text:
Q: Does CG 3.0 leak? I'm finding CG appears to have a memory leak.  I submitted a report via nvidia.com, but if you try this here:
If you remove the line that says
cgD3D11SetTextureParameter( g.theTexture, g.sharedTex ) ;

The leak stops.
Does CG 3.0 really leak?
Using ATI Radeon 5850 GPU / Windows 7 64-bit.

A: Yes, it leaks. Internally it creates a ShaderResourceView on every call, and never releases it. I think the API is ill-designed, they should have taken a ShaderResourceView* as a parameter to this function, instead of just a Resource*.
I posted about this on nvidia forums about 6 months ago and never got a response
Is your report posted publicly? Or some kind of private support ticket?

A: Yes, Cg 3.0 leaks every time you call cgD3D11SetTextureParameter(), causing your application's memory usage to climb. Unfortunately it makes Cg 3.0 with D3D11 completely unusable. One symptom of this is that, after a while of your application running, it will stop rendering and the screen will just go black. I wasted a lot of time trying to determine the cause of this before discovering the Cg bug.
If anybody is wondering why this isn't apparent with the Cg D3D11 demos, its because the few that actually use textures are so simple that they can get away with only calling cgD3D11SetTextureParameter() once at the start.
This same bug remains with Cg Toolkit 3.1 (April 2012).

A: jmp [UPDATE] ;; skip obsolete text segment
Could it be that Cg is being destroyed after d3d so it doesn't release the reference on time? Or vice-versa? such as the function acquiring the texture but not releasing it before d3d closes, because when you set a texture to a shader, the texture is acquired until shader resources are released somehow. You are destroying the d3d context, here:
    SAFE_RELEASE( g.d3d );
    SAFE_RELEASE( g.gpu );
Later on, you free the shader, as follows CleanupCg():
      cgDestroyProgram( g.v_vncShader );
      checkForCgError( "destroying vertex program" );
      cgDestroyProgram( g.px_vncShader );
      checkForCgError( "destroying fragment program" );
Try to change the order of the calls in a way you first release all resources from both cg and d3d, this: cgD3D11SetDevice( g.cgContext, NULL ); should also be called before releasing the d3d context, just in case.
UPDATE:
This should be different inside WinMain():
initD3D11() ;  // << FIRST you init D3D
initCg() ;     // << SECOND you init CG with the D3D pointers

initD2D1() ;   //
initVBs() ;

// Main message loop
while( WM_QUIT != msg.message ){ /* loop code */ }

CleanupDevice();   //// << FIRST you release all D3D, when Cg is still referencing it (why?).
CleanupCg();       //// << SECOND if something in the Cg runtime depend on d3dcontext which you just destroyed, it will crash or leak or do whatever it wants

so you should swap them to ensure Cg to free any d3d pointer:
CleanupCg();       //// << FIRST release Cg to ensure it's not referencing D3D anymore.
CleanupDevice();   //// << SECOND D3D isn't either referencing or being referenced by Cg, so just release it all

You could also provide the debugger output and other info as I asked down there, because you're basically saying "Cg seems to be broken, this is the whole code, look the line ###, is it broken?" but there are more than a thousand lines (1012) of C, C++ and shader code in your file, you basically provide no info but readily point to a Cg bug (based on... what?) which of course, if you're so sure, why would anyone look at the code if the code is fine? Which isn't by the way, not that I don't like it but... it got these little things such as the call ordering which are silly mistakes but that can make debugging a real hell, it's a clear bug, and I may also think that if I just looked into Main and found a bug, well there is a long way up to the render call and the Cg implementation, isn't it? I can't run the app on WinXP, but these errors are in the most predictable places :)
So... when your code is clean of any bug... ohh! look! what I've just found..
~VertexBuffer()
{
  SAFE_RELEASE( vb );
  SAFE_RELEASE( layout ) ;
}

turns out in VertexBuffer constructor you call iD3D->GetImmediateContext( &gpu ); and store the pointer in a private member, so... shouldn't you add:
SAFE_RELEASE( gpu ); // ? there are 3 VertexBuffers instances, so that's another memory leak.

Ok so there are some things you should fix in your code that cause memory leaks, and I just took a look on it, so you didn't really try. On the other hand, it seems your code is clear and full of explanations and I need to learn some DX11, so actually I should thank you for it. The downvote was somewhat rude though :P specially because I'm probably right, and other people would avoid reading your code as soon as the page displays.

redpajama_set_name: RedPajamaStackExchange


text:
Tightshift Worker Cooperative and Healing Work
Daniel Singer
Justin Schoville
Allison Rae Basile is organizing this fundraiser.
Created February 8, 2019
Greetings family! We are so thankful for all you've done to get us to where we are. Tightshift is launching a $50k crowdfunding campaign through June 30 as a part of a larger fundraising effort for our work.
While there are some historical examples, in recent times we see very few models for economic democracy (like worker cooperatives) truly accessible to people who have been incarcerated and others who have been most marginalized in our society. During Tightshift's first two years, we have learned a tremendous amount about the intersection of cooperative work, housing, and healing. We're excited to continue to learn and grow in community in a way that can be scaled and replicated. This fundraiser will help us pay for our healing house in the DC area, our land based healing work, and continue to support Tightshift's operations.
Tightshift works with people who are on a path to jail and provides an alternative path, one of beloved community, cooperative entrepreneurship, growing and eating healthy foods, and healing.
For more background and details, please read more below! You can also sign up to host a dinner party or invite us to speak at your group here
The Tightshift Story
Juan Reid grew up in the Bloomingdale neighborhood of Washington, DC, where he entered the criminal justice system as a 10 year old child. From that point, he never spent a year of his adolescence outside of a detention center. When he was 18, he was sentenced to 3 years in prison, which grew to 14 years as he continued to catch charges for fighting guards over denying him and other prisoners' basic rights like hot food and a daily hour of recreation. Seven of those years were spent in solitary confinement.
When he got out of jail, he was met with an unsupportive environment. Most employers wouldn't consider hiring him because of his criminal record. In his community, many others shared his situation, and often felt no choice but to engage in illegal activities in order to make ends meet, even though that put them at risk of going back to jail. Knowing they needed opportunities for economic self-determination and dignified work, with the help of Allison Basile, a local cooperative developer, they co-founded Tightshift Laboring Cooperative LLC, DC's first worker-owned business for returning citizens and other at-risk youth, and Building Bosses, a 501c3 fiscally sponsored cooperative support organization.
The Worker Cooperative
Tightshift launched in December 2016, and since then has provided moving, hauling, landscaping, and cleaning services in the DC metro area. Despite beginning with very few resources, we have completed over 300 jobs, generated $75k in revenue in 2017 and $80k in 2018, earned 5 Star ratings on Yelp, and employed 15 member apprentices (starting at $15/hr in 2016 and $17/hr today). Through a crowdfunding campaign and with the support of zero interest loans, Tightshift was able to purchase our own new 16' box truck in November 2018, after 2 years of operating with Uhaul rentals.
As one of the only worker cooperatives in Washington, DC, and one of the only worker cooperatives in the country started by and centering formerly incarcerated people, a part of our mission is to share the model with the public to increase support for this type of work. To date, we have shared our story and been featured in Next City Magazine , Yes! Magazine , Shareable , DCist , Good Magazine , WPFW's Taking Action Show , The Lorne Epstein Show , and Juan was the keynote speaker at the fall 2018 launch of the DC Employee Ownership Initiative , a program of the Washington Area Community Investment Fund and Citi.
Like other worker cooperatives around the country and world, Tightshift workers join as member apprentices on a 1,000 hour member apprentice track. Even during this period, financials and other information are shared openly, and people are encouraged to weigh in on operational decisions. We don't expect profits in the first several years, but in our first years we are using the resources we have to support member apprentices with food, transportation, and housing.
The biggest challenge with Tightshift's work is having consistent job for our people. Moving and hauling have good margins, but jobs are often inconsistent. Tightshift needs recurring jobs (which could include cleaning, landscaping, moving, hauling, or any other work we can train our apprentices in).
Housing and Healing
After starting Tightshift Laboring Cooperative, we learned quickly that work was not enough on its own. A big obstacle for our members to show up to jobs rested and on time was a lack of stable housing. To overcome this, we rented a home in University Park, MD, 10 minutes outside of DC, where we have housed 5 members and member apprentices throughout the year.
The Tightshift Healing House is more than a home. Members decided that a music studio would be a healing and community building project, so we used our resources to build a booth and buy studio equipment for the basement of the Healing House. We created a time bank where people in the community can access studio time in exchange for helping with Tightshift volunteer tasks. We also host meditation, yoga, movie nights, cook healthy food several times a week, and have an apothecary of herbs to support the minds and bodies of our community.
From 2018-2019, Tightshift will spend $35,000 on rent for the Healing House. With the voracity of development and gentrification happening in Washington, DC, it is important that we own our own space, preferably in the District itself. This space can also serve as a community space for people to build relationships, access training and education on cooperatives and other skills.
Tightshift members and member apprentices have faced significant trauma in their lives, including neglect, childhood sexual abuse, and being exposed to extreme violence. People who are a part of the Tightshift community are not accessing support, often because social services can feel isolating and not relevant to their lives. As we grow our resources for this work, Tightshift is creating healing programming rooted in relational culture building, storytelling, creating beloved community, trauma-informed therapy, herbalism, meditation, and more. In November 2018, we held our first Tightshift team retreat where we explored land, shared stories, helped build a yurt and a greenhouse, meditated, ate healthy delicious food, and played on golf carts. This is the type of work we'd like to do for longer time periods and with more frequency, because we see the ways it strengthens each person and our collective.
Part of the healing work needed is the opportunity for members to reconnect with the earth in a safe and supported environment. In 2018, Tightshift established a partnership with the School of Living Land Trust and gained access to 70 acres of land in Amherst, VA through an affordable, 99 year lease. We are raising funds in order to build a dormitory, outdoor kitchen, and capacity for the creation of healing programming.
The Support We Need
Currently, models for economic democracy and community self determination (like worker cooperatives and community land trusts) are rarely accessible to people who have been incarcerated and other people who are most marginalized from our current economy. By experimenting with the intersection of work, housing, and healing, the Tightshift team has learned a tremendous amount how to make these models accessible.
Short Term (Spring 2019): Tightshift is raising $50k in order to pay off its truck loans and wrap it with its logo.
In the Spring of 2018, Tightshift raised $30k toward a truck. In order to afford a newer truck and its insurance, Tightshift spent $75k and owes $45k to zero-interest lenders.
By raising community support for the remainder of the truck expenses, it will ease financial pressure and allow more resources to flow toward healing, learning, and direct food and transportation support for Tightshift members and member apprentices.
Medium Term (by 2022): In order to continue developing our worker cooperative and healing community that is accessible to formerly incarcerated people, Tightshift working to raise $1,150,000 by 2022 to create self-sustaining community infrastructure. By experimenting with the intersection of work, housing, and healing, the Tightshift team has learned many lessons of how to do this. Funds will go towards:
$475,000: Purchase a permanent Healing House and community space in the DC area (to replace our $35k annual rent).
$325,000: Build out a Healing Sanctuary on 70 acres in Amherst, VA, including building a dormitory, outdoor kitchen, farming equipment, and healing programming for 2 years.
$350,000: Support Tightshift's DC operations, expand paid training opportunities, member visits to other cooperatives around the country, increase coordinating capacity and business development, and equipment maintenance for 2 years.
Allison Rae Basile

redpajama_set_name: RedPajamaCommonCrawl


text:
Independent safety issue investigation into Queensland Coastal Pilotage
Download 6.09 Mb.
Size 6.09 Mb.
Queensland coastal pilotage
Coastal pilotage services
Coastal pilot working arrangements
Pilot recruitment and training
Risk event and incident reporting
Great Barrier Reef and Torres Strait Vessel Traffic Service (REEFVTS)
Coastal pilotage in a system of safety
Submissions to the draft investigation report
ATSB investigation findings
ATSB TRANSPORT SAFETY REPORT
Marine Safety Issue Investigation
MI-2010-011
Independent safety issue investigation into
Released in accordance with section 25 of the Transport Safety Investigation Act 2003
Published by: Australian Transport Safety Bureau
Postal address: PO Box 967, Civic Square ACT 2608
Office: 62 Northbourne Avenue Canberra, Australian Capital Territory 2601
Telephone: 1800 020 616, from overseas +61 2 6257 4150
Accident and incident notification: 1800 011 034 (24 hours)
Facsimile: 02 6247 3117, from overseas +61 2 6247 3117
Email: atsbinfo@atsb.gov.au
Internet: www.atsb.gov.au
In the interests of enhancing the value of the information contained in this publication you may download, print, reproduce and distribute this material acknowledging the Australian Transport Safety Bureau as the source. However, copyright in the material obtained from other agencies, private individuals or organisations, belongs to those agencies, individuals or organisations. Where you want to use their material you will need to contact them directly.
ISBN and formal report title: see 'Document retrieval information' on page 7
THE AUSTRALIAN TRANSPORT SAFETY BUREAU ix
TERMINOLOGY USED IN THIS REPORT xi
EXECUTIVE SUMMARY xiii
Queensland coastal pilotage safety investigation 1
Queensland coastal pilotage 1
Background of the investigation 2
Scope 3
Methodology 4
Investigation report structure 5
2 GENERAL INFORMATION 7
Queensland's coast 7
The Great Barrier Reef and Torres Strait 8
Shipping and traffic density 8
Protective measures 9
Shipping routes 10
Compulsory pilotage area 10
History of coastal pilotage services 14
Pilotage services in 2011 17
Legislation and regulations 18
The pilotage providers 19
The pilots 21
Coastal vessel traffic service 24
Past reviews into coastal pilotage 25
3 DISCUSSION AND ANALYSIS 33
Essential elements of a pilotage service 33
Safety management system 34
System of safety 36
Reducing risk in Queensland coastal pilotage 36
Coastal pilotage safety management 39
Marine Orders Part 54 39
The situation in 2011 42
Coastal pilotage management 44
Pilotage provider safety management systems 44
Recruitment of pilots 47
Pilot working arrangements 49
Training and licensing of pilots 58
Pilot transfer arrangements 72
Risk event reporting 76
Audits and reviews 84
Conduct of pilotages 86
Passage plans 87
Plan execution and piloting 90
Summary 92
Pilot rest, work and fatigue 93
Fatigue 93
Fatigue management plan 94
Rest before pilotage 95
Rest during pilotage 101
Check pilot system 106
The check pilot concept 107
AMSA process and assessment criteria 108
Assessment practices and outcomes 109
REEFVTS 118
Working relationships in pilotage 123
Pilot transfer related issues 124
Funding for training – the training levy 126
Work allocation and contract related issues 128
Interaction with AMSA 132
Pilotage sector stakeholder views 134
Initial submissions 135
Submissions to the draft report 140
Assessment of views 147
Coastal pilotage in a system of safety 148
3 FINDINGS 151
Context 151
Safety factors 151
Other key findings 154
4 SAFETY ACTION 155
Australian Maritime Safety Authority 155
Marine Orders Part 54 155
Pilot training and professional development 157
Pilot fatigue management plan 158
Risk event and incident reporting 160
Great Barrier Reef and Torres Strait Vessel Traffic Service 162
Maritime Safety Queensland 163
Australian Reef Pilots 164
Hydro Pilots 166
Torres Pilots 167
APPENDIX A: COASTAL PILOT SURVEY SUMMARY 169
APPENDIX B: PILOTAGE INCIDENTS SUMMARY 193
APPENDIX C: MARINE ORDERS PART 54 EXTRACTS 197
APPENDIX D: CHECK PILOT SYSTEM ITEMS 205
APPENDIX E: SOURCES AND SUBMISSIONS 209
DOCUMENT RETRIEVAL INFORMATION
282-MI-2010-011
Independent safety issue investigation into Queensland Coastal Pilotage.
Prepared By
Australian Transport Safety Bureau
PO Box 967, Civic Square ACT 2608 Australia
www.atsb.gov.au
The chart sections in this publication are reproduced by permission of the Australian Hydrographic Service. © Commonwealth of Australia 13 October 2002. All rights reserved. Other than for the purposes of copying this publication for public use, the chart information from the chart sections may not be extracted, translated, or reduced to any electronic medium or machine readable form for incorporation into a derived product, in whole or part, without the prior written consent of the Australian Hydrographic Service.
Photograph used on the cover of this publication is courtesy of The Courier Mail.
On 16 December 2010, the ATSB released the findings of its investigation of the 2009 grounding of the piloted tanker Atlantic Blue in the Torres Strait. The Australian Maritime Safety Authority (AMSA) indicated that it was concerned that these findings might point to broader systemic issues affecting the safety of coastal pilotage operations. Notably, AMSA advised that it felt the ATSB was ideally placed to investigate these issues given the ATSB's independence and investigative powers and that it would be pleased to see the ATSB investigate this matter. The findings of previous ATSB investigations and a number of coastal pilotage reviews also indicated that there may be safety issues. Consequently, the ATSB initiated a systemic safety issue investigation into Queensland coastal pilotage.
The ATSB obtained information for the investigation through a survey of all 82 licensed coastal pilots and submissions from 15 stakeholders, including the two main pilotage providers. Further evidence was obtained by interviewing 22 pilots and meeting all three providers, AMSA and other key stakeholders. Other material taken into account by the investigation included past and present issues of Marine Orders Part 54 (MO 54), the regulatory instrument governing coastal pilotage, as well as previous reviews of the coastal pilotage regime.
The report identifies that under successive issues of MO 54, no organisation(s), including the pilotage providers, has been made clearly responsible and held accountable for managing all the safety risks associated with pilotage operations. This resulted in the effective devolution of responsibility for managing the most safety critical aspects of pilotage to the individual pilots. The report also identifies systemic issues with the potential to affect future safety relating to pilot training, fatigue management, risk event reporting, check pilotage and the utilisation of coastal vessel traffic services. Action has been taken by AMSA to address these safety issues. The ATSB has issued three recommendations to AMSA and two recommendations to each provider to take action to fully address four safety issues.
THE AUSTRALIAN TRANSPORT SAFETY BUREAU
The Australian Transport Safety Bureau (ATSB) is an independent Commonwealth Government statutory agency. The Bureau is governed by a Commission and is entirely separate from transport regulators, policy makers and service providers. The ATSB's function is to improve safety and public confidence in the aviation, marine and rail modes of transport through excellence in: independent investigation of transport accidents and other safety occurrences; safety data recording, analysis and research; fostering safety awareness, knowledge and action.
The ATSB is responsible for investigating accidents and other transport safety matters involving civil aviation, marine and rail operations in Australia that fall within Commonwealth jurisdiction, as well as participating in overseas investigations involving Australian registered aircraft and ships. A primary concern is the safety of commercial transport, with particular regard to fare-paying passenger operations.
The ATSB performs its functions in accordance with the provisions of the Transport Safety Investigation Act 2003 and Regulations and, where applicable, relevant international agreements.
Purpose of safety investigations
The object of a safety investigation is to identify and reduce safety-related risk. ATSB investigations determine and communicate the safety factors related to the transport safety matter being investigated. The terms the ATSB uses to refer to key safety and risk concepts are set out in the next section: Terminology Used in this Report.
It is not a function of the ATSB to apportion blame or determine liability. At the same time, an investigation report must include factual material of sufficient weight to support the analysis and findings. At all times the ATSB endeavours to balance the use of material that could imply adverse comment with the need to properly explain what happened, and why, in a fair and unbiased manner.
Developing safety action
Central to the ATSB's investigation of transport safety matters is the early identification of safety issues in the transport environment. The ATSB prefers to encourage the relevant organisation(s) to initiate proactive safety action that addresses safety issues. Nevertheless, the ATSB may use its power to make a formal safety recommendation either during or at the end of an investigation, depending on the level of risk associated with a safety issue and the extent of corrective action undertaken by the relevant organisation.
When safety recommendations are issued, they focus on clearly describing the safety issue of concern, rather than providing instructions or opinions on a preferred method of corrective action. As with equivalent overseas organisations, the ATSB has no power to enforce the implementation of its recommendations. It is a matter for the body to which an ATSB recommendation is directed to assess the costs and benefits of any particular means of addressing a safety issue.
When the ATSB issues a safety recommendation to a person, organisation or agency, they must provide a written response within 90 days. That response must indicate whether they accept the recommendation, any reasons for not accepting part or all of the recommendation, and details of any proposed safety action to give effect to the recommendation.
The ATSB can also issue safety advisory notices suggesting that an organisation or an industry sector consider a safety issue and take action where it believes appropriate, or to raise general awareness of important safety information in the industry. There is no requirement for a formal response to an advisory notice, although the ATSB will publish any response it receives.
TERMINOLOGY USED IN THIS REPORT
Occurrence: accident or incident.
Safety issue investigation: An investigation focusing on an aspect of the transport system that has been associated with potential concern (rather than focussing on a specific accident or incident). It examines the adequacy of the existing risk controls related to the topic of interest, and the reasons why the controls may or may not be appropriate.
Safety factor: an event or condition that increases safety risk. In other words, it is something that, if it occurred in the future, would increase the likelihood of an occurrence, and/or the severity of the adverse consequences associated with an occurrence. Safety factors include the occurrence events (e.g. engine failure, signal passed at danger, grounding), individual actions (e.g. errors and violations), local conditions, current risk controls and organisational influences.
Other key finding: any finding, other than that associated with safety factors, considered important to include in an investigation report. Such findings may resolve ambiguity or controversy, describe possible scenarios or safety factors when firm safety factor findings were not able to be made, or note events or conditions which 'saved the day' or played an important role in reducing the risk associated with an occurrence.
Organisational influences: The conditions that establish, maintain or otherwise influence the effectiveness of an organisation's risk controls.
Safety issue: a safety factor that (a) can reasonably be regarded as having the potential to adversely affect the safety of future operations, and (b) is a characteristic of an organisation or a system, rather than a characteristic of a specific individual, or characteristic of an operational environment at a specific point in time.
Risk level: The ATSB's assessment of the risk level associated with a safety issue is noted in the Findings section of the investigation report. It reflects the risk level as it existed at the time of the occurrence. That risk level may subsequently have been reduced as a result of safety actions taken by individuals or organisations during the course of an investigation.
Safety issues are broadly classified in terms of their level of risk as follows:
Critical safety issue: associated with an intolerable level of risk and generally leading to the immediate issue of a safety recommendation unless corrective safety action has already been taken.
Significant safety issue: associated with a risk level regarded as acceptable only if it is kept as low as reasonably practicable. The ATSB may issue a safety recommendation or a safety advisory notice if it assesses that further safety action may be practicable.
Minor safety issue: associated with a broadly acceptable level of risk, although the ATSB may sometimes issue a safety advisory notice.
Safety action: the steps taken or proposed to be taken by a person, organisation or agency in response to a safety issue.
On 16 December 2010, the ATSB released the final report of its safety investigation into the February 2009 grounding of the piloted tanker Atlantic Blue in the Torres Strait. The report identified deficiencies in the safety management of Queensland coastal pilotage operations, similar to the safety issues identified by the ATSB in previous safety investigations. In response to the ATSB's findings, the Australian Maritime Safety Authority (AMSA), in its capacity as the coastal pilotage safety regulator, indicated its concern that there might be systemic issues affecting the safety of coastal pilotage operations, arising in particular, from the impact of commercial competitive pressures. Furthermore, AMSA felt that, given the ATSB's independence and investigative powers, the ATSB was ideally placed to investigate these issues and indicated that it would be pleased to see the ATSB investigate this matter. Consequently, the ATSB initiated a systemic safety issue investigation into Queensland coastal pilotage.
In 1991, Australia introduced a system of compulsory coastal pilotage to protect the sensitive Great Barrier Reef (GBR) environment which lies in Queensland's coastal waters. The GBR and Torres Strait are both recognised as particularly sensitive sea areas (PSSA).1 To protect these PSSAs, Australia requires large ships2 to use the services of an AMSA licensed coastal pilot3 when navigating the Torres Strait, the Inner Route of the GBR north of Cairns (Inner Route), the Hydrographers Passage off Mackay, and the Whitsunday Islands area.
The coastal waters of Queensland are the only area in Australia where coastal pilotage takes place. All coastal pilotages are undertaken by a single pilot. Depending on a ship's speed, an Inner Route transit takes between 25 and 40 hours, making it the longest single-handed pilotage in the world. Transits of the Torres Strait and the Hydrographers Passage, the two other main routes, take 8 to 10 hours and 5 to 7 hours, respectively.
In July 1993, when AMSA took over responsibility for coastal pilotage from the Queensland Government, an annual average of about 2,300 piloted ships transited the three main pilotage routes. In 2010, more than 4,700 piloted ships transited these routes. Piloted traffic in the region has, therefore, doubled in less than 20 years as the economies of Queensland and Australia have expanded. Shipping traffic in the region is forecast to increase at a greater rate with traffic in the southern part of the GBR expected to double over the 10 years to 2020.4 A proportion of that increased traffic will transit the compulsory coastal pilotage areas and piloted traffic in the region will probably increase at a faster rate than seen since 1993.
Since July 1993, there have been five collisions and nine groundings (including the grounding of Atlantic Blue) during a coastal pilotage. All of those incidents were mainly the result of the inadequate management of the pilotage or navigation and not due to extraordinary circumstances beyond the control of the pilot or crew. None of the incidents resulted in serious pollution or loss of life and damage to the ships involved was limited (i.e. these incidents were not classified as 'very serious casualties'5).
Any serious shipping incident in the GBR or Torres Strait can have potentially severe and unacceptable consequences in these environmentally sensitive areas. In 2012, a United Nations report focused the attention of the international and Australian community on risks to the GBR environment.6 The report documented 'extreme concern' over increased developments, including ports and infrastructure, in and around the GBR. Recommendations included that Australia sustain and increase efforts and resources to conserve the GBR environment, and that new developments outside existing long-established major port areas not be permitted.
Coastal pilotage is a critical defence against a shipping incident about which other defences within the broader safety system to protect the GBR and Torres Strait are centred. Other measures, such as vessel traffic services and a comprehensive system of navigational aids, complement and assist with the coastal pilotage task. Coastal pilots oversee the passage of large cargo or passenger ships along the long and navigationally challenging shipping routes in areas which are prone to strong winds and tides. The ships are often constrained by their draught7 and the proximity of shoal waters means there is little margin for navigational error. Coastal pilots have a key role in mitigating a critical risk to Australia's most sensitive marine environment and therefore it is essential that the service provided by this small cadre of specialist coastal navigators is as safe and effective as it can be.
ATSB investigation
The ATSB safety issue investigation into Queensland coastal pilotage included a 92 question survey of all 82 licensed coastal pilots in January 2011. The survey questions were based on confidential, de-identified, pilot-reported safety concerns supplied by AMSA, matters identified in past reviews, various aspects of safety management and other relevant issues. Collectively, the pilots' survey responses were a principal source of evidence for the investigation.
Following the survey, 22 pilots were interviewed by the investigation team. The ATSB held meetings with all key stakeholders, including AMSA and the three private companies authorised by AMSA as 'pilotage providers' who assign licensed pilots to ships. The ATSB also obtained pilotage related records from AMSA and the pilotage providers. Fifteen stakeholders made submissions at the outset of the investigation.
A draft investigation report, identifying the safety issues, was prepared using the evidence collected and, in December 2011, was provided to all stakeholders for comment. Eighty-nine submissions on the draft report were received from pilots and organisational stakeholders. Additional evidence and information in the submissions was used to finalise the investigation report.
There are three providers of coastal pilotage services operating in direct competition with each other. The two larger pilotage providers, Australian Reef Pilots and Torres Pilots, service all of the pilotage areas and, between them, have 95 per cent of the market share. Both of these companies were formed in 1993 from the former Queensland Government regulated monopoly pilot service when economic regulation was discontinued, thus allowing competition in coastal pilotage. Hydro Pilots, the smallest provider, was established in 1996 and services only the Hydrographers Passage.
At the time of the ATSB survey, all coastal pilots were self-employed and exclusively contracted to either Australian Reef Pilots or Torres Pilots with the exception of two pilots contracted to Hydro Pilots. The three pilotage providers compete with each other for pilot bookings from ship owners or their agents. The providers assign their contractor pilots to booked ships and arrange pilot transfers using boats or helicopters.8 Hence, the actual pilotage service on any ship is provided by an individual contractor pilot.
Marine Orders Part 54
From 1993 onward, the regulatory framework for the safety of coastal pilotage operations has been contained in five successive issues of Marine Orders Part 54 (MO 54), regulations formed under the Commonwealth's Navigation Act 1912 and administered by AMSA.
In 2001, issue 3 of MO 54 introduced the requirement for a pilotage provider to implement a safety management system (SMS) for its operations and areas of responsibility. A provider was defined as 'a person who assigns or allocates a pilot' to a ship's transit, consistent with their existing role and functions (to manage pilot bookings, assign pilots and arrange pilot transfers). Consequently, provider SMSs pertained only to their operations, primarily assigning pilots to ships and pilot transfer services. The SMSs did not contain any specific content directly related to the actual pilotage task (e.g. standard operating procedures).
Also under MO 54 (issue 3), the responsibility for the safe conduct of a pilotage was specifically assigned to an individual pilot, consistent with the existing roles of pilots and providers. This reinforced the situation where each pilot had a unique piloting system including procedures and passage plans. While similar, no two pilots' systems were the same. Since 2003, the adequacy of these different piloting systems, and the competency of pilots, has been assessed by their peers who are AMSA-licensed 'check pilots'.
In 2006, issue 4 of MO 54 superseded issue 3 but largely retained the features described above. In December 2010, when the ATSB initiated this investigation, issue 4 of MO 54 was in force. Its provisions have largely shaped coastal pilotage operations until the time of the investigation and the survey in 2011 and hence, issue 4 directly relates to the subjects discussed in the investigation report.
On 1 July 2011, more than 6 months after the ATSB investigation started, issue 5 of MO 54 came into force. While issue 5 has a number of revised provisions relating to important areas such as SMSs and pilot boat standards, it still does not clearly assign the responsibility for the overall management of safety risks associated with pilotage to any organisation(s). Issue 5 was to be reviewed from 1 July 2012 (i.e. 12 months after its implementation).
The safety management of coastal pilotage differs from the modern, systems-based approach used in many Australian ports, where an SMS has been introduced to cover all safety aspects of pilotage operations. These SMSs have been implemented by the organisation responsible for the day-to-day management of pilotage in the port, i.e. a 'pilot organisation'. Their objective is to reduce all of the identified safety risks associated with the port's pilotage operations to as low as reasonably practicable and support pilots in the performance of their safety critical task. Consequently, the SMSs aim to provide risk-analysed, best-practice procedures, including standard passage plans for their port/pilotage areas, i.e. a 'pilotage SMS'. The adequacy of these port pilotage SMSs is currently assessed through internal and external audits, in some cases by safety regulators, and reviews of the SMSs are regularly undertaken for continuous improvement.
However, in coastal pilotage, it is the individual pilots and check pilots, rather than the providers contracting them, who have responsibility for the safe management of pilotage operations. The providers mainly manage the bookings and logistics of pilotage services and there is no pilot organisation(s) identifying or managing all the safety risks associated with the actual pilotage task. The absence of a pilot organisation(s) defines the culture within the coastal pilotage sector, including working relationships, and impacts all pilotage related operations.
Standard passage plans
When this investigation was initiated, there were no standard passage plans or standard procedures for the various pilotages in the GBR and Torres Strait region. Hence, ship's crews could not effectively prepare for a pilotage as the passage plan prepared by the crew in advance often had to be changed to reflect the individual plan of a pilot after he boarded. The same pilotage using a different pilot can also vary significantly. Each pilot employs different practices in the overall conduct of the pilotage and may provide different guidance, take different rest breaks during the long pilotages and have differing expectations of the crew.
In July 2011, AMSA posted an industry passage plan (IPP) model on its website to address the issue of non-standard passage plans. Issue 5 of MO 54 requires that all pilots must prepare detailed passage plans that use the IPP model and carry hard and electronic copies of the model plan. Ships can also request pilotage providers for the latest edition of the IPP or download an electronic copy via the internet.
Coastal pilots are remunerated a set amount (depending on the pilotage area/route) for each discrete pilotage they perform, regardless of the time they are away from home on duty. They have no paid leave or other entitlements. Hence, the greater the number of pilotages performed by a pilot, the more the pilot will earn. Faster ships, higher paying pilotage routes and minimal periods between consecutive pilotages offer a better financial return for a pilot's time. This remuneration framework has the potential to create a strong incentive to complete a pilotage quickly rather than as safely as possible. In the survey, half of the pilots asserted that financial disadvantage conflicts with the importance they aim to give to safety, largely because they are actively competing for work with other pilots contracted to the same provider.
A pilot's fee for a pilotage is decided and set by the pilotage provider, with no input from the pilot. There is no set hourly or daily wage rate for coastal pilots (through regulation or otherwise). The majority of pilots have indicated they would prefer to be employees rather than contractors for the certainty and security of income and conditions. In general, the survey and submissions indicated a high level of discontent amongst pilots. At the time of the survey, five licensed pilots had effectively been dismissed by their provider by not being allocated work or offered a valid contract. In the 12 months following the survey, a further eight pilots left coastal pilotage for other employment and at least five others retired.
Trainee pilots are recruited by the pilotage providers if they meet AMSA's requirements for a trainee pilot licence. These requirements include qualifications as a ship's master and recent seagoing experience. However, experience in the GBR or Torres Strait regions (local area experience) has not been a requirement since 1993, and most trainee pilots recruited after 2000 had little or no local area experience when they started.
Once issued with a trainee pilot licence, trainees fund most of their own training and receive reduced or no remuneration during that time. The providers see their role as merely providing a trainee pilot with the opportunity to complete the AMSA training program. The program is based on 'self-learning' by observing different pilots and generally requires a trainee to complete at least four transits of a pilotage area with a check pilot. At least one of the four transits must be fully assessed in accordance with the check pilot system.
In the absence of a pilotage SMS, including standard procedures and passage plans, a trainee pilot tends to develop a piloting system similar to but not necessarily the same as those he has observed. Initial training is not augmented with bridge simulator courses focused on coastal pilotage and there is no training in the use of electronic charting or equivalent systems.
Trainee pilots usually obtain a restricted licence in a couple of months (generally after completing a few more transits than the minimum of four). They can then pilot independently and earn an income. During the year or so that it usually takes them to obtain a full licence (without ship type or draught restrictions), new pilots gain more local area experience and develop their skills and individual piloting systems. For a new pilot with little or no previous local area experience, it is the transits undertaken in the first couple of years of piloting which provide the experience, knowledge and skill necessary for a local knowledge expert to operate confidently in a range of conditions and areas, particularly in confined passages.
Ongoing training consists of a mandatory course (usually 3 to 5 days) approved by AMSA for coastal pilot professional development once every 4 years. Both main pilotage providers pay the course fee for mandatory professional development courses for their contracted pilots while the pilots cover other costs, such as their travel and accommodation.
Pilot fatigue
The long coastal pilotages, particularly in the Inner Route, mean that pilot fatigue is a significant risk. A fatigue management plan has been implemented by AMSA based on mandatory rest periods before pilotage and between tours of duty, and minimum 'leave' periods. Pilots are expected to self-manage their fatigue during the actual pilotage where AMSA acknowledges that they need to rest, particularly during the long Inner Route pilotage.
The fatigue management plan does not prescribe the use of any method for predicting potential fatigue levels (best and worst case scenarios) nor is there measurement or assessment of actual levels of fatigue or the amount and quality of sleep that a pilot is able to have. Conditions during a pilotage, such as weather, traffic and the ship's crew or equipment, may not allow the pilot to get the expected rest. In addition, a pilot's travel and transfer time before boarding a ship have sometimes been included in the mandated rest periods, contrary to fatigue plan requirements.
The ATSB survey, pilot interviews and submissions indicated that pilot transfer services are a major source of discontent amongst most pilots because of long waiting times due to the scheduling of pilot boat or helicopter transfers and/or the condition of pilot boats.9 Transfers in the Torres Strait and Hydrographers Passage involve long distances and are influenced by factors such as the weather and transfer scheduling. In these areas, transfer times of 2 hours are common and, at times, can be much more. Scheduling transfers to carry more than one pilot minimises the provider's costs but may also lead to additional waiting time for pilots. The survey suggested that travel and transfer time significantly affect the adequacy of a pilot's rest before a pilotage.
The check pilot system
In the absence of a pilotage SMS promulgating uniform practices and procedures, AMSA's check pilot system is relied on to assure safe pilotage standards (instead of a holistic SMS that includes a check pilot system). The AMSA system combines a pilot competency assessment, the usual function of a check pilot system, with an audit of the individual pilot's system of pilotage against certain AMSA-defined criteria. With so many different piloting systems, including the check pilot's own system, it is difficult for a check pilot to make objective and consistent assessments. Furthermore, AMSA's guidance states that an assessment is only the check pilot's opinion, not an indication of the assessed pilot's competence or capability.
Although check pilots are effectively acting as AMSA's delegates in the process, they are remunerated by the provider to assess contracted pilots. Assessing a pilot as 'overall unsatisfactory' (i.e. fail) can severely affect the failed pilot's livelihood and disrupt the provider's operations.
In case of an overall unsatisfactory assessment of an individual pilot, AMSA has a formal process to review the check pilot's assessment. However, in the 550 check pilot assessments conducted until 2011, an AMSA review had never taken place because no pilot had been assessed as 'overall unsatisfactory'. Analysis of these assessments by the ATSB showed that there can be a significant number of unsatisfactory findings with respect to different criteria without an 'overall unsatisfactory' rating. Furthermore, while a wealth of information has been gathered through the assessments, it has not been used by anyone to continuously improve pilotage practices or analyse the training needs of coastal pilots.
Reporting of risk events, near misses and incidents is critical to understanding and mitigating the risks to the safety of navigation in the GBR and Torres Strait. The survey of pilots showed that the number of grounding or collision risk events which they claimed to have experienced was about 10 times the number of reports of such events in records held by AMSA and the providers. The main reasons given by pilots for under-reporting risk events are personal disadvantage, lack of corrective action and financial or organisational pressure; all these reasons largely related to their providers.
Another concern is the claimed incidence of collision risk events between piloted ships. The survey indicated that such high risk events occurred about once a month and usually involved the pilots of competing pilotage providers. A number of the pilots' comments indicated that a lack of understanding each other's intentions and/or communication was a factor in these cases due to an underlying reluctance to contact a pilot from a competing provider. This may be attributed to the fact that some pilots consider other pilots, including those contracted to their own provider, as competitors.
The comments of pilots (in the survey, at interview and in submission) indicated that, in general, they were not aware of the capability and limitations of REEFVTS to monitor shipping and issue warnings to help avoid a serious incident. The service's potential to support pilotage can be fully realised only when pilots better understand its systems and by improvements to the automated warning systems to ensure that they are optimally set up for the early detection of hazardous situations in all areas, particularly those areas in the Inner Route where pilots usually leave the bridge to rest.
In recognition of the potentially severe and unacceptable environmental consequences of a serious shipping incident in the Torres Strait or GBR, Australia has a number of defences in the broader system of safety to protect the region. Coastal pilotage is the final layer in defences that include REEFVTS, enhanced ship routing and modern navigational aids, through which AMSA has enhanced the safety of navigation in the area.
However, while coastal pilotage is a critical defence, its safety management has lacked a pilot organisation responsible for managing all the risks associated with pilotage operations on a day-to-day basis. This safety issue is central to other issues and impacts all pilotage operations and related activities. The defence that a pilot provides against an incident can be much more effective when supported by a systems-based approach to managing risk through a pilot organisation's SMS.
In the absence of organisational responsibility for the actual task of pilotage, the organisational influences of current pilotage providers affect all their business activities related to pilotage services. The contractual working arrangements of pilots and generally poor working relationships with their providers are a result of these organisational influences. A particular feature that promotes competition between pilots is their 'per job' (instead of time based) system of remuneration.
The sole objective of compulsory coastal pilotage is to provide assurance that the risk of a shipping accident in the GBR and Torres Strait PSSAs is reduced to as low as reasonably practicable or ALARP. This can only be effectively achieved by a pilot organisation(s) that actively and systematically manages all foreseeable safety risks in providing pilotage services with an appropriate level of guidance and oversight by the safety regulator. Further, the implementation of an effective safety management system in coastal pilotage can only be achieved by an organisation which promotes and fosters an effective organisational and industry safety culture with a business imperative to provide the safest possible coastal pilotage service.
Eighty-nine stakeholders, including 71 pilots made submissions on the draft investigation report. Fifty-one pilots indicated support for the draft report/findings, two pilots opposed it and 18 submitted no comment without indicating whether or not they agreed with the report/findings. The submission from AMSA included safety action to address the safety issues identified in the report. The pilotage providers were opposed to the draft report and its findings and, effectively, did not propose any safety action. A number of stakeholders were positive that safety issues had been identified, a few made no significant comment and one organisation opposed some of the investigation's findings.
The submissions served to highlight that addressing any safety issues in this fragmented pilotage sector is complicated.
The following summarise the safety issues identified by the ATSB:
Successive issues of MO 54 have not assigned the responsibility for the overall management of the safety risks associated with pilotage operations, including the task of pilotage itself, to pilotage providers or any other organisation(s). Therefore, no organisation has taken on the role of managing risk during pilotage on a day-to-day basis and developed a safety management system that addresses safety risks associated with all operations, including those during pilotage. Instead, each coastal pilot has his own piloting system and passage plans, and ship crews could not always obtain a passage plan before the pilot boarded. These multiple piloting systems increase the potential for less than optimal pilotage practices and are outside the scope of AMSA audits of provider safety management systems. The individual systems of pilots are only assessed by their peers under AMSA's delegated check pilot system.
The effectiveness of the check pilot system is limited by the absence of standards against which to make objective assessments. The system is impacted by conflicts of interest as a result of complex working relationships and check pilots assessing peers on behalf of AMSA where an 'overall unsatisfactory' assessment (i.e. fail) could disadvantage the assessed pilot, the check pilot or the pilotage provider remunerating him. In addition, there is no formal review of assessments to help achieve continuous improvement and inform corrective action, unless a pilot is assessed as 'overall unsatisfactory' (which has never occurred).
The effectiveness of the pilot training program is limited by the absence of a pilotage safety management system, electronic charting systems training and the use of bridge simulators to augment shipboard transits for initial training. The mainly self-funded trainee pilots are also motivated to complete the training program quickly so they can pilot independently and earn to their potential. New pilots with little or no local area experience undertaking the program probably gain the experience, knowledge and skill appropriate for a local knowledge expert to operate in a range of conditions only after a couple of years of piloting.
The effectiveness of the fatigue management plan depends mainly on a self-managed approach and individual pilots face potentially conflicting priorities related to the impact on their earnings. The plan relies on the self-reporting of rest periods and evidence indicates that pilot travel and transfer times have sometimes been included (incorrectly) in rest periods. During long Inner Route pilotages, pilots may not be able to manage their anticipated rest adequately due to constraints imposed by weather, traffic or other circumstances. The plan's effectiveness is further limited as it does not take into account variations in sleep patterns due to irregular working hours, the actual sleep a pilot achieves and the effect of multiple consecutive pilotages.
The apparent level of under-reporting of risk events, including near miss groundings and collisions, means valuable opportunities for improved risk management are being lost because many pilots believe they may be personally disadvantaged by reporting. Ad hoc, informal reports made by pilots in the past were not recorded or analysed by AMSA.
The potential for REEFVTS to support pilotage is under-utilised because many pilots are not fully aware of the service's ship traffic monitoring capability and limitations, and its value as an additional 'bridge resource'. Safety enhancements can also be achieved by focusing on improvements to the service's automated warning systems to ensure that they are optimally set up for the early detection of hazardous situations in all areas, particularly those areas where pilots usually leave the bridge to rest.
The ATSB also found that, since the safety of pilotage operations is not the responsibility or the highest priority of pilotage providers, this is reflected in organisational influences that affect all their business activities related to pilotage services and pilots. The providers mainly operate a pilot booking and transfer service. The generally poor working relationships that pilots have with their providers are related to their contractual working arrangements and the 'per job' basis of remunerating pilots, which also promote competition between pilots. The areas impacted by these factors include fatigue management, the check pilot system and the incidence of risk events and their reporting.
Another key finding of the investigation is that the effectiveness of the broader system of safety protecting the GBR and Torres Strait PSSAs has been enhanced through a number of measures, including compulsory coastal pilotage, REEFVTS, ship routing and navigational aids. These are all measures attributable to AMSA's action with the assistance of other agencies such as Maritime Safety Queensland, the state's maritime regulator.
Safety action
Action has been taken or proposed by AMSA to address the safety issues identified. In addition to publishing the industry passage plan (IPP) model, significant action includes initiating the development of standard operating procedures for the task of conducting a pilotage. Following AMSA audits of the safety management systems of pilotage providers in January 2012, each provider has undertaken to develop such standard procedures for the pilots that they assign to ships.
In addition, a review of the provisions of MO 54, issue 5 by AMSA (from 1 July 2012) will seek to more clearly assign and articulate the responsibility of a pilotage provider for the overall management of safety risks associated with pilotage operations. In this respect, the Navigation Act 2012 (received the Royal Assent on 13 September 2012) includes a significantly revised, much broader definition for a pilotage provider that is consistent with an organisation that can be assigned responsibility for the overall safety management of pilotage under MO 54.
In 2012, AMSA initiated reviews of the check pilot system and the pilot training program which should complement improvements expected through passage plans based on the IPP model and standard pilotage procedures. Workshops that focus on pilot training have been hosted by AMSA, a pilotage training steering committee has been formed, and AMSA is considering the use of bridge simulators and the independence of check pilots.
Improvements to pilot fatigue management being considered by AMSA include going beyond straight rostering and hours on/off, and encouraging providers to develop fatigue management plans. In addition, AMSA will investigate the merits of a requirement for two pilots to conduct pilotages in the Inner Route.
To improve risk event reporting, AMSA implemented an on-line reporting system in 2012 and is considering opportunities to encourage pilot feedback and reporting through an increasing use of electronic exchange of information. The REEFVTS annual review process and invigorated stakeholder interaction will be used to enhance the service in areas identified by the ATSB investigation.
The ATSB has issued three recommendations to AMSA to fully address the central safety issue related to assigning responsibility for the overall safety management of pilotage to an organisation(s), and the issues concerning pilot training and fatigue management. Action to address the central issue is essential and will impact on the effectiveness of all other safety action taken.
The ATSB has also issued two recommendations to each of the three pilotage providers to take safety action in relation to fatigue management and risk event reporting that will support and facilitate the action taken by AMSA to address those safety issues.
Directory: media
media -> Applications to Drill
media -> Unicef voices of Youth Chat Theme: Children and aids nigeria and Zimbabwe 13 October 2006 Background
media -> Tsunami Terror Alert: Voices of Youth
media -> Biblical Eschatology Presentation by: D. Paul Beck May 4, 2016 Ground Rules
media -> Guide to completing the collection using the Omnibus system
media -> The milk carton kids
media -> Events Date and Location
media -> The Gilded Age: The First Generation of Historians by H. Wayne Morgan University of Oklahoma, April 18, 1997
media -> Analysis of Law in the United Kingdom pertaining to Cross-Border Disaster Relief Prepared by: For the 30 June 2010 Foreword
media -> Cuba fieldcourse 2010
prior written consent
steps taken
coastal waters
overall management
training needs
early identification
atsb endeavours
safety factors related
safety issue
only area
atsb prefers
atsb uses
safe conduct


Worried about spending energy on buying, building and maintaining IT infrastructure? Wish to pay for what you use without wasting time and money on what is not your core competence? Then look no further than Street Light Software Pvt. Ltd. Bringing together the benefits of SaaS and expert guidance, the company knows what it takes to build a software application that is collaborative, cost effective, useful & transparent. This understanding coupled with the knowledge of the various tools of software development has led team Streetlight to venture into the swiftly emerging arena of SaaS.
A passion for software development, a desire to provide simple, easy-to-use SaaS based products over several domains and the zeal to prove ourselves time & again is the guiding force behind Street Light Software, founded in 2010 and headquartered at Mumbai, India. The Software Company with key resources having over 11 years of hands-on experience in IT, software & application development, product integration & start-up operations, is managed and run by an expert team comprising of a group of highly qualified, trained and experienced individuals in the field of IT & Software Development.
With its major customer being Viswaat Chemicals, the Self Funded company has survived and performed with ease and efficiency despite having faced stiff competition from companies such as Grey tip, Humanware, adrenalin, EmpXTrack and Zoho People to name a few.
Helping clients to simplify their deployment, reduce costs and take away the stress of upgrades and integration. The company provides its clients, the latest innovations in technology, at their doorstep at a fraction of the cost. What's more, clients can even gain access to their choice of software application at anytime and from anywhere, thus helping them to get more things done and that too, quickly.
• Aims to serve the technology, software & automation needs of small and medium software companies as well as consultants.
• Provides high quality, cost effective & dependable services to clients 24x7x365.
• Customises product offerings to suit the specific needs of individual clients.
• Offers friendly customer support & troubleshooting tips & advice, if and when required by the client.
• Makes software delivery easier, globally.
• Simplifies the process of making payments by charging for each product on a monthly basis using a credit card.
• Provides flexible payment plans to choose from, depending on the client's specific requirement.
• Looks for ways to upgrade and enhance the current product offerings.
Streetlight's key Product Offerings include Saleswizard.net (CRM) and Easy HR (HRM Software). Being a Human Resources Management software, Easy HR helps customers reduce the manual work out of HR and make everything automated and workflow based. Be it Automation of Attendance management, Leave Management, Claims, recruitment and payroll, Streetlight continues to keep adding new features in the system on a regular basis. On the other hand, Saleswizard.net, amid-market CRM software solution, available as a hosted or on-premise solution, provides clients with the easiest-to-deploy customer relationship management solutions, along with the opportunity to automate the sales completion, customer quote, and invoice generation and delivery processes through the inventory management system, coupled with the ability to capture, validate, and nurture potentials through the sales process, thereby, improving forecasting and enhancing success rates.
With its key differentiating factor being Reimagined User interface, the company whose Revenue Model is Subscription based for HR, focuses on reducing the number of clicks to achieve task and seeks to improve the user experience on both web and mobile phone and attain rapid growth by customer accusation in the near future ahead.
A Brainbench & Microsoft Certified Professional, technically, Kanhai is adept at programming languages, databases, tools and various client-server & multi tier platforms. Over the past few years, he has successfully run several large projects related to software development, product & module development, software architecture & database designing, etc.
Prior to founding Streetlight Software Pvt. Ltd., Kanhai worked as a software developer for a few years and thereafter joined a company called Waban Software Inc. where he started/co founded the company's India operations in 2006. When Waban Software was sold to Phase Forward in 2009 and the new entity was subsequently acquired by Oracle in 2010, he quit and started his own company with a vision to make a technological difference.


This data sheet covers the new and enhanced functionality released in Ringtail 8.6 including Timeline, Ringtail Mobile Binders, Predictive Coding Enhancements, and Accelerated Rendering Speed.
Basic introduction to primary advantages of Ringtail including streamlined workflow, smarter technology and hybrid deployment / pricing. Includes awards / Gartner MQ ranking.
How Ringtail & Attenex e-discovery software enabled Bartlit Beck to create five productions in six weeks from millions of documents.


text:
Naomi Watts, Liev Schreiber ready to get married after 9 years, 2 sons together: report
By Chiderah Monde
Leiv Schreiber and Naomi Watts have been together for years, but now they might be thinking about getting married. (Daniel Zuchnik/FilmMagic)
After nine years and two children together, Naomi Watts and Liev Schreiber might be ready for marriage.
"While Naomi and Liev have had their ups and downs, including a cancelled New Year's Eve wedding right before 2008, they've finally worked out their differences and are rethinking marriage," a friend of the actors reportedly told RadarOnline.
"Liev fell in love with Naomi all over again this past year."
The couple reportedly grew closer after Watts, 45, was widely panned for starring in the "Diana" biopic.
"Liev really admired how Naomi rose above the flak she got for Diana - a role he really thought she'd win awards for," the source said.
The Oscar-nominated actress was "broken-hearted" over the movie, and her longtime partner, 46, has reportedly helped her move on from the career flop, the source said.
"Liev has played a huge role in getting her confidence back."
The couple has two sons together, Alexander and Samuel Schreiber. (Josiah Kamau/BuzzFoto/FilmMagic)
In the past the couple has confirmed that they are "very much together," regardless of the legal decision to wed.
"We just don't have that certificate and that's OK with both of us," Watts previously said. "Maybe we'll wake up and go, 'Hey, let's do this.' And maybe not."
Now the British-born beauty is ready to do it, according to the Radar insider.
"Naomi and Liev are more in love than they've ever been and are definitely serious about getting married," the source said. "It's a big step after all this time, but they're ready to marry."
Matt Lauer's wife files for divorce almost two years after sexual misconduct allegations


Amazon.com: Great Deal Furniture Odena 7–piece Outdoor Rectangular Dining Set Cast Aluminum with Hammered Bronze Finish: Garden & Outdoor.
Amazon.com: Gardena 7 Piece Outdoor Dining Set Rust Resistant Cast Aluminum Perfect for Patio in Copper: Kitchen & Dining.
Hampton Bay Niles Park 7–Piece Sling Patio Dining Set. $89900 /set. Oakland Living Cast Aluminum 7–Piece Round Patio Dining Set with Sunbrella Cushions.
Create an elegant outdoor space by choosing this affordable Hampton Bay Statesville Pewter Aluminum Piece Patio Dining Set.
You'll love the Burkhardt Cast Aluminum 7 Piece Outdoor Dining Set at Wayfair – Great Deals on all Outdoor products with Free Shipping on most stuff, even the .
(7–Piece) Outdoor Patio Furniture Antique Copper Cast Aluminum Dining Set. vidaXL 5/7/9 Piece Outdoor Dining Set Aluminum WPC Patio Garden Table & .
Ove Decors The Mulholland 7–Piece Aluminum Rectangular Outdoor Dining Set has sleek high back chairs and a large dining table that can comfortably sit up to .
Villa 7–piece Dining Set. 4 Dining Chairs & 2 Swivel Rockers; Heavy-duty Construction, High-grade Aluminum, Powder-coat Finishing; Weather/Fade Resistant .
Enjoy meals with family and friends around the Solomon Cast Aluminum 7 Piece Outdoor Dining Set. This seven piece set includes one table and six chairs.
Sunjoy Legacy Aluminum Taupe Cushioned 7–piece Patio Dining Set. . Best Choice Products 5 Piece Cast Aluminum Patio Dining Set W/ 4 Chairs, Umbrella .
You'll love the Durbin 7 Piece Aluminum Dining Set at AllModern – With Great Deals on modern Outdoor products and Free Shipping on most stuff, even the big .
Enjoy leisure time and meals with family and friends in your backyard with the Modway Shore Outdoor Dining Set. The charming set features a durable and .
The 7–Piece Dining Set with Cushions is a beautiful addition to your outdoor. . while seated at this lovely bistro set, featuring an openwork aluminum design.
The Madison Cast Aluminum 7 Piece Outdoor Dining Set will have you and yours eating and relaxing all at once. This dining set features seven pieces, one .
This amazing outdoor Dining Set comes with 7 different pieces. It is very functional and can be arranged many different ways to meet your needs! Look at our.
We've got great deals on burkhardt cast aluminum 7 piece outdoor dining set from Three Posts.


'What's the Greatest Innovation?' is a survey of key thinkers in science, technology and medicine, conducted by spiked in collaboration with the research-based pharmaceutical company Pfizer. Each contributor was asked to identify what he or she sees as the greatest innovation in his or her field. More than a hundred experts and authorities, including half-a-dozen Nobel Laureates, have responded.
The aim of the online survey is to highlight some of the many gains of human ingenuity, and to put the current discussion of innovation into a historical context.
What did I claim was the greatest innovation? Find out here.
Read the rest of the entries here.
There will also be a debate on this subject on 6 June 2007. Find out more about the event here. I'll be attending, so come up and say hello.


text:
UC Berkeley Grads Finally Freed from Iranian Prison
By Rachel Swan
Wed, Sep 21, 2011 at 4:37 PM
After two years in an Iranian prison, UC Berkeley grads Shane Bauer and Josh Fattal, both 29, were finally freed on $1 million bail, the Merc reports. The two men had been hiking in the Kurdish region in July of 2009 when they apparently crossed an unmarked boorder with Iran, where they were captured and accused of espionage. A fellow hiker, Sarah Shourd, was also arrested and released on $500,000 bail last year. She met Fattal and Bauer — to whom she is now engaged — at a main international airport in the gulf state of Oman. The men, who had been sharing a cell and were let out for only 40 minutes a day, blindfolded, were described as "thin, but in good health."
Tags: Shane Bauer, Josh Fattal, Sarah Shourd
« Governor Brown Strikes Down Ba… | Bay Area Air Quality Deteriora… »
Shots, Licks, and Male Ennui
Jonathan Singer-Vine's debut film is an honest coming-of-age.
Debtor's Purgatory
People who can't afford to hire an attorney have virtually no chance in court against well-heeled lawyers for banks and debt collection companies.


In a bid to make technology more productive and to provide easy access to its Indian consumer base, Microsoft has introduced a technology which integrates Artificial Intelligence (AI) and Deep Neural Networks (DNN) to considerably improve real-time language translation for Hindi, Bengali and Tamil languages using Microsoft Translator app.
As of now, the company supports text input in all the 22 constitutionally recognized languages across its Windows interface and products. The new translator is equipped with a satellite DNN, called 'TrueText' that increases the accuracy of the translation by filtering indifferent words, pauses and repetition. Besides this new development, DNN is also capable of encoding concepts like gender, type of word and politeness level.
Given the lack of digital content in Indian languages and the numerous complexities involved in translation them, especially those of Dravidian and Aryan subdivisions, the translation systems based on DNN, according to Microsoft, have shown at least a 20 percent improvement in translation quality for all supported Indian languages.
This technology will give the users more appropriate results while browsing any website on the Microsoft browser, Bing, Microsoft Office and Skype. Android and iOS users can also use this technology through the Microsoft Translator app which recognizes and translates languages from speech, text and even photos.


Many of the 150 wild species of chrysanthemum were commonly cultivated 2000 years ago in China. Soon cultivars were introduced to Japan where other wild species already existed.
The hardy, tightly incurved Chinese plants in white, yellow or mauve mixed with the bigger, brighter, reflexed and loosely incurving Japanese species creating superb hybrids.
Chinese chrysanthemums reached Europe in 1789. The Royal Horticultural Society was so impressed they funded expeditions to China and Japan in the 1860's.
These introduced the Chusan daisy, parent of modern pompone varieties, plus the collection of fabulous Japanese varieties into western civilization.
European hybrids of these lead to our modern chrysanthemums.
Today chrysanthemums are raised throughout much of the temperate world. England, France, U.S.A., Japan, China, Australia and New Zealand are all top producers. New Zealand growers have contributed many exquisite single, spider and quill (fantasy) varieties.
The largest Japanese exhibition hybrids can reach 2m with 23cm blooms, while tiny asian miniatures fit comfortably in a bonsai dish.
The Florist Chrysanthemum, C. x morifolium, most commonly comes to mind when thinking of "mums" but the genus also includes the Shasta daisy (C. maximum), Pyrethrum (C. coccineum), Marguerite Daisies (C. frutescens), Painted Daisies (C. carinatum), and dainty Chrysanthemum pallidum.
All species demand full sun and a slightly acid, well drained soil rich in manure. Most annual and miniature species are easily started from seed in spring, flowering the same year. Hardy garden varieties are often increased now by root division or true rooted cuttings: sand is placed over a mature crown.
The new shoots that push through the sand will produce side roots. Once root development is strong the shoots are removed from the parent and replanted. Fresh cuttings will also strike if dipped in hormone solution.
Stake plants securely from wind, shelter from pelting rains and extremes. Chrysanthemums thrive on complete plant foods & liquid fertilisers with extra trace elements.
Chrysanthemums respond dramatically to various methods of pruning and disbudding. The same variety can be repeatedly cut back to form a bushy plant with many small flowers.
Light disbudding creates a "spray" with up to 25 good sized blooms on five stems. Removing all but the strongest bud results in a "standard" with one immense flower.


text:
PLAYLISTING
Jenna Scott
Mike Floss "FOTW" Video Hits 100k
On September 5th, 2019, Nashville rapper Mike Floss released his 70's inspired music video for track, "FOTW" (Freak Of The Week), directed by Nigel Callisto Pelligree of Altru Creative. The single, released in late 2018, garnished over 55 thousand streams on Spotify alone. Now, nearly a year later, the established Nashville rapper put out a music video compliment. In just over a month, the video has seen over 100 thousand streams and continues to climb.
In the FOTW video, Floss is dressed in vintage clothing, performing for a crowd that matches his 70's aesthetic. The opening shot finds the rapper in his green room before a performance, dressed in an all white suit. Like stepping into a time machine, for the rest of the three minute spectacle you're transported to a place of romanticized nostalgia and vintage disco attitudes. Floss is a rockstar, with several fans stopping him for a polaroid picture as he navigates his way through the sea of adoring fans toward the stage. The rapper delivers a commanding performance, backed by his very fitting, also vintage-dressed band, dripping in 1970's aesthetic. The crowd goes crazy as Floss, with his afro hairstyle and giant red sunglasses, begins his set. It's a wild, vivid, nostalgic 1970's party, that will make you wish you could go back in time just to be in attendance.
Hidden Gem: Nashville Native, Wildfront, and Their Latest EP
Mic. Carr's "Griot de Hope", and Finding Silver Linings in Chaos
Talia Stewart Releases First Single of 2020, "Broken Sinks"
Altru Creative | 1036 W Kirkland Ave, Nashville TN, 37216 | M-F 10AM - 6PM


Have a Blast! with one of the biggest arcade games of all time, Space Invaders! Use your laser cannon to defeat wave-after-wave of alien monsters in this colorful adaptation of the mega-hit. If that's not enough, explore the rest of this collection of classics featuring some of the greatest action, sports, platforming, shooting, and maze gaming ever created.
It's the best of classic arcade and home gaming in one tiny package!


text:
The Hunchback of Notre Dame-In the Open Faoin Spéir
Clonmel Junction Arts Festival produces a lushly scored retelling of Victor Hugo's epic story of love, […]
Home / Events Pro / The Hunchback of Notre Dame-In the Open Faoin Spéir
Start: October 26, 2021
End: October 26, 2021
kickham barracks, clonmel
GPS: 52.3550001, -7.6933695
Clonmel Junction Arts Festival produces a lushly scored retelling of Victor Hugo's epic story of love, acceptance and what it means to be a hero. Professional creative and production teams join forces with over 100 local performers to celebrate theatrical creativity with audiences in an outdoor setting at the parade grounds of Kickham Barracks in the heart of Clonmel. In the first of Clonmel's In The Open | Faoin Spéir projects, The Hunchback of Notre Dame brings spectacle and drama back with a bang in an outdoor Irish theatrical premiere of the award-winning musical by Alan Menken (Little Shop of Horrors, Aladdin) and Stephen Schwartz (Wicked, Godspell) based on the novel by Victor Hugo (Les Misérables). Based on the Victor Hugo novel with songs from the Disney animated feature, The Hunchback of Notre Dame showcases an Academy Award-nominated score, with Peter Parnell's book embracing story theatre and featuring verbatim passages from Victor Hugo's gothic novel. Director Jack Reardon, with Musical Director Kate Twohig, Choreographer Ciara Laste and Set/Costume Designer Jack Scullion present this darker, more adult, and highly theatrical version, inspired by and incorporating original text from the novel and expanding the Disney film's award-winning score. Exploring themes like faith, power, discrimination, isolation, and sacrifice, The Hunchback of Notre Dame has a powerful message of acceptance that will reverberate with audiences. Its rich and multifaceted layers – including complex depictions of disability, women, and the Roma, who represent all who are different to society's norms. The musical begins as the 'Bells of Notre Dame' sound through the famed cathedral in sixteenth-century Paris. Quasimodo, the deformed bell-ringer who longs to be 'Out There', observes all of Paris revelling in the Feast of Fools. Held captive by his devious caretaker, the archdeacon Dom Claude Frollo, he escapes for the day and joins the boisterous crowd, only to be treated cruelly by all but the beautiful Romani woman, Esmeralda. Quasimodo isn't the only one captivated by her free spirit, though – the handsome Captain Phoebus and Frollo are equally enthralled. As the three vie for her attention, Frollo embarks on a mission to destroy Esmerelda and the Roma with 'Hellfire' – and Quasimodo must find the hero within. Joining conductor Eamon O'Malley (Keyboard 1), Mary Rose McNally (Keyboard 2), Peter Taylor (Trumpet 1), Niall O'Connor (Trumpet 2), Patricia Carroll (Reed 1), Pat O'Callaghan (Reed 2), Paul Lyttleton (Percussion), Eimear Heeny (Violin 1), Aditya Mukherji (Violin 2), Gerri Dunne (Cello), Brendan Long (Trombone), Liam Daly (French Horn)


Holland America Line chose a name never used before in its 141-year history for its new 99,500-ton cruise ship, ms Koningsdam, that arrived in May 2016.
The name pays homage to the company's rich heritage and deep roots in the Netherlands, and also reflects a new era with the original name.
The 2,650-passenger ship - the largest ever built for Holland America - is an evolution in design for the line - a new Pinnacle Class - built at the Italian shipbuilder Fincantieri's Marghera shipyard.
Since 1883 every Holland America passenger vessel has borne the "dam" suffix, and ms Koningsdam carries on that tradition. The word koning means "king" in Dutch, and the name celebrates the majestic new ship.
The name also pays honour to His Majesty King Willem-Alexander, the first king of the Netherlands in more than a century.
The increased size provided more opportunities to add exciting new public spaces and venues, and there are several innovative features . Familiar spaces and amenities currently featured across the Holland America Line fleet are also be found on the new ship.
To bring a fresh vision to ms Koningsdam, Holland America Line signed up Adam D. Tihany, one of the world's pre-eminent hospitality designers. Tihany joined distinguished maritime designer and architect Bjorn Storbraaten who worked with Holland America Line on ms Nieuw Amsterdam and ms Eurodam.
At the heart of the ship, Koningsdam's central atrium is pure visual drama. Soaring three decks high, the space is graced by an airy stainless steel sculpture that evokes the feeling of a classical quartet, with strings, arches, and bows. The atrium is capped by a ceiling that serves as a backdrop for subtly changing high-definition projections.
One two-level dining room (two sittings), four alternative informal dining venues, two show lounges, casino, library, two outside swimming pools (one with magradome cover), one inside pool, four jacuzzis, fitness centre, sauna, steam room, beauty salon, golf simulator, self-service launderette.


Quite q stylish car in the flesh.
Actually much more impressive than the pictures. And much more than the previous model.
They have seven or eight of them on display at the Van Nuys Infiniti dealership already, as well as the QX30 crossover. Both are much nicer looking in person.
It is funny, because IMHO it looks better in pictures than in the flesh. When I saw it on display in the dealership, I did not like it from certain angles. NJice car overall, I guess I had expected more.
I agree with the 2nd anonymous poster. I see this car every day at my job (in white), and it's a rather plain looking car in the flesh.


The destination is to get to a point where we can spend our healthcare resources more wisely so that patients get the care they need and we all get the type of innovation that we really want, said Robert Dubois, MD, PhD, chief science officer and executive vice president, National Pharmaceutical Council.
What do you think are the most important questions that currently need to be addressed in the conversation about healthcare spending?
I think there's a number of important questions that need to be addressed regarding healthcare spending, and I think there's tier 1 questions and tier 2 questions. The tier 1 questions are really the high-level ones: How much do we want to spend on healthcare in the United States? And then, how do we allocate those dollars? So those are the high-level questions.
Then underneath it is where it gets to be difficult. It's what I like to call the third rail questions: should we be spending more in preventive care than actual treatment? Should we be spending different amounts on end-of-life care or on the elderly versus the younger folks? Should we be spending the same amount on cancer care that we do today, or should we allocate those resources differently? That's the second-tier questions, and those frankly are the really tough ones, but unless we address those, we really won't come up with any solutions.
What will the consequences be for the US economy if unchecked healthcare spending is not addressed?
Too often we say the problem is drug spending or the problem is hospital consolidation raising the cost of going into the hospital. That's looking at things individually and finger pointing. What we need to do is not just look at the costs of these services, but also the benefits. So, what's the cost of hospital care, and what are the benefits? What are the costs of medications or devices or surgery, and what are the benefits?
We are on a journey, and the journey really is to begin to talk about these kind of things, but the destination isn't just to talk. The destination is to get to a point where we can spend our healthcare resources more wisely so that patients get the care they need and we all get the type of innovation that we really want.


Used few times for work then stop using it due to changing of working attire. Excellent condition but needs to be polished as it was in the cupboard for quite some time. I've thrown away the box but i think i still have the paper bag.
Like new Dr Martens 1460 MIE. Seldom used. Want him to meet a new owner. Come with box. Made In England.


text:
Книга: Simon Clarke «Print: Fashion, Interiors, Art»
Printed textiles are an exciting and dynamic design area, with new mechanical and digital technologies opening up a wealth of creative possibilities for designers. Witty, hyperreal, and luxurious print designs are being used by fashion designers and in interiors, while artists are harnessing the technology in their work to stunning effect. This showcase of the best printed textiles from around the world is divided into three key areas: fashion, interiors, and art. In fashion and clothing, the book features innovative printed textile designs in haute couture, pr?t-a-porter, and accessories from companies such as Prada, Issey Miyake, Herm?s, and Vivienne Westwood. The interiors chapter shows surfaces and interior products such as wallpaper, upholstered furniture, fabric hangings, and floor coverings, and features a wide range of designers from Marimekko in Finland to Anna Glover in the UK. Fine-art prints and experimental work from international artists and designers such as...
Издательство: "Laurence King" (2014)
Формат: 220x265, 272 стр.
Macmillan English Grammar in Context: Essential Level: With Key (+ CD-ROM) Macmillan English Grammar in Context -новый трехуровневый учебник по грамматике современного английского языка, отличительной чертой которого является представление и закрепление грамматических… — Macmillan Education, (формат: 215x275, 232 стр.) Подробнее... 2008 2109 бумажная книга
In Company Pre-Intermediate: Student's Book (+ CD-ROM) In Company has established itself as the Business English course for professionals because of its immediate results through topic-based content, active skills, and real-world tasks that are instantly… — Macmillan Education, (формат: 210x295, 160 стр.) Подробнее... 2009 2819 бумажная книга
In Company: Student's Book Elementary (+ CD-ROM) In Company has established itself as the Business English course for professionals because of its immediate results through topic-based content, active skills, and real-world tasks that are instantly… — Macmillan Education, (формат: 210x295, 160 стр.) Подробнее... 2010 2819 бумажная книга
Macmillan English Grammar In Context Essential Student's Book with Key (+ CD-ROM) Includes CD-ROM with unit-by-unit interactive practice exercises and fully searchable glossary and contextual vocabulary - Cross-curricular content areas include: literature, science, geography… — Macmillan Publishers, - Подробнее... 2007 2239 бумажная книга
Macmillan English Grammar In Context Essential Student's Book without Key (+ CD-ROM) Includes CD-ROM with unit-by-unit interactive practice exercises and fully searchable glossary and contextual vocabulary - Cross-curricular content areas include: literature, science, geography… — Macmillan Publishers, - Подробнее... 2008 2239 бумажная книга
Macmillan English Grammar In Context Intermediate Student's Book with Key (+ CD-ROM) Includes CD-ROM with unit-by-unit interactive practice exercises and fully searchable glossary and contextual vocabulary - Cross-curricular content areas include: literature, science, geography… — Macmillan Publishers, - Подробнее... 2008 2239 бумажная книга
Macmillan English Grammar In Context Intermediate Student's Book without Key (+ CD-ROM) Includes CD-ROM with unit-by-unit interactive practice exercises and fully searchable glossary and contextual vocabulary - Cross-curricular content areas include: literature, science, geography… — Macmillan Publishers, - Подробнее... 2008 2565 бумажная книга
In Company Pre-Intermediate (2nd Edition) Student's Book (+ CD-ROM) In Company has established itself as the English course for professionals because of its immediate results through topic-based content, active skills, and real-world tasks that are instantly relevant… — Macmillan Publishers, - Подробнее... 2009 2843 бумажная книга
In Company Second Edition Elementary Student's Book (+ CD-ROM) In Company -прекрасно зарекомендовавший себя многоуровневый курс английского языка делового общения. Успешность и результативность учебных занятий с использованием курса InCompany определяются, в… — Macmillan Publishers, - Подробнее... 2009 2843 бумажная книга
In Company: Elementary: Class CDs (аудиокурс на 2 CD) The class CDs feature a wealth of listening texts with a variety of native and non-native speaker accents, providing the learner with extensive exposure to natural spoken English — Macmillan Publishers Limited, Подробнее... 2004 478 бумажная книга
In Company: Pre-intermediate (аудиокурс на 2 CD) A fast-paced, multi-level business English course. The course develops key language skills through activities that reflect the real world of modern business. It has been specifically designed for the… — Macmillan Education, Подробнее... 2003 1409 бумажная книга
In Company 3. 0: Pre-Intermediate Level: Class Audio CD (аудиокурс CD) incompany3. 0 provides updated and expanded content and builds on the success of previous editions, making it the English course of choice for established business professionals. The course delivers… — Macmillan ELT, Подробнее... 2014 2369 бумажная книга
In Company 3. 0: Pre-Intermediate: Student's Book Pack A pack that contains the Student's Book and webcode access to online components. It allows students to practise language online and on the move and see their progress. It also gives access to… — Macmillan Education, (формат: 210x195, 160 стр.) Подробнее... 2014 2709 бумажная книга
In Company 3. 0: Elementary A2: Student's Book Pack The Student's Book Premium Pack contains the Student's Book and webcode access to online components. The Online Workbook allows students to practise language online and on the move and see their… — Macmillan Education, (формат: 210x295, 160 стр.) Подробнее... 2015 2709 бумажная книга
In Company 3. 0: Elementary A2 (аудиокурс CD) The In Company 3. 0 Class Audio CD includes all the audio recordings from the Student's Book with native and non-native accents. It is perfect for students who want to listen to audio over and over… — Macmillan Education, Подробнее... 2015 2489 бумажная книга
Simon Clarke is a well established English session musician. Simon plays flute, alto and baritone saxophones with the legendary group of session and touring brass musicians, The Kick Horns. The band has toured or recorded with Eric Clapton, Pete Townshend, Spice Girls, Beautiful South, Tom Jones, Rod Stewart and many more.
* [http://www.kickhorns.com The Kick Horns Official Site]
Источник: Simon Clarke
Art, Antiques, and Collections — ▪ 2003 Introduction In 2002 major exhibitions such as Documenta 11 reflected the diverse nature of contemporary art: artists from a variety of cultures received widespread recognition for work ranging from installation to video to painting … Universalium
Helmut Lang (fashion designer) — Helmut Lang (born March 10 1956), is an Austrian fashion designer, known for his minimalist, deconstructivist, and often severe designs. The fashion label he created, Helmut Lang, still exists today but is carried on without Mr. Lang s… … Wikipedia
List of museums in Scotland — This list of museums in Scotland contains museums which are defined for this context as institutions (including nonprofit organizations, government entities, and private businesses) that collect and care for objects of cultural, artistic,… … Wikipedia
List of photographers — This is a list of notable photographers who already have articles. Contents: Top · 0–9 · A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Key … Wikipedia
Film speed — is the measure of a photographic film s sensitivity to light, determined by sensitometry and measured on various numerical scales, the most recent being the ISO system. A closely related ISO system is used to measure the sensitivity of digital… … Wikipedia
Color temperature — The CIE 1931 x,y chromaticity space, also showing the chromaticities of black body light sources of various temperatures (Planckian locus), and lines of constant correlated color temperature. Color temperature is a characteristic of visible light … Wikipedia
Depth of field — The area within the depth of field appears sharp, while the areas in front of and beyond the depth of field appear blurry … Wikipedia
photography, history of — Introduction method of recording the image of an object through the action of light, or related radiation, on a light sensitive material. The word, derived from the Greek photos ("light") and graphein ("to draw"), was first used in the… … Universalium
furniture — furnitureless, adj. /ferr ni cheuhr/, n. 1. the movable articles, as tables, chairs, desks or cabinets, required for use or ornament in a house, office, or the like. 2. fittings, apparatus, or necessary accessories for something. 3. equipment for … Universalium
Apeejay Institute of Design — Infobox University name = Apeejay Institute of Design established = 1992 type = Affiliated Private Institute free label = Director free = Ms. Reetu Betala city = New Delhi state = country = India flagicon|India dean = Ms. Shinakshi Jain campus =… … Wikipedia
Rococo — For other uses, see Rococo (disambiguation). Rocaille redirects here. It is not to be confused with Rocailles. Pair of lovers group of Nymphenburg porcelain, c. 1760, modelled by Franz Anton Bustelli … Wikipedia


In 2014, with 92 years of age, she made her last grape harvest at Quinta do Espinho.
Camila was not only a woman who was born, grew up and lived, worked and died in Douro.
She learnt working the vine with her parents, who had learnt it with their parents and those with the previous generation. These men and women work the whole year towards the harvest moment. They live of the land and for the land.
Still today, the wine produced in this land needs man labour. This praise to all "warriors", embodied by Camila, is to us a synonym of a great respect and appreciation for the Douro people.
Douro's oldest vines (1750), planted in traditional terraces supported by stone walls, were built by hand by the Douro "warriors". Centuries of hard work in extreme climate conditions do not come as little to anyone.
With one of the most distinctive terroirs of the wine culture history, these terraces provide for one of the most fantastic landscapes in the world.
Note: The vine demands an eleven-month work period per year, during the whole flowering cycle of the vine (from December to October).
In March, a new vegetative cycle of the vine begins with "the weeping of the vine". The vines that were pruned in the winter lose their sap and as the weather becomes warmer the enzyme activity of the plant begins.
After three to five weeks of this stage, the budburst or breaking of the buds starts. This vine stage is responsible for the first floral buds and the separation of the grape bunches.
Quinta do Espinho's flowering period begun in the first weeks of May, nearly eight weeks after the budburst.
The dry and high temperatures of spring fostered the flowering and this whole new vine cycle.
The flowering lasts about ten days, it is the opening of the flowers. A successful pollination and fecundation is crucial to the production of a yielded fruit. Initially, some embryo bunches are developed and then small grains take the form of a pea bean, which will become a grape.
Our bee friends play an essential role in this stage; after all, spring is their season.
After the flowering, the grape bunches start a new maturing phase. We will comment on this phase at the end of June.
The flowering day "states" the grape harvesting day, because the later happens 100 days after the beginning of flowering. Thus, we expect to start the grape harvesting in the beginning of September.
The agency Moon Lisboa did our last campaign for our Quinta do Espinho white wine, Noémi and Quinta do Espinho Reserve.
This campaign was created with the slogan "The Whiteste of the Whites" and "Reddest of the Red´s".
Tiago Rebelo commented that this type of partnership´s become a "win to win", for Tiago Rebelo this partnership will increase the visibility of the brand.
For us, is an honor to be part of a Tiago Rebelo project!
The results from the 11th edition of the Sommelier Wine Awards are out and we are winners!
In this edition there were tasted around 3000 wines and there were 120 on-trade companies applying. This competition has the difference of being judge by the on-trade, for the on-trade.
The wines are tasted blind and by category, with a strict rule of price/quality.
Our stars are the Quinta do Espinho Colheita 2013 and Quinta do Espinho Reserva 2011 with a Gold and Bronze medal accordingly.
A 'lovely example', began team leader Annette Scarfe MW, who found 'ripe black and red fruits with soft, ripe tannins and a juicy mid-palate', while Spring Restaurant's Antoine Cabre highlighted 'lovely pepper and berries, and a good, complex palate style'.
Thank you to Portuguese Fine Wine Co, they sell our wines in the UK market and have been doing an amazing work.