer.
The Company ensures that its network of suppliers and dedicated sub-contractors also comply with these standards through supplier qualification, QAPs, check lists and Standard Operating Procedures (SOPs) to maintain comprehensive quality control of turbine and its auxiliary systems.
Products are designed, manufactured and commissioned in accordance with the International quality norms, such as API/Shell, ASME, AGMA, NEMA and IEC, among others. Systems are developed to address country-specific product requirements. These systems have helped the Company to meet the stringent requirements of export customers, such as CE/PED and GOST certification.
The Company has adopted the 'Zero Defect' concept with respect to quality, which is supported by tools and techniques like visual management system, root cause analysis, followed by CAPA, DWM, DMAIC, Kaizen, SQIP (Supplier Quality Improvement Programme), SQDCM, Quality Circles, and a rigorous automated Customer Complaint Resolution System on continuous basis.
"Kaizen" movement was started in the Company in 2010 to inculcate a culture of continuous innovation and improvements throughout the organisation, involving people at all levels. The movement continues to provide significant benefits in productivity, quality, cost and EHS. The Company regularly participates in All India Kaizen events organised by CII-TPM Club of India, and has bagged several awards.
Products are designed, manufactured and commissioned in accordance with the International quality norms, such as API/Shell, ASME, AGMA, NEMA and IEC, among others. Systems are developed to address country-specific product requirements.
In order to sustain in this dynamic business environment, and remain competitive in the global market, the Company is continuously building the capabilities of its personnel. Our People Strategy is influenced by the dynamic industry landscape and is geared to deliver transformation and growth in the current and emerging business context. We believe in building a culture that nurtures talent, drives strong performance & enables customer-centricity.
The Company emphasise on Career Growth with the focus to build talent from within and also build a scalable talent supply chain model with our Young Engineers Program (YEP). In the face of rapidly changing client expectations, the Company is investing in programmes that equip people with futuristic skills and competencies. We continue to focus on building a robust talent pipeline year-on-year by inducting fresh Graduate and Post Graduate Engineers through a structured selection and training programmes.
The Company has commissioned a modern new plant (Phase 1) at Sompura, near Bengaluru. The Company has strictly adhered to applicable EHS norms throughout the duration of construction, erection and commissioning of the civil work thereby achieving 1.7 million safe man-hours.
The performance management system is designed to achieve employee development through performance differentiation, transparency, and effective evaluation with a structured process of formally and objectively evaluating performance against defined goals & objectives. We continue to drive a high-performance culture.
The Company believes in influencing all aspects of an employee's life – including physical, mental and emotional well-being. We continue to enhance safety & security at the workplace by prescribing policies & procedures, creating awareness and imparting trainings. We have institutionalised key policies like Prevention of Sexual Harassment policy.
The Learning Centre continues to be the nodal point for employees and customers, undertaking training on a continuous basis, about the Company's product and operation and maintenance of steam turbines. In FY 18, Officers from Manufacturing underwent certification training on Special Process in Non-Destructive Testing and Welding Techniques for further Product Quality Improvement.
The Company continued with the advanced training programme for its Customer Care Engineers on 'Service Excellence', with emphasis on building Technical, Functional, Behavioural and Customer Relationship Management skills. The "Supplier Quality Improvement Programme (SQIP)", as part of "Continuous Improvement" training programme for suppliers also continued in FY 18.
Computer Based Product Training Lab (CBT), a unique platform developed by the Learning Centre is a comprehensive self-learning aide on turbine product and its auxiliaries. This platform is upgraded on a continuous basis to cover the technological upgradations. This also includes innovative processes being introduced/adopted.
The Company dedicated a total of 5,141 plus Training Man-days during FY 18. It launched multiple programmes to upskill/reskill employees in technical as well as behavioural competences. Employees build their capabilities through classroom trainings, e-learning modules, expert and peer learning outbound trainings, on-job learnings & mentoring.
This objective was achieved through training, coaching and providing greater accountability to supervisors, along with broader employee engagement through peer-to-peer feedback and by changing "at-risk behaviour" to "safe behaviour" and by fostering a more collaborative working environment and providing necessary safety equipment. EHS practice in Peenya facility continues during the year in the same spirit. The Company's safety practices have contributed to zero reportable accidents during the previous six years.
Certification renewal audit of both the manufacturing plants have been carried out in line with OHSAS 18001:2007 standards. Both the units have been recommended for continuation of certification with Zero Non Conformances for Occupational Health and Safety Management systems valid through March 2020.
The Company's Environmental Management System (EMS) is a comprehensive approach to environmental management and continual improvement that measures the performance against regulatory and management standards. Certification renewal audit of both the manufacturing have been carried out in line with ISO 14001:2015 standards. Both the units have been recommended for continuation of certification with Zero Non Conformances for the upgraded Environmental Management System standards. The certification is valid through March 2020. Ambient air monitoring study for particulates and gases, ambient noise monitoring study and drinking water analysis are being conducted on a regular basis as per norms specified by the Karnataka State Pollution Control Board and the results have been within regulatory limits.
At the global level, according to a report by the UN, growth is expected to remain steady at 3.0% in 2018 and 2019.
The recent acceleration in world gross product growth stems predominantly from firmer growth in several developed economies, although East and South Asia remain the world's most dynamic regions. Cyclical improvements in Argentina, Brazil, Nigeria and the Russian Federation, economies emerging from recession, also explain roughly a third of the rise in the rate of global growth between 2016 and 2017..
After witnessing a slowdown across major international markets in FY 17, the Company has been able to secure orders from Europe, South Africa, LATAM and South East Asia and together with the domestic market, it has had a record order booking in FY 18.
With the expected increase in activities in industries like Steel, Pulp & Paper, Cement and Sugar sector, the demand for steam turbines should remain robust in the coming years.
With a robust enquiry pipeline, increasing global presence and strategic marketing activities, the Company is expecting to carry the momentum in FY 19, both in domestic and international businesses.
During the year, the foreign subsidiaries/step-subsidiaries along with their branches have firmly established their presence in their respective regions and are actively promoting the products and brand of the Company. The subsidiary in Dubai has played an important role in API sector in the Middle East besides Oil & Gas sectors in Middle East as well as in West Asia. The presence of subsidiary in the UK has made possible to secure some orders for the Company in a sluggish market in Europe. These offices, being close to customers and capable to provide specialised services, are gaining confidence of the customers and are promoting the brand strongly, which is essential and helps the Company's strategy to achieve market penetration on sustainable basis. These offices are well equipped with trained sales and service personnel with local talents as well as from India.
During the year, the Dubai subsidiary has set up a new subsidiary in South Africa. It is heartening to note that the new subsidiary in South Africa is gaining traction in the first year of operation itself with strong order intake and good enquiry base.
The Company expects that the foreign subsidiaries will further augment business growth in the coming years.
GE Triveni Limited, joint venture Company with Baker Hughes GE (BHGE), is engaged in the design, supply and service of advanced technology steam turbine generator sets with generating capacity in the range above 30-100 MW. GETL offers products, manufactured to international standards of quality and reliability, with best-in-class efficiencies. The flange to flange turbine is manufactured competitively at TTL's world-class manufacturing facilities located at Bengaluru, and the complete project is executed by GETL in accordance with GE's manufacturing, quality and supply chain procedures and processes, which include certification of suppliers, adherence to environment and health concerns and other ethical standards.
After two years of successive growth in sales and profits, the financial results are not so encouraging in the year under review due to delayed offtake by certain customers and other technical reasons. GETL booked one international order during the year. The enquiry pipeline is encouraging from international market and GETL expects to perform well in order booking despite stiff competition in this segment. The Indian market continue to remain sluggish, as in the previous year, and is likely to take some more time to show any positive outlook.
GETL registered a loss on account of provisioning for a turbine supplied in FY 17 and due to delay in despatches of turbines on account of customer deferment. The JV partners are having constant dialogues in order to improve the enquiry generation and order finalisation in the JV despite the market condition being tough and the Company feel that with this renewed sales efforts, the performance should improve in the coming years.
On assessment of the present market scenario and roadmap of technology developments in fray, the Company strongly believes that GETL will continue to remain financially stable with good business prospects in near future.


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China – UK Trade: The Effects of Brexit
March 3, 2017 Posted by China Briefing Reading Time: 6 minutes
By Jake Liddle
The UK's lengthy process of leaving the EU is set to begin by the end of March 2017. While reaching a positive partnership with the EU is an immediate priority for the UK, as China is one of the UK's biggest trade partners, the prospect of a free trade agreement with China is becoming more and more of an issue.
The last British government worked hard to foster a good relationship with Beijing, but the conservative attitude of the present government – displayed by Prime Minister Theresa May's protectionist stance on Chinese investment in 'sensitive' infrastructure projects – poses a threat to the so-called 'golden decade', enthusiastically evoked by former prime minister David Cameron.
Already, doubts over the approval of the UK's Hinkley Point C nuclear station in Somerset had arisen because of the UK government's suspicion about Chinese investment, which dampened trust with the Chinese. Indeed, the UK will have to work harder to warm relations with China.
Impact of Brexit
London was viewed as a gateway to the EU market, and China's interest in the city was shown when China issued its first overseas sovereign RMB bond there. But when the UK departs from the EU, London's status as a gateway will vanish, with the city providing access to a market of 65 million as opposed to 500 million.
As the UK's economy deteriorates, so will the value of China's investments made in past years. There are many more significant trading partners on China's list than the UK, particularly as the UK will not be a feasible option as a 'back door' to the EU for China. Further, the EU will most likely enforce rules of origin to stop Chinese imports entering through the UK.
Trade prospects
Despite this negative outlook, there is still hope for the UK's trade prospects with China. China – EU trade has lagged in the past few years, and with the UK depending more and more on China in the future, this will present a new opportunity for trade. Furthermore, China sees the UK as a political partner and a leading voice for granting China market economy status.
RELATED: Business Advisory Services from Dezan Shira & Associates
According to the UK Balance of Payments 2015 Pink Book, China is the UK's seventh largest export market, accounting for 3.6 percent of the UK's overall exports. Services and goods are largely unbalanced, with a surplus of the former, and deficit of the latter.
Meanwhile, China is the UK's third largest source of imports, accounting for seven percent of imports. Overall, the UK had a trade deficit of around £19.6 billion with China in 2015. The following table details China-UK trade volume over the last 10 years.
As a country with the world's largest population and fastest growing consumer market due to increasing disposable income, China represents a key market for British exports. Trade volume has been rising at a steady pace, and though there has been a dip in the recent years, if there is a trade agreement reached between the two countries in the future, this growth is sure to continue.
The UK exports a myriad of products to China, representing a cross-section of British industry and services. In order of volume, the largest export categories are:
Machinery/electrical products
The UK's share of the Chinese market has fallen to around one percent, and the reason the UK underperforms in regard to export performance in China is that its more successful exports are not in line with China's current demand. Other EU countries have stronger trade relationships with China, and competition in the Chinese market is very tough.
The sectors that provide the greatest income include machinery, fuels, metals, transportation services, business services, and travel services. However, the volume of UK exports to China is not exactly aligned with the rate of China's market growth.
As China's economy transitions from heavy manufacturing to a service driven economy, the balance of demand across the varying industries will shift. With services coming to the forefront of demand, the UK's greatest goods exports in terms of value to China (such as machinery, electronic products, precision instruments, and metals) will be less in demand.
These shifts in China's calibration should be monitored by UK-based businesses in order to align offerings with China's demands, especially as the UK already excels in its service exports.
The IMF predicts that China's import market will be worth over £3 trillion (US$3.6 trillion) by 2020. This presents a huge opportunity for the UK, and if trade patterns are identified and acted upon accordingly, the UK could close the gap with its European competitors in China.
While the UK will prioritize its negotiations with the EU, it will need to work significantly in rethinking its trade relationship with China in the future in order to come to a successful trade agreement. Britain's relationship with China goes back centuries and includes stewardship of Hong Kong until 1999, when the territory initially developed as an international financial services hub.
Moves for the UK government to instigate free trade agreements and enhance existing double tax treaties are highly likely. Britain already has a double tax treaty with Hong Kong, and is expected to be enhanced in the financial services sector. The UK also has a double taxation agreement (DTA) with mainland China, though this is in need of updating as it does not sufficiently cover new IT technologies. Either way, there will be diplomatic and trade efforts to be put in by both sides.
For British enterprises looking to export to China, understanding the details of tax treaties and the regulatory environment can be the difference between success and failure when competing. Our firm, Dezan Shira & Associates keeps track of the trade and investment policies between both regions and enjoys an extensive, 25 year history of involvement in UK-China Trade and Investment. A background to our firms involvement with British business investing in China can be viewed here.
Asia Briefing Ltd. is a subsidiary of Dezan Shira & Associates. Dezan Shira is a specialist foreign direct investment practice, providing corporate establishment, business advisory, tax advisory and compliance, accounting, payroll, due diligence and financial review services to multinationals investing in China, Hong Kong, India, Vietnam, Singapore and the rest of ASEAN. For further information, please email china@dezshira.com or visit www.dezshira.com.
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Dezan Shira & Associates and the United Kingdom: Country Brochure (Complimentary Download)
This year, Dezan Shira & Associates turns 25 years old in Asia. We retain extremely strong ties to the United Kingdom, employ numerous British nationals throughout Asia, and have serviced several hundred British companies in China and the Asian region at large since 1992. Explore Dezan Shira's partnership with British investment in China in this brochure.
An Introduction to Doing Business in China 2017 (Complimentary Download)
Doing Business in China 2017 introduces the fundamentals of investing in China, including the various establishment methods and tax implications. Compiled by the professionals at Dezan Shira & Associates, this comprehensive guide is ideal not only for businesses looking to enter the Chinese market, but also for companies who already have a presence in country and want to keep up-to-date with the most recent and relevant policy changes.
An Introduction to Doing Business in Hong Kong 2017 (Complimentary Download)
Hong Kong remains a gateway to China and still operates a British-based legal system. With different rules and regulations than mainland China, Hong Kong offers investors into China the potential for tax reductions and enhanced financial services as regards China trade and investment. Doing Business in Hong Kong 2017 is compiled by the professionals at Dezan Shira & Associates and an ideal starting point for businesses looking to leverage their China business profitability through setting up a holding company in the territory.
Using China's Free Trade & Double Tax Agreements
In this issue of China Briefing, we examine the role of Free Trade Agreements and the various regional blocs that China is either a member of or considering becoming so, as well as how these can be of significance to your China business. We also examine the role of Double Tax Treaties, provide a list of active agreements, and explain how to obtain the tax minimization benefits on offer.
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What to Expect at China's 'Two Sessions' Political Conference »


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Carriera
Esordisce giovanissimo, ad appena 16 anni, su una DKW 98 cm³, al circuito di Parma. Si dimostra subito un buon pilota, ma dopo qualche gara viene diffidato dal correre (per limiti d'età) sino al compimento del diciottesimo anno d'età.

Nel 1950 il debutto ufficiale nelle corse, alla Milano-Taranto (la prima del dopoguerra), con una Moto Morini 125 2 tempi, con la quale è nono nella sua categoria. Inizia a farsi notare vincendo, a fine anno, il circuito di Finale Emilia, e attirando su di sé l'interesse della Morini, che lo ingaggia all'inizio della stagione 1951. L'esordio da pilota ufficiale è alla gara di Campionato Italiano classe 125, all'Aerautodromo di Modena, il 25 aprile. Nonostante la scarsa esperienza (deve ottenere una dispensa speciale da parte della FMI), riuscirà a vincere (nonostante una caduta), mettendo dietro a sé piloti come Carlo Ubbiali, Raffaele Alberti, Luigi Zinzani, Franco Bertoni e Guido Leoni. Alla gara successiva, il circuito di Ferrara (6 maggio) è coinvolto nell'incidente che costa la vita ad Alberti e Leoni, ed è costretto a ritirarsi. Alfonso Morini, il patron della Casa bolognese, crede in Mendogni, e lo fa debuttare nel Motomondiale, al GP d'Olanda, nel quale si classifica sesto nella gara della 125 solo per problemi tecnici. Il pilota parmense è sfortunato anche al successivo GP delle Nazioni, nel quale un altro guasto lo relega al decimo posto. Nell'Italiano è comunque terzo.

Il 1952 non iniziò benissimo, a causa della scarsa competitività della Morini 125 nel Campionato Italiano. Da metà stagione, però, la situazione migliorò decisamente: al GP d'Olanda la vittoria sfumò solo per un guasto al motore. La sfortuna ricompenserà Mendogni sul finale della stagione, dandogli la vittoria al GP delle Nazioni e al GP di Spagna. A fine stagione il parmense fu terzo nel Mondiale.

Dopo aver respinto le offerte di MV Agusta e Moto Guzzi, Mendogni aprì la stagione 1953 vincendo la gara inaugurale dell'autodromo di Imola, per poi perdere in volata il GP delle Nazioni; si rifarà facendo suo il Campionato Italiano 125 cm³. Nella stagione 1954, invece, la Morini 125 non si dimostrò per niente competitiva. La Casa bolognese decise quindi di abbandonare la categoria, passando alla 175 (categoria del Campionato Italiano istituita proprio in quella stagione) con una 125 maggiorata: il pilota parmense vincerà il titolo.

Nelle stagioni 1955 e 1956 l'attività di Mendogni e della Moto Morini si limita al Campionato Italiano e alle gare di Gran Fondo come la Milano-Taranto e il Motogiro, vinto dal pilota parmense nel 1955 con la nuova "Rebello 175". Il ritorno alle gare internazionali è al GP delle Nazioni 1957, con una nuova 250 monocilindrica bialbero. La moto si dimostra competitiva, ma non ancora abbastanza affidabile: Mendogni si deve ritirare mentre è quarto.

Speso l'inverno 1957-58 ad aggiornare e migliorare la 250, questa si ripresentò nella nuova stagione insieme a Mendogni, terzo nella Coppa d'Oro Shell a Imola e sorprendentemente primo al GP delle Nazioni, davanti al compagno di squadra Zubani e a Ubbiali. La vittoria monzese fece da stimolo a un ritorno della Moto Morini al Mondiale. Se le prime gare della nuova stagione furono positive (vittoria a Modena e alla Coppa d'Oro Shell), successivamente i rapporti tra il pilota parmense e la Morini si fecero sempre più tesi, fino a giungere al divorzio a fine stagione '59.

Per il 1960 Mendogni si accordò con la MV Agusta. L'esordio, al circuito di Cesenatico, fu positivo (terzo in 500 dietro a Surtees e Venturi) e anche le successive partecipazioni nel Motomondiale nella classe regina si dimostrarono discrete (terzo in Germania e Olanda, secondo a Monza). A fine stagione, però, la MV Agusta decise di ritirarsi da 125 e 250, e di limitare l'attività in 350 e 500. La decisione prese alla sprovvista Mendogni, che decise di ritirarsi. Nel 1964, però, dopo alcuni anni di inattività, ritornò alle gare, con le MV 250 e 500: con la mezzo litro lombarda riuscirà a vincere a Cervia (nonostante una caduta). Quella romagnola sarà l'ultima gara di Mendogni, che si ritirerà definitivamente dalle competizioni.

Terminata l'attività sportiva viene assunto dall'Autobianchi come meccanico, per poi diventarne collaudatore e responsabile tecnico; successivamente sarà assunto dall'Iso Rivolta, dove resterà sino alla chiusura della fabbrica di Bresso. Dopo essere andato in pensione divenne una presenza frequente nelle manifestazioni dedicate alle moto d'epoca, sino alla sua morte, avvenuta in conseguenza di un'improvvisa malattia.

Risultati nel motomondiale

Classe 125

Classe 250

Classe 500

Note

Collegamenti esterni

Piloti della classe 125
Piloti della classe 250
Piloti della classe 500

redpajama_set_name: RedPajamaWikipedia


Peter Thurin is a thought-leader in the field of performance excellence. A powerful keynote speaker, engaging MC and a skillful facilitator and educator, he works with organisations around the globe, inspiring individuals and teams to achieve personal and professional excellence as well as business performance growth.
A dynamic, inspirational and passionate speaker, Peter is also an astute listener and observer. During an event he is able to judge and manage energy levels to ensure his audiences remain focused and engaged. He is a perfect choice to open or close a conference, either setting the tone or bringing numerous activities together to create a unified event.
Peter Thurin is a successful pharmacist and retail entrepreneur who has taken on the big guys and won. As a former international Australian tennis representative, coach and administrator of Australia's largest junior AFL club, and 3rd Dan Blackbelt in the martial art of Taekwondo, he has learnt the true meaning of focus, discipline and motivation.
Importantly, Peter has put into practice the very principles he now espouses, to grow and develop his own employees and businesses. He has developed a keen insight into what focuses, motivates and inspires people to achieve their best. Peter has also built a happy and successful family life with his wife and three children, all of whom embrace the concepts of excellence and balance in their lives.
Driven by his belief in the importance of continuing personal growth and development, at the age of 36 Peter Thurin set himself a goal to learn the martial art of Taekwondo and achieve his Blackbelt before his 40th birthday. Through dedication and commitment, he achieved his goal, often through necessity, training at 4am. In just a few short years he went on to achieve the rare and highly respected level of 3rd Dan Blackbelt.
Peter Thurin uses the metaphor of martial arts to lead organisations, teams and individuals to achieve black-belt levels of performance excellence.
Since developing the Blackbelt in Excellence program Peter has undertaken key workshop facilitation and MC roles, and delivered many successful keynote and motivational presentations within leading organisations such as KPMG, PricewaterhouseCoopers, Telstra, Faulding, Isuzu-General Motors, Lend Lease, Orange, Toyota, Sigma Pharmaceuticals, Fauldings, Optus, Colonial, AMP, Flight Centre, Apple, Nissan, Kodak, Quiksilver, Arnotts, McDonald's and many others.
A dynamic and humorous speaker, program presenter, facilitator and MC, Peter Thurin is also the author of the bestselling Be The Best You Can Be and an international business consultant. He demonstrates a rare ability to combine his insight, skills and experience to help people achieve their own personal Blackbelt in Excellence, and maximise their effectiveness.
Peter Thurin's Blackbelt in Excellence keynote gives people the tools, structures and motivation to achieve excellence in any part of their life.
Organisations and the people within them strive for excellence, yet forward progress can often seem elusive and true "excellence" is rarely attained. This keynote uncovers the hidden motivation design in martial arts and applies it to everyday life. It provides people with an understanding that, on their own, big picture goals are not enough - and true, sustainable progress comes from the achievement of smaller goals, stepping stones that lead to excellence.
Peter uses real-life stories and examples from his career, building a highly successful retail pharmacy business and his own personal journey to a black belt in taekwondo. He creates forward momentum in leadership excellence and teamwork excellence. The keynote is a catalyst for personal excellence and gives people the tools and courage to "get into the game".
The Change Excellence keynote equips teams and organisations to embrace and make the most of the changes happening around them.
We all know change can be difficult for our team members. Whether we're on the strategy side or we're the one's receiving the change, it's a time of uncertainty and flux. This keynote gives people the mental mindsets and frameworks to face their changes with courage and grow positively through the change process. People leave this session actively looking for ways they can contribute and will be better off as a result of the change.
Using examples from his own career and drawing on the stories from the hundreds of companies he works with, Peter will give your people the practical tools to strengthen their resilience, improve their mental agility, and embrace situations that may be awkward and uncomfortable.
learn to assess their own "change-ability"
What combination of culture, rituals, routines and rewards makes for an outstanding retail team? How do you fashion a retail environment that brings the best out in your people AND your customers?
Peter Thurin is someone who has taken on the big-boys in retail and won. With an unrelenting focus on individual relationships both within and outside his business, Peter overcame the buying-power handicap to drive out his much larger competition.
In this high-energy keynote Peter draws on his 20 years successful retail leadership and 15 years of working with the top organisations around the globe to bring you the ideas, insights and useful tools to create retail excellence.
Do you want to know what the top 300 organisations around the world do differently?
Peter will take your people on a journey around the world, sharing first-hand stories of organisations that have become and remain remarkable where other companies have moved to mediocre and at times irrelevant.
Through his research and global experience with outstanding companies Peter has developed The Seven Drivers of Organisational Success. Organisations that genuinely place customers and their people at the heart of the business, where people understand their role and know where the company is headed, continually improve how they work... These are the successful organisations and they all follow the Seven Drivers of Organisational Success.
The Blackbelt in Excellence sequence of activities was top class and each built on the learning of the previous activities. Our members left energised and highly motivated, having achieved results that they believed were beyond their capabilities.
Without doubt, the impact you have had on many individuals is enormous. The conviction and passion you conveyed, combined with your ability to link with our vision and strategy statements generated a high level of credibility in your message. The best 'wind up' I've seen yet.
Congratulations! I would have to say that Blackbelt in Excellence ranks up there as one of the most interesting and different ways I've seen to get the concept of excellence across to the audience.
In the 12 months Peter has been working with our team, we have experienced 77% growth, astounding in a market that's declining. Of the 26 Taylors' Area Managers across Australia, the 5 Queensland managers who have worked with Peter are the top 5 performers in the nation. Peter is a massive part of our turnaround towards success!
I've attended many conferences and seen many speakers. Among them have been Bryan Tracy, Skip Turner, Alan Pease, Winston Marsh, Tom Hopkins, Brett Lee and Leigh Matthews. I have now seen you twice and without doubt you have had the most impact on my life of any developer of human potential. Your simple messages are communicated with such passion and energy that implementation was easy. The routine has gone and I am on my way to remarkable. Thanks for everything.
I don't think words can explain the effect that Peter had on the delegates and the experience at our national conference. I do honestly believe it was life changing for many of them and they were all very affected by it.
Peter added a huge amount of energy to our Global Management Team Meeting and gave us the spirit to take up any kind of challenge. It was a pleasure to work with him because of his highly professional working style, very positive attitude and great personality.
Peter's session was the most perfect way to start the second day of our Industry Development Conference. Peter was so inspirational and connected really well with our audience. I would very highly recommend Peter for any conference that involves any small business operators and it would be an absolute pleasure to work with Peter again in the future.
Peter was very well received by all - totally engaging, funny and believable.


Creating video game characters that look and feel great to play requires close collaboration between design and animation. In this talk Bioware speakers will have a look at the process they used to create some of the more exotic traversal abilities players have at their disposal in 'Anthem'. Starting with the character physics, they will look at what methods that were employed to get that movement looking and feeling great. They will then look at how Bioware authored animations to mesh with the character physics in the best way possible. The speakers will discuss what type of dialogue between animation and design enabled Bioware to achieve a successful end result and they will provide plenty of examples in the form of videos from development to help illustrate their workflow.
Attendees will learn about the process of bringing character movement to life in 'Anthem' from both an animator's and designer's perspective. As the two disciplines are inherently linked and heavily influence one another, this talk hopes to give a fuller picture of the whole process behind getting the movement feeling right. Attendees will understand successful implementation details and constraint management for player flight, such as ways that camera style can influence animations, and how animations can influence the character physics in the forms of additional movement tuning curves to allow for better expression of certain actions or transitions. The speakers will also go over methods for efficient animator-designer collaboration in general.
This presentation is targeted to animators and designers who work on core gameplay and iterate closely together. Developers focused on kinetic moment-to-moment gameplay, developers of vehicles, flying traversal, and character physics developers will find beneficial content. No prerequisite knowledge.


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#Compact_Living
Architecture April 22, 2019 <February 28, 2021
Isenberg School of Management Extension at the UMass Amherst by BIG & Goody Clansy
Designed by BIG-Bjarke Ingels Group and Architect of Record Goody Clancy, the copper-clad Business Innovation Hub at the heart of the University of Massachusetts Amherst adds 70,000 sqft (6,500 sqm) of hyper-collaborative study and social space to one of the top-30 public business schools in the USA.
The new expansion and partial renovation of the Isenberg School of Management nearly doubles the school's current space to accommodate Isenberg's growth in the last decade, while introducing new facilities for more than 150 staff and 5,000 students in undergraduate, master's and PhD programs. Bjarke Ingels Group and Goody Clancy were commissioned in 2015 to design a flexible space that inspires and facilitates collaboration for every Isenberg student.
"As a top business school, we want to offer our students, faculty and staff an environment that inspires creativity, communication, innovation and collaboration – a physical space designed to train and prepare students for careers in the 21st century. The new Business Innovation Hub clearly reflects our mission and vision for the future. Equally important, with flexible spaces and state-of-the-art tools and technologies, the Business Innovation Hub will continue to meet the rapidly evolving needs of the Isenberg community." Tom Moliterno, Interim Dean, Isenberg School of Management.
Prominently situated on Haigis Mall near the entrance to the campus, a dramatic triangular glass entrance created by a domino-effect greets students. The building exterior is wrapped in straight, vertical pillars that gradually slope downward, creating a distinct appearance without any curved elements.
The Business Innovation Hub directly extends the school's existing 1964 building from the north and east sides in a wide circular loop, linking back on the upper floors to maintain connectivity. The loop consolidates Isenberg's faculty and staff under one roof, creating a singular place of arrival and a strong visual identity for the entire Isenberg School of Management.
"The new Business Innovation Hub at the Isenberg School of Management is conceived as an extension of both the building and the campus mall. The linear structure is bent to form a full loop framing an internal courtyard for the life of the students. The façade is pulled away in a domino effect to create a generous invitation from the Haigis Mall to the Learning Commons. The mall and the courtyard – inside and outside form a forum for the students, the faculty and the profession to meet, mingle and mix society and academia." Bjarke Ingels, Founder & Creative Director, BIG.
The Business Innovation Hub's exterior is clad in copper, so long-term exposure to the elements will naturally weather the metal from a dark ochre to an enduring patina. With longevity and sustainability in mind, the building also targets LEED Silver certification.
Upon entering, students and faculty arrive at the 5,000 sqft (465 sqm) Learning Commons. Daylight peers between the accordion-like pillars to illuminate the multi-story atrium, where the heart of the business school hums with students learning, networking and dining. The bright and spacious Learning Commons doubles as an event venue for guest speakers, award ceremonies, banquets and career fairs. In any room or hallway, natural light reaches inside from both the campus and the inner courtyard.
Throughout the Business Innovation Hub, spaces are designed with student interactions, teamwork and chance encounters in mind: soft chairs adorn the corridors, benches are affixed to the grand stairway and classroom chairs can easily maneuver for theater-style lectures or small group work.
On the second and third floors, students and staff occupy the innovation labs, advising spaces and faculty offices. To support the career development of every Isenberg student, classrooms are equipped with integrated technology for distance learning. In addition, the Chase Career Center gains 15 new interview rooms, and various conference rooms and breakout areas are distributed throughout the loop.
The inner spaces of the extension face a circular courtyard, where an open-air garden and stone benches create an oasis for collaboration and contemplation. The courtyard connects back to the campus via two pathways between the original Isenberg building and the Business Innovation Hub. The buildings are fused by two bridges above the paths: the large bridge cloaked in copper becomes the gateway to the courtyard while the small bridge glazed with glass forms a visual continuity around the interior courtyard.
In the evening, the Business Innovation Hub glows from the life within – appearing as an inviting beacon on the campus and creating a lasting impression for campus visitors, staff and students.
NAME: Isenberg School of Management Business Innovation Hub
SIZE: 70,000 sqft / 6,500 sqm
LOCATION: Amherst, Massachusetts, USA
CLIENT: University of Massachusetts Building Authority
DESIGN ARCHITECT: BIG-Bjarke Ingels Group
ARCHITECT OF RECORD: Goody Clancy
COLLABORATORS: Richmond So Engineers, Arup, BIG IDEAS, Nitsch, VAV, Towers Golde, Haley & Aldrich, Acentech, HLB, SGH, PEER, WIL-SPEC, VGA, Lerch Bates, LN Consulting, Mohar Designs
PARTNERS-IN-CHARGE: Bjarke Ingels, Thomas Christoffersen, Beat Schenk, Daniel Sundlin
PROJECT LEADERS: Yu Inamoto, Pauline Lavie-Luong, Hung Kai Liao
TEAM: Alice Cladet, Amina Blacksher, Barbara Stallone, Beat Schenk, Cheyenne Vandevoorde, Daniel Kidd, Davide Maggio, Deborah Campbell, Denys Kozak, Derek Wong, Domenic Schmid, Douglass Alligood, Elena Bresciani, Emily Mohr, Fabian Lorenz, Francesca Portesine, Ibrahim Salman, Jan Leenknegt, Justyna Mydlak, Kai-Uwe Bergmann, Kristoffer Negendahl, Ku Hun Chung, Linda Halim, Lucas Hong, Manon Otto, Maria Eugenia Dominguez, Mustafa Khan, Nicolas Gustin, Pei Pei Yang, Peter Lee, Seoyoung Shin, Simon Lee, Terrence Chew, Tianqi Zhang, Tore Banke, Yehezkiel Wiliardy, Yixin Li
BIG - Bjarke Ingels Group, Public Buildings, USA
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Depression:
Depression is a mood disorder that is marked by feelings of sadness and inability to feel pleasure. Also called major depression, major depressive disorder or clinical depression, it affects how you feel, think and behave and can lead to a difficulty in completing even the smallest of tasks. Depression may make you feel as if life isn't worth living.
Depression isn't a weakness, nor is it something that you can simply "snap out" of. Depression may require long-term treatment. Many people with depression feel better with medication, psychological counseling or both. When these don't work, other treatments, may also may help.
For some people, depression symptoms are so severe that it's obvious something isn't right. Other people feel generally miserable or unhappy without really knowing why.
Depressive symptoms occur most of the day, nearly every day and may include:
Feelings of sadness, emptiness or unhappiness
Angry outbursts, irritability or frustration, even over small matters
Loss of interest or pleasure in normal activities, such as sex
Sleep disturbances, including insomnia or sleeping too much
Tiredness and lack of energy, so that even small tasks take extra effort
Changes in appetite — often reduced appetite and weight loss, but increased cravings for food and weight gain in some people
Anxiety, agitation or restlessness — for example, excessive worrying, pacing, hand-wringing or an inability to sit still
Slowed thinking, speaking or body movements
Feelings of worthlessness or guilt, fixating on past failures or blaming yourself for things that are not your responsibility
Trouble thinking, concentrating, making decisions and remembering things
Frequent thoughts of death, suicidal thoughts, suicide attempts or suicide
Unexplained physical problems, such as back pain or headaches
Causes:
It's not known exactly what causes depression. As with many mental disorders, a variety of factors may be involved, such as:
Biological differences. People with depression appear to have physical changes in their brains. The significance of these changes is still uncertain, but may eventually help pinpoint causes.
Brain chemistry. Neurotransmitters are naturally occurring brain chemicals that likely play a role in depression. When these chemicals are out of balance, it may be associated with depressive symptoms.
Hormones. Changes in the body's balance of hormones may be involved in causing or triggering depression. Hormone changes can result from thyroid problems, menopause or a number of other conditions.
Inherited traits. Depression is more common in people whose biological (blood) relatives also have this condition. Researchers are trying to find genes that may be involved in causing depression.
Life events. Traumatic events such as the death or loss of a loved one, financial problems, high stress, or childhood trauma can trigger depression in some people.
Complications:
Depression is a serious disorder that can take a terrible toll on individuals and families. Untreated depression can result in emotional, behavioral and health problems that affect every area of your life. Complications associated with depression may include:
Excess weight or obesity, which can lead to heart disease and diabetes
Alcohol or substance abuse
Anxiety, panic disorder or social phobia
Family conflicts, relationship difficulties, and work or school problems
Suicidal feelings, suicide attempts or suicide
Self-mutilation, such as cutting
Premature death from other medical conditions
When to see a doctor:
If you feel depressed, make an appointment to see your doctor as soon as you can. Depression often gets worse if it isn't treated. Untreated depression can lead to other mental and physical health problems or troubles in other areas of your life. Feelings of depression can also lead to suicide.
If you're reluctant to seek treatment, talk to a friend or loved one, a faith leader, or someone else you trust.
Still have questions? Please contact us anytime! We look forward to hearing from you.
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