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Winnipeg Football
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Lions and the CFL mourn the passing of David Braley
Blue Bomber
VANCOUVER — The BC Lions are very saddened to announce that our owner and champion David Braley passed away peacefully this morning at his home in Burlington, Ontario. He was 79.
"We share this news with the heaviest of hearts. David has been a proud and fiercely loyal owner of our team, a champion of the Canadian Football League, and a leader for whom his love of our game and our country went hand in hand and spanned decades. We share our deepest condolences with his family, friends and admirers," said Rick LeLacheur, President of the BC Lions Football Club.
"One of his final acts of devotion to Canadian football was a clear expression of his desire that the stability of our club be maintained through a smooth transition following his passing. We will work closely with David's estate to follow that plan."
BC Lions owner David Braley celebrates a Grey Cup championship win at BC Place in 2011.
Also owner of the Hamilton Tiger-Cats from 1989 to 1990 and the Toronto Argonauts from 2010 to 2015, Braley served as an Interim Commissioner of the CFL and Chair of its Board of Governors. He was inducted into the Canadian Football Hall of Fame in 2012.
Braley was a highly successful entrepreneur with a genius for business and a generous philanthropist who made enormous contributions in the arenas of health, research and sport, including amateur football. Passionate about politics and public service, he served his country as a Senator from 2010 to 2013. Last year, he was named an officer of the Order of Canada, one of Canada's highest honours.
"We have lost our greatest champion. All of us associated with the Lions have personally seen, time and time again, David's selfless commitment to our club and our fans," LeLacheur.
"But his example and inspiration, along with the direction he provided us all as his health failed, fuels our confidence in the Lions future. The BC Lions will continue to work hard to honour his memory by being the best we can be on the field, in the boardroom and in the community."
Full background on the life and career of Mr. Braley can be found here.
Tags: BC Lions, david braley, News
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Staying in the 'Peg: Harris, Bombers agree to extension
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York County School District 4
Go to site - York County School District 4 http://www.fortmillschools.org/'
School review and Information: (Fort Mill) Programs, contact details, test scores, calendar, bus routes, administrative directory, and links to schools.
Previous 10 school Spartanburg County School District 7 http://spartanburg7.org/ Spartanburg County School District 7 Mission statement, student anthology, employment listings, faculty pages, and details on educational programs.
Previous school Clover School District http://www.clover.k12.sc.us/ Clover School District Serves Clover and the surrounding community. Site covers facilities, services and contact information.
Random 1 school Marble Falls Independent School District http://marblefallsisd.org/ Marble Falls Independent School District PreK-12th grade. Includes contact information, links to each school, cafeteria menu, and calendar.
Random 2 school East Granby School System http://www.eastgranby.com/schools.htm East Granby School System Photos and contact information provided.
Random 3 school Montebello Unified School District http://www.montebello.k12.ca.us/ Montebello Unified School District K-12 and adult education district serves students from Bell Gardens, Commerce, Montebello, and portions of Downey, Los Angeles, Monterey Park, Pico Rivera, Rosemead and South San Gabriel. Contact information, resources and news.
Random 4 school New Brunswick School District 17 http://www.district17.nbed.nb.ca/ New Brunswick School District 17 Offers profile, list of programs and services, news and list of schools.
Random 5 school Bodymechanics School of Myotherapy & Massage http://bodymechanics-school.com/ Bodymechanics School of Myotherapy & Massage Offers class schedules, continuing education, free massage tips, self breast massage, school brochure, class catalog, free massage tips and videos. Tumwater.
Next school SC School Boards Association http://www.scsba.org/ SC School Boards Association Non-profit organization for boards serving the state's public school districts; read the mission statement, find out about training and services, or learn about legislative initiatives.
Next 10 school Florence County School District 4 http://www.florence4.k12.sc.us/ Florence County School District 4 (Timmonsville) District news, school sites, academic calendar, employment opportunities, and contact information.
Random 4 school Boise, Idaho School District http://www.boiseschools.org/ Boise, Idaho School District Independent School District #001 of Boise City.
Random 5 school St Vincent's School For The Blind And Partially Sighted http://home2.btconnect.com/stvincents/ St Vincent's School For The Blind And Partially Sighted Non-maintained co-educational Catholic special school in Liverpool offering primary and secondary education. Includes information on prospectus, activities and facilities.
Next 70 school Hampton County School District 2 http://www.hampton2.k12.sc.us/ Hampton County School District 2 (Estill) Administrative directory, school sites, employment opportunities, mission statement, calendar, special programs, and contact information.
Previous 70 school The Real Estate School of South Carolina http://www.realestateschoolofsc.com/ The Real Estate School of South Carolina Offers online and classroom instruction for sales, broker, appraisal and property management licenses, as well as continuing education. Includes class schedules, fees, and instructor profiles.
Next 170 school Centerville School District http://www.centerville.k12.sd.us/ Centerville School District Administration, staff, athletics, student web pages, activities, and campus tour.
Previous 170 school Albert Gallatin Area School District http://www.albertgallatin.k12.pa.us/ Albert Gallatin Area School District K-12 district in Fayettte County, serving students in the boroughs of Masontown, Fairchance, Point Marion, and Smithfield. It also serves German, Springhill, Georges, and Nicholson townships. Includes calendar, mission statement, board minutes, cafeteria menus, administrative directory, school sites, and contact information.

redpajama_set_name: RedPajamaCommonCrawl


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Pete Mathews Coliseum (also known as "The Pete") is a 3,500-seat multi-purpose arena in Jacksonville, Alabama. It is home to the Jacksonville State University Gamecocks men's and women's basketball teams as well as the women's volleyball team. It also hosts the annual Calhoun County High School Basketball Tournament held each January, in which all high school basketball teams in Calhoun County, Alabama compete.  The arena has been the annual host for this event since the early 1990s.  Prior to that time, the event was held in different facilities around Calhoun County (most often at the Anniston High School auditorium). The venue opened in 1974 when the basketball team moved there from Stephenson Hall.  In addition to the arena, the coliseum also houses an indoor swimming pool. Prior to the 2015 renovation, a concourse that was used as a jogging track circled the basketball court.

Other Information
The facility also includes classroom areas for HPER instruction and also has a large storage area on the lowest level beneath the classroom/swimming pool area.

The original seating capacity was 5,500 but due to several renovations since its construction has seen a slight decline in seating capacity to 5,300.  Following renovations during the summer of 2015, the seating capacity declined to 3,500. Before that renovation, most of the seating was of the wooden bleacher variety (entire upper deck and end zone lower deck).  The remaining seats were of red cloth seats with seat backs which were used primarily by season ticket holders. Those seats were replaced with plastic chair-back seating along both sides and permanent bleachers in both endzones. A new wooden floor was installed as well.

The arena currently hosts the Northeast Regional basketball tournament (boys and girls) for the AHSAA playoffs in each classification.  The boys and girls winners go to Birmingham for the Final Four tournament.

The arena is named for the late former Alabama state legislator Pete Mathews who also sat on the university's board of trustees.

The original floor for the arena was synthetic rubber which was the popular flooring for basketball at the time.  The arena was a multi-purpose facility when the synthetic rubber floor was in place.  Women's volleyball, men's and women's basketball, intramural sports, HPER classes, graduation ceremonies, as well as various concerts and other events were held in the facility.

A wooden floor was installed in the early 1980s and the arena was reconfigured to be principally used for basketball.  A renovation of the old Stephenson gymnasium allowed most of the activities that had been held in the arena besides men's and women's basketball and women's volleyball to be relocated there.

The university's baseball team formerly used the area behind the north side upper deck as a batting cage during winter workouts.

A large parking area borders the northern entrances to the facility while limited parking exists on the other three sides.  The university's tennis complex borders the facility on the south side while an outdoor track, soccer and baseball facilities border it on the western side.

Among some of the performers who have held concerts in the facility include the group Alabama, Billy Joel, and Jimmy Buffett.

On March 19, 2018, Pete Mathews Coliseum suffered extensive roof damage after a tornado went through the Jacksonville State campus.

See also
 List of NCAA Division I basketball arenas

References

External links
Pete Mathews Coliseum at JSUGamecockSports.com

Sports venues in Alabama
Basketball venues in Alabama
College basketball venues in the United States
Buildings and structures in Calhoun County, Alabama
Jacksonville State Gamecocks basketball
1974 establishments in Alabama
Sports venues completed in 1974
College volleyball venues in the United States

redpajama_set_name: RedPajamaWikipedia


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Die Dienerinnen des Allerheiligsten Altarsakraments (Ordenskürzel: SSS), auch: Eucharistinerinnen (französisch: Servantes du Très-Saint-Sacrement, englisch: Servants of the Blessed Sacrament, italienisch: Ancelle del Santissimo Sacramento, lateinisch: Societatis Ancillarum a Sanctissimo Sacramento) sind ein römisch-katholisches Ordensinstitut, das 1858 von Pierre-Julien Eymard und Marguerite Guillot in Paris gegründet wurde. Sie sind nicht zu verwechseln mit der Kongregation der Schwestern vom allerheiligsten Sakrament, die mit ihnen die (gelegentlich ebenfalls gebrauchte) Kurzbezeichnung Sakramentinerinnen teilen.

Geschichte

1845 traf der Marist Pierre-Julien Eymard in Lyon auf die vier Jahre jüngere Marguerite Guillot (1815–1885), seit 15 Jahren geweihte Jungfrau, deren Versuch, Ordensfrau zu werden, an ihrer schwachen Gesundheit gescheitert war. Er nahm sie in den Dritten Orden der Laienmaristinnen auf, mit dessen Leitung er gerade beauftragt worden war, und machte sie darin zur Novizenmeisterin sowie ab 1853 zur Oberin. Die 1845 aus 14 Frauen bestehende Gruppe erreichte 1850 bereits 300 Mitglieder. Eymard gründete 1856 in Paris die Congrégation du Très-Saint-Sacrement (Eucharistiner) und 1858 unmittelbar daneben die Servantes du Très-Saint-Sacrement (Eucharistinerinnen) mit Marguerite Guillot als Oberin.

Am 5. Januar 1859 erreichte Eymard in Rom bei Papst Pius IX. den Segen für diese Gründung, die er intensiv betreute. Es sind 398 Briefe von ihm an Marguerite Guillot erhalten. Neben der  Ewigen Anbetung bereiteten die Schwestern arme Kinder auf die Kommunion vor.

Da die Nachbarschaft der Schwestern zu den männlichen Eucharistinern dem Ansehen des Ordens nicht förderlich war, wechselten die Eucharistinnen am 23. Mai 1864 nach Angers, wo Bischof Angebault der Gemeinschaft den kanonischen Status einer Kongregation nach diözesanem Recht verlieh. Die 1865 erfolgte Gründung eines weiteren Hauses in Nemours scheiterte zwei Jahre später.

Nach Eymards Tod 1868 erreichte Oberin Marguerite 1871 die offizielle Bestätigung der Kongregation durch den Heiligen Stuhl, 1875 die vorläufige und am 8. Mai 1885 die endgültige Approbation der Ordensstatuten. Sie starb am 7. Juli desselben Jahres.

Gründungen gelangen der Oberin 1874 in Lyon und 1876 in Paris. Seither sind folgende Auslandsgründungen erfolgt: 1894 Belgien (Binche), 1903 Kanada (Chicoutimi), 1912 Brasilien (Rio de Janeiro), 1947 USA, 1950 Australien, 1955 Italien, 1957 Niederlande, 1964 Philippinen (Quezon City), 1992 Vietnam und 2005 Republik Kongo (Pointe-Noire).  Das Mutterhaus steht heute in Sherbrooke (Kanada).

Im deutschsprachigen Raum sind die Eucharistinnen nicht vertreten.

Literatur
 Henri Evers: Mère Marguerite du Saint Sacrement. Marguerite Guillot, fondatrice de la congrégation des servantes du Très Saint Sacrement. Spes, Paris 1947.
 André Guitton: L'Apôtre de l'Eucharistie. Biographie de saint Pierre-Julien Eymard. Nouvelle Cité, Bruyères-le-Châtel 2012.

Weblinks
 Offizielle Internetpräsenz der US-amerikanischen Eucharistinerinnen, englisch
 Offizielle Internetpräsenz der italienischen Eucharistinerinnen, italienisch

Einzelnachweise

Frauenorden
Gegründet 1858
Römisch-katholische Organisation (Frankreich)


You'd be surprised how many things can actually still be holding you back from the writing career you want or building the business you want.
If you are struggling to write that book or can't quite get your business off the ground, it could be your past is trying to sabotage your future.
Is this you? If so, I can help.


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Andrew took a break from Fool for Love tech to speak with us about designing worlds and creating community.
Buried Child, Sam Shepard (Magic 2013). Set design Andrew Boyce. Photo: Jennifer Reiley.
How did you get into set and costume design?
I had an epiphany midway through college that people actually make these wonderful things I had seen on stage. They actually create the environments, the clothes, the aesthetic. From loving film, I realized that these people have points of view that influence the look, the story, etc. And I got really excited about participating in creating or conceiving these superficial, ephemeral, stylized worlds. I loved the idea of doing research. Of re-creation. That the artistic impulses and work came from somewhere - the text and actors. I got the bug.
This Golden State, Luis Alfaro (Magic 2015). Set design Andrew Boyce. Sean San José (Elias). Photo: Jennifer Reiley.
If you could do something completely different for a career, what would it be?
If I could do something different? I'd probably be a surgeon (I love working with my hands, and helping people), a journalist/editor (I love writing and am very curious), or a large-format sculptor or painter.
Shepard incorporates both fantasy and reality in his plays -- how does your design grapple with these different demands? Or does it?
My work for Fool For Love grapples with fantasy and reality by forcing the actors to behave and treat one another hyper-realistically in a somewhat abstract, emotionally resonant environment. This allows the words and action, and the relationships established by those words and actions, to be the primary focus at all times. It is entirely about the actors and Shepard's text.
Annapurna, Sharr White (Magic 2011). Set design Andrew Boyce. Denise Cormier (Emma) and Rod Gnapp (Ulysses). Photo: Jennifer Reiley.
This Golden State, Luis Alfaro (Magic 2015). Set design Andrew Boyce. Carla Gallardo (Romie) and Sean San José (Elias). Photo: Jennifer Reiley.
The Lily's Revenge, Taylor Mac (Magic 2011). Set design Andrew Boyce. Photo: Pak Han.
Do you remember your first experience at the theater? What was the show?
My first memory of going to the theater was when my family and I caught an impromptu matinee of Les Misérables years ago while it was on tour. We got seats in the 2nd row, and I was enraptured. It completely caught my imagination.
What other shows have you designed for Magic? Any favorites, or favorite moments?
I've designed quite a few shows for Magic: Buried Child, Annapurna, Se Llama Cristina, to name a few. But I think The Lily's Revenge stands out as a favorite. Mainly because The Lily's Revenge truly embodied all of what I love and believe about theater. It's political, spontaneous, engaged with it's audience. The storytelling is diverse and eclectic and asks everyone to think and to use their imaginations. And it brought together and created community in widest and wildest of ways.
The Lily's Revenge, Taylor Mac (Magic 2011). Set design Andrew Boyce. Photo: Wingspace.
Se Llama Cristina, Octavio Solis (Magic 2013). Set design Andrew Boyce. Bottom photo: Sarah Nina Hayon (Woman) and Sean San José (Man). Photos: Jennifer Reiley.
Our first guest is Jed Parsario who plays Romeo Rosales.


You will find: 1 radio, 1 television, CD player, Radio alarm, internet access (DSL, W-LAN) and central heating .
* Motorway A5 / Exit: "Frankfurt Messe"
change to the left lane.
* Then change to the far left filter lane that appears here.
* Turn left again immediately into "Friedrich-Ebert-Anlage"


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LifestyleThe art in slow cooking
María Monasterio, working on the latest commission from Las Palmas in Gran Canaria. / MARCOS ÁLVAREZ
The art in slow cooking
Design. Iconic restaurants including some with Michelin stars are enhancing their clients' sensory experience with tableware by artist María Monasterio, a potter from Malaga
SUSANA ZAMORA Friday, 14 January 2022, 11:46
She recently moved to the heart of Malaga's La Victoria district, and there she is focusing on the project which she thought about so often when she was studying architecture at Malaga University. She had always been fascinated by manual arts and design, but after studying sciences at school she thought that type of career would bring her the best of both worlds. She was mistaken.
During her second year she realised that it was not for her. It didn't meet her initial aspirations and she felt that all the ideas flowing through her brain needed to be given form by her hands and not with a computer programme. So, before graduating (which she did in 2014), she began to learn pottery at the San Telmo Art School and took her first steps in the profession under the guidance of her uncle, ceramics artist Pablo Romero.
Her new studio is at the top of a steep hill, so visitors are quite out of breath when they arrive. As soon as she opens the door, it is obvious what she has been doing. The traces of clay and marks on her white apron give it away.
Kaleja, Takumi, Cavala, Palodú and La Alvaroteca are among those who have commissioned pieces by María Monasterio"When Mauricio Giovanini, from Messina, rang me, I could hardly believe it. Everything changed from then on"
María Monasterio is working hard. Her potter's wheel, beside two enormous kilns, presides over the room and, on an extraordinary set of shelves more than three metres long, a set of plates, all the same size and shape, are waiting to be fired. This is her latest commission and it will be finished by the end of the year: 50 pieces which will go to Calma Chica restaurant, in Las Palmas on Gran Canaria.
In fact, ever since chef Mauricio Giovanini crossed her path, nothing has been the same for María. The soul of the Messina restaurant in Marbella, which retained its Michelin star this year, proved to be a turning point in her career. .
Giovanini wanted ceramics which spoke the same language as his culinary creations, tableware of the same standard and in perfect harmony with his exceptional cuisine. Diners enjoy their experience via the sense of taste but also through their sight. Dishes need to be a feast for the eyes before they become a feast for the mouth, and therefore what they eat is as important as where they eat it. Lunch or dinner in a restaurant with a Michelin star is more than just sampling flavours, textures, alliances and unexpected and surprising aesthetics; it is a matter of staging, a spectacle in several acts which makes it something exceptional. Plates and trays are there on the stage to make fine dining almost a religious experience, and in that process María plays an important role.
But before that happened, there were some difficult months wandering around social media trying to attract interest in her catalogue. She decided to concentrate on functional ceramics, wanting to open up a niche in the market which had been little exploited in Malaga, and taking advantage of the boom in gastronomy in Spain.
She says she can't remember how many emails she sent to restaurants over the months, most of them in Malaga.
"It was just at that time that Mauricio happened to be looking for artisans to be involved in his new gastronomy project, and he decided to give me a call. I could hardly believe that that had happened, when I put the phone down after speaking to him," says María, who in record time and in the busy festive season had to meet his order.
"It was quite stressful because it takes time to create ceramics and there is little we can do to speed the process up, but I managed it in a month, which is what he wanted," she says.
Once a piece has been shaped, the base has to be fixed and left to dry for at least a week. "If you fire it before it's completely dry, it cracks," María says. Once it has been fired (firstly at 980 degrees for about nine hours) and left to cool, it is varnished and then fired again, this time at 1,260 degrees for 12 to 13 hours, to optimise the colour.
This may have been her debut, but she didn't disappoint. After that project came more commissions, not only from Mauricio Giovanini again, for his Bar de Fuegos restaurant in Madrid, but other restaurants which have made a name for themselves in Malaga, such as Takumi, Cavala, Palodú, La Alvaroteca and Kaleja. The latter, which is run by Dani Carnero, was also one of the first to place its trust in this artist, who strongly believes that personal attention is key, carefully monitoring each piece from the moment it is shaped to ensure that it meets the chef's requirements and that the finish is perfect before it is delivered.
Other establishments outside Malaga province have also appreciated that in María, including the Dama Juana restaurant in Jaén, which was awarded a Michelin star in 2020, and Bugao in Madrid, run by Hugo Ruiz, a chef who trained in Malaga at Calima, Café de Paris and El Higuerón, among others.
María works with 'gres', a stoneware that adapts well to high temperatures and makes pieces which are strong enough to be "exposed to a lot of wear and tear" she explains, and it also makes an exceptional glaze possible. She doesn't dislike any colours, but she is particularly fond of the blue of the Malaga sea and she also likes irregular shapes. She avoids symmetry in her designs, which is where everything begins.
"Although most of the chefs let me choose what I create, I always need to know, at least, the size and the shape they want the piece to be, although it also helps me to know the style of their restaurant, and how minimalist it is," she says. So far, none of the chefs, even the most demanding ones, have returned any of her pieces. "On the contrary, I'm the one who discards them if I don't think they are exactly what I wanted," she says.
"Pleasantly satisfied" was the reaction to one of the biggest challenges María has faced in the past five years, when the Bugao restaurant in Madrid, which specialises in seafood, ordered 400 pieces and wanted her to create a tuna tail as a napkin holder on the tables. "I remember that the mould for the reproductions took me longer than I initially calculated and maybe I lost some money because of that, but it was an experience which taught me a lot," she says.
Her prices depend on the type of piece and its size, but normally range from 12 euros for a tray to 32 or 35 euros for a plate with a more exclusive design and which are more difficult to make.
For the moment, María Monasterio is not short of work. She has found her niche, dedicated to creating, giving shape to her ideas with pieces which have a use. She is well aware that being self-employed and an artisan is a difficult combination, but the orders keep coming, one after the other, although not to the extent that she is overburdened with work. That is something she is grateful for, and it is certain that her one-year-old baby appreciates it as well.


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(1940) Whipple (aussi nommé 1975 CA) est un astéroïde de la ceinture principale, découvert le  par l'observatoire de l'université Harvard à l'observatoire Oak Ridge.

Il a été nommé en hommage à Fred Lawrence Whipple, astronome américain.

Voir aussi

Articles connexes
 Liste des planètes mineures (1001-2000)

Lien externe

Références

Astéroïde de la ceinture principale
Planète mineure découverte en 1975
Planète mineure prédécouverte en 1916
Objet céleste découvert par l'observatoire de l'université Harvard
Whipple


Above is the 2 Digits Multiplication Worksheets section. Here you will find all we have for 2 Digits Multiplication Worksheets. For instance there are many worksheet that you can print here, and if you want to preview the 2 Digits Multiplication Worksheets simply click the link or image and you will take to save page section.


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{% extends "base.html" %}

{% block title %}Email Sent{% endblock %}

{% block content %}
<div class='box'>
    An email has been sent containing further information
</div>
{% endblock %}

redpajama_set_name: RedPajamaGithub


This was actually something we specifically tested. Categories using wide characters should be working better now than they were before. Can you give me some more information on exactly which categories are failing and how?
Please see attached screenshots of a sample item.
We've fixed this in the code. Watch for the fix in the next update.


103 Old Norton Road is the first Stop Light beyond Fayette-Piedmont Hospital. Turn right on to Old Norton Road, and first drive is The Pinecrest Church.
103 Old Norton Road toward Fayette-Piedmont Hospital is one Stop Light before the hospital. Turn left on to Old Norton Road, and first drive to the right is The Pinecrest Church.


The New York Knicks just traded away their best player. They'll likely finish this season as one of the worst teams in the NBA, but they'll still be one of the league's premier franchises.
On Wednesday, Forbes released their annual assessment of the value of each NBA team. The Knicks were rated as the NBA's most valuable club: apparently worth around $4 billion.
Despite embarrassing struggles on the court, the Knicks value is actually up 11% from last year. This will be music to the ears of owner James Dolan, but maybe not to the Knicks fans who are incredibly frustrated with the incompetence of the Dolan years.
The Knicks are 10-43 in David Fizdale's first year as head coach. At the moment, that's the worst record in the league. The Knicks will have a 14 percent chance of getting the first overall pick in June's NBA Draft, if they finish with one the three worst records in the league. That first overall pick would likely be Duke's Zion Williamson, who looks to be the type of player who can instantly change a franchise's fortunes.
The Los Angeles Lakers came in as the second most valuable franchise, followed by the Golden State Warriors, Chicago Bulls, and Boston Celtics.
The Brooklyn Nets also had a place in the top 10. They were ranked as the sixth most valuable franchise in the NBA.
The New Orleans Pelicans are currently mired in the drama surrounding Anthony Davis' request to be traded. They rank as the second least valuable franchise, just edging out the Memphis Grizzlies.


Ocean Secure Locksmiths' services rely not only on the best workmanship in the industry, but also the best available products. These include top quality locks and keys, restricted master key systems, as well as state-of-the-art CCTV systems and wireless alarms that will keep your home, business or hospitality location safe and secure 24/7 365 days a year.
When we do new installations, we are able to supply reliable door furniture and hardware that both looks good and works efficiently. And if you need safes for money, valuables or guns, we will source the type you want and supply and install to meet your needs.


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Our Co-Founder is delighted to join the Board of Save The Asian Elephants (STAE)
Save The Asian Elephants (STAE) is committed to the preservation and protection of highly endangered Asian elephants.
Our Co- Founder Lorraine Platt recently met with Duncan McNair, the Founder and CEO of Save The Asian Elephants ( STAE) Lorraine is delighted to be joining STAE's highly distinguished Board: http://www.stae.org/team. Please support STAE's work as they press for a new law to prohibit the advertising or supply from the UK of unethical elephant tourism
After millions of years, Asian elephants face extinction in our lifetime and by our hands.
Save The Asian Elephants ("STAE") is a not for profit association of prominent professionals, politicians, field experts and campaigners that informs public opinion on the brutal capture, beating, poaching and abuse for largely-Western derived tourism and festivals of these wondrous but beleaguered creatures and the plunder of their habitat; and exerts influence on governments, politicians and the tourist industry to adopt solutions it advances.
Save The Asian Elephants works to end the terrible cruelty and brutal conditions suffered by this wondrous and ancient species. Frank as to the issues though STAE is, it is respectful of the cultures and traditions of the countries with whom it engages. This may explain the extraordinary traction, and regard, STAE has achieved in the 3 short years since its foundation by City lawyer Duncan McNair. Through prolific and passionate public advocacy and energetic engagement with all arms of the media (see eg this dramatic feature: http://www.mailonsunday.co.uk/news/article-3199391/Tortured-tourists-Chained-spot-20-years-Beaten-submission-secret-jungle-training-camps-terrible-plight-Indian-elephants-LIZ-JONES.html) STAE has started opening up the horrors for Asian elephants to huge new audiences that it contends are central to the prospects for the survival of Asian elephants.
STAE believes devising solutions for the elephants is a collective responsibility not of India alone, but of all mankind: the explosion in the commercial exploitation of Asian elephants in recent decades through unethical tourism that occasions so much brutality has been fuelled chiefly by businesses and unwitting tourists from outside India and South East Asia.
The below article was written by Abigail Scott, Trustee of the UK Centre for Animal Law and published in the magazine of the Association of Lawyers for Animal Welfare ("ALAW" )
Duncan McNair is a prominent corporate litigation lawyer with a longstanding interest in animal welfare causes. He is founder and CEO of Save The Asian Elephants (STAE), a Community Interest Company working for the preservation and protection of the endangered Asian elephant. McNair founded STAE in 2015 after hearing about the plight of the Asian elephant and travelling to India to elicit the facts for himself. Moved by what he saw, McNair returned to the UK and STAE was formed.
In this piece, we look at the problems faced by Asian elephants and protections they are afforded by law. We also consider STAE's achievements, challenges and plans for the future.
THE PLIGHT OF THE ASIAN ELEPHANT
The Asian elephant is a desperately threatened species. Classified as endangered by the International Union for Conservation of Nature since 1986, it is estimated that the population of Asian elephants has reduced from over one million in the late 19th Century to barely forty thousand today. Around ten thousand of those are captive.[1]
The majority of wild elephants inhabit India and Sri Lanka, with ever reducing numbers in Thailand, Myanmar, Malaysia, Indonesia, Nepal, Bangladesh, Bhutan, Laos, Cambodia, Vietnam and China. Some states, such as Java, have already lost their entire indigenous population.
The threats to Asian elephants are man-made. The destruction of their natural habitat has the widest effect, with intrusive human habitation and cultivation forcing elephants into often fatal contact with man. Moreover, the obstruction of migratory corridors isolates populations, preventing genetic diversification and increasing susceptibility to disease. Populations are further threatened by ivory poaching and capture for commercial purposes. For those that are captured, a life of suffering awaits.
A young elephant awaiting pajan. Image: Save The Asian Elephants.
"I was horrified and appalled by the level of abuse I witnessed, inflicted upon a sentient, intelligent and endangered species", says Duncan McNair about his first visit to India. He describes the capture and breaking of an elephant, a practice called 'pajan'. "Baby and calf elephants are captured from the wild, with members of their herd who try to protect them often slaughtered in the process. They are isolated, starved and placed in a cage called a crush (or 'kraal') for weeks. They suffer terrible beatings using hammers, clubs and iron spikes. Many die in the process."
McNair explains how the abuse continues outside the kraal with physical and mental torment. "A bull hook ('ankus') is used to control the elephant, a constant reminder of their brutal training. It is used on the most delicate parts of their bodies: behind the ears, under the toenails and around the anus. Elephants are kept alone, malnourished, and chained for most of their lives, with constant stabbings and beatings".
McNair realised that although existing efforts to save individual elephants are well-intentioned, they are ineffective for tackling the problem at source; there is a greater driving force behind the abuse. "Over the last forty years, the intensification of world travel has fuelled the use of Asian elephants for commercial purposes, particularly in tourism, but also in festivals and temples. A large tusker elephant can be hired for £5000 per hour in the festival season."
This has also brought about a change in training techniques, from positive reinforcement to negative reinforcement. "Before this intensive commercialisation, the relationship between the elephant and handler (the 'mahout') was built upon time and trust, enabled by the exceptional cognitive ability of the elephants. What has changed dramatically and tragically is the intense use of elephants, and their abuse by a new breed of mahouts. The mahouts themselves are in a desperate situation. They are not well regarded in Indian or Hindu society, they live in deprived circumstances and are economically enslaved to the industry."
Through STAE, McNair takes a broader approach to helping the elephants. STAE employs a multifaceted strategy that includes advocating for regulation of the Western tourist industry, pursuing proper enforcement of animal protection laws in South East Asia and raising international pressure to protect the elephants. At its heart is the drive to raise public awareness and influence public opinion, political action and commercial practices towards STAE's policies and objectives[2].
LAW AND ENFORCEMENT IN THE RANGE STATES
Asian elephants now inhabit just thirteen South-East Asian states (the range states). Although laws vary amongst the states, India is home to the greatest number of wild and captive Asian elephants and also holds the greatest political sway in the region. It is unsurprising therefore that India is STAE's main focus for change.
In India, there are plentiful animal welfare laws. In particular, the Indian Ministry of Environments and Forests Guidelines, promulgated in 2008, offer specific, well-drafted guidance for the protection of elephants.[3] However, McNair argues the enforcement of those guidelines is substantially ineffective. "The problem is not the lack of laws in India. The problem is the effective and efficient enforcement of those laws, which requires a new political will to disturb the status quo, and pressure from the state and its agencies to bring this about", says McNair. "There are green tribunals in India with excellent lawyers who often work for the good cause of animal welfare, but they have limited jurisdiction. If there is no efficient apparatus for effective enforcement, the effort is in vain."
Better enforcement can only be achieved with the support of state agencies and, in STAE's view, raising public and political pressure is the only way of achieving this. "We must never doubt that, in any functioning democracy, everyone – politicians, parliaments, governments, commercial interests – is susceptible to public opinion. The problem for the Asian elephants is how long have they left and how much more terrible suffering must they endure in the meantime?".
CAPTURING POLITICAL AND PUBLIC SUPPORT
L-R) Ian Redmond OBE, Duncan McNair (CEO) and Peter Collins of STAE, prior to meeting senior FCO officials.
"One of the greatest challenges", says McNair, "is the effective projection of our policies and proposals upon nation states thousands of miles away. The range states are all drastically different to the UK, and India, like all democracies, is not a perfect plebiscite". Despite these challenges, STAE continues to garner public and political pressure at home and in the range states.
In 2015, Virendra Sharma MP, a member of STAE's Executive Board, sponsored two Early Day Motions in Parliament urging the Indian and South-East Asian governments to end the ill-treatment of elephants.[4] The motions quickly gathered cross-party support with 199 signatures. Similarly, in the European Parliament a Written Declaration on the Conservation and Welfare of Asian Elephants gathered 87 MEP signatures.[5] STAE also met with senior officials of the FCO and DEFRA at the request of the former Indian High Commissioner in London to discuss the British government's role in protecting Asian elephants.
McNair returned to India to discuss STAE's proposals for reform with several senior Cabinet ministers of the Indian Government. On his next trip, he was accompanied by a journalist from The Mail on Sunday who delivered a three-page exposé of the treatment of captive Asian elephants, accompanied by a second feature a week later.[6] Together, the online versions of these articles generated more reader views and reader shares than any other piece in the history of The Mail group of newspapers.[7]
McNair and UK Delegation Members at the World Forum Summit in Brussels.
A similar article featuring STAE's pioneering work was published by The Sun newspaper in April 2017[8], followed by various features documenting disturbing undercover footage in December 2017.[9] Meanwhile, McNair spoke at the European Parliament; his address was widely attended and described by the Chair as "dramatic and shocking". The public's appetite for change is clear. The various petitions initiated following The Mail feature surpassed half a million signatures last year and numbers continue to rise.[10]
McNair draws hope from this, alongside other examples of commercial interests buckling under public pressure. "Look at Virgin in the case of SeaWorld. They listened to the public, acted quickly and had a dramatic impact on the financial standing of the company misusing these poor animals. But, as far as the Asian elephants are concerned the travel industry has been altogether too slow and patchy in its response."
HARNESSING CHANGE
There are opportunities on the horizon with Brexit providing a new catalyst for change. McNair argues the UK retains great influence and has an opportunity to take action to protect Asian elephants. "India wants to do business and gain inward investment, as does the UK. But, there is a real public demand in the UK and in the range states to protect the elephants."
STAE joined other charities to deliver a letter to Downing Street demanding an end to the UK ivory trade, October 2017.
On a domestic level, STAE now advocates for the regulation of the UK's abundant market in elephant tourism. "Our country should stand up and start to regulate the large market in elephant related holidays. At present, it is wholly unregulated", says McNair. It would not be the first time that STAE has influenced government policy: in October 2017, McNair was part of a key group representing 220 charities and MPs who presented a letter to the Prime Minister demanding the abolition of the UK ivory trade. A proposed ban was announced by government. McNair continues, "Whether on principle or for political expediency, our present government has shown a highly laudable interest in espousing animal welfare causes. This may suggest the government's disposition at the moment – I hope supported by the opposition – to help with appropriate legislation and regulation, but also the power of the electorate in speaking up. This is a cause that commands virtually unanimous support when the basic facts are articulated." He adds, "There are vested interests which wish to maintain the status quo, but that should never thwart the general desire for change for the sake of these precious animals which are so terribly abused."
THE FUTURE FOR STAE
Looking ahead, STAE's plans are wide-ranging. McNair says STAE will continue pressing for regulation of the elephant tourism industry. "We are pushing for a new law in Britain to prohibit the offering for sale or provision of holidays or facilities abroad which involve Asian elephants, unless it can be shown that the facilities advertised have never abused, and are not abusing, the elephants present there." McNair is quick to point out that this does not mean an end to elephant tourism. "STAE's proposal is not synonymous with the abolition of elephant tourism; in fact, the future of the Asian elephants may prove to depend upon responsible tourism."
"The idea that [elephant experiences are] risk free is absurd": Duncan McNair.
STAE also anticipates damages claims in the UK when tourists are injured or killed by captive elephants. McNair argues that it is reckless of the tourist industry to send their customers to be in the presence of captive and abused elephants. "The idea that it is risk-free is absurd. Elephants are gentle creatures but can be provoked by constant abuse into fatal attacks."
Most crucially, STAE's growing team will continue pressing to raise public awareness. This entails raising awareness of the abuse of Asian elephants, but also educating the public about how to choose ethical providers of elephant experiences. Moreover, McNair encourages the public to let their voice be heard, though always in a lawful and measured way. "However keenly felt our views, those involved in work such as STAE's must always engage respectfully with governments, and likewise respect the cultures and traditions of their peoples. Our purpose is clear but we aim to proceed consensually." McNair concludes, "There are stock letters on STAE's website.[11] Write to your MP, the Prime Minister, the Leader of the Opposition, the Secretary of State at DEFRA, the Foreign Secretary and the shadow ministers. Write to Mr Modi, the Indian Prime Minister, to the Indian Tourism Minister and to the Indian High Commissioner to London. Above all, join STAE, follow us on social media and support the cause of the Asian elephant."
http://www.alaw.org.uk/2018/02/a-law-spotlight-on-save-the-asian-elephants/
For more information about STAE, http://www.stae.org.
Follow STAE on Twitter: https://twitter.com/stae_elephants
Like STAE on Facebook https://www.facebook.com/stae.org/
ign STAE's petition: https://www.change.org/p/save-the-asian-elephants-savetheasianelephants
1 https://stae.org/overview/
2 Summarised at http://www.stae.org/proposals.
3 http://www.moef.nic.in/division/new-guidelines.
4 EDM 436/2014 and EDM 45/2015.
5 No.62/2015.
6 http://www.dailymail.co.uk/news/article-3199391/Tortured-tourists-Chained-spot-20-years-Beaten-submission-secret-jungle-training-camps-terrible-plight-Indian-elephants-LIZ-JONES.html
7 https://stae.org/our-work/.
8 https://www.thesun.co.uk/living/3344306/we-uncover-the-horrors-of-the-asian-elephants-abuse-industry-where-beautiful-animals-are-left-dying-in-agony-and-brit-tourists-are-to-blame/. [9] http://www.independent.co.uk/news
9 http://www.independent.co.uk/news/world/asia/elephant-leg-broken-india-tourist-trade-rides-a8093231.html, http://www.mirror.co.uk/news/world-news/workers-brutally-beat-terrified-elephant-11637120 and http://www.dailymail.co.uk/news/article-5143011/Elephant-leg-BROKEN-workers-tame-
10 The most popular of which can be found at https://www.thepetitionsite.com/en-gb/557/819/763/urge-indian-prime-minister-to-stop-abuse-against-captive-elephants/, https://www.thepetitionsite.com/en-gb/535/879/990/urge-indian-forest-department-to-take-action-on-elephant-torture/, https://www.thepetitionsite.com/en-gb/373/558/887/ask-india-for-better-treatment-of-elephants/ and https://www.change.org/p/save-sacred-elephants-from-being-tortured-and-abused-in-india.
11 https://stae.org/help-us/.
Join Save the Asian Elephants Ceo and Founder Duncan McNair at the Ealing Animal Fair on Saturday 3 March 2018- free admission, talk at 1.30-2pm


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Nature & Business FTX Collapse Israel's New PM
What Happens to Worker Productivity After a Minimum Wage Increase?
Sachin Waikar
Writer for the Kellogg School of Management at Northwestern University
Activists with One Fair Wage participate in a "Wage Strike" demonstration outside of the Old Ebbitt Grill restaurant on May 26th, 2021 in Washington, DC.
Photo: Anna Moneymaker/Getty Images
For many years, raising the minimum wage has been a hot-button topic debated vigorously by politicians, business owners, and economists, with strong disagreement over how an increased wage would affect employment and profits.
But there's another area of disagreement that gets less attention: how raising the minimum wage might affect worker productivity.
"The average person would imagine once wages go up, including the minimum wage, workers would become more attached to their employer and they might become more productive because they are more interested in keeping their job," says Nicola Persico, Kellogg professor of managerial economics and decision sciences. That could be a win for employees and employers alike.
The problem is that economists don't know much about the impacts of a higher wage on productivity. There simply hasn't been much research on the question, in part due to lack of relevant data.
"There's very limited evidence on the effect of minimum wage on individual employees," says Erika Deserranno, associate professor of managerial economics and decision sciences at Kellogg. "A lot of the research is on broad trends like whether the minimum wage results in more people being employed, but there is very little on what actually happens to those employees. Do they work more? Do they work less?"
In order to explore this question, the Kellogg researchers, along with collaborator Decio Coviello at HEC Montreal, were able to secure a massive dataset for worker productivity from a major U.S. retailer. Importantly, the retailer has stores in areas both with and without higher mandated minimum wages, allowing the researchers to compare worker productivity between stores.
The study finds that while a higher wage improved individual-worker productivity overall, the effect wasn't spread evenly across workers or locations. Additionally, store profits tended to go down with a higher wage.
Still, the researchers suggest a higher wage is worth considering. "It partially pays for itself because you get workers who are more productive and more attached to the firm," Deserranno says.
A Natural Experiment
To study the impact of a higher minimum wage on productivity, the researchers took advantage of the fact that different cities, counties, and states implemented different minimum-wage laws at different times. That makes it possible to compare productivity in stores on one side of the jurisdictional border with productivity in stores on the other side.
"We are able to compare these two stores that are very close geographically and therefore presumably similar in all respects, except the change of minimum wage," Persico says. "It provides a natural experiment."
The major U.S. retailer they study operates over 2,000 stores in all 50 states, employing over 40,000 salespeople. They analyzed data from February 2012 to June 2015, during which time there were more than 70 minimum-wage increases at state and local levels. The researchers were interested in how individual-worker productivity, as measured by the value of sales they made, changed between locations.
Importantly, the workers studied weren't paid a set wage, but one based partly on performance. They earned a base rate of pay that varied by location, averaging $6.12/hour across stores, with commission-based compensation on top of that to incentivize productivity, such as for upselling to higher-margin products or selling product warranties and other optional items. In other words, while earnings varied by worker based on performance, all workers in a given area had to earn at least the minimum rate for that area. For the company, this meant that it had to "top off" the weekly compensation of any workers whose pay fell below that minimum threshold.
This could conceivably have a couple very different effects on workers. "If you're a worker who's not that good at selling, the higher minimum wage may actually incentivize you to work less, because you're going to be topped up to a certain level no matter what," Deserranno says.
At the same time, higher guaranteed compensation could make workers more attached to their jobs, especially if employment options outside their current workplace are limited. "The increased wage can provide a kind of insurance for workers about compensation, and if they lose that job, they lose that insurance," Deserranno says. "So maybe they are more productive now because they don't want to get fired. That makes them more attached to the employer."
The researchers analyzed productivity, along with other data from the retailer, such store profits, the number of supervisors in the store, and turnover of employees.
Greater Productivity, But . . .
Broadly, the study found that a higher minimum wage led to greater productivity. "Employees work harder per hour," Persico says. "They sell more goods" — about 4.5 percent more across all workers.
And importantly, this boost in sales really did seem to be in response to an uptick in employee effort. The researchers were able to use satellite photos of parking lots to determine that stores saw no additional traffic after the minimum-wage boost, suggesting that an increase in local demand was not responsible.
But the takeaways for companies and policymakers aren't simple.
In some situations — particularly when the long-term value of retention offsets any loss of profit from the higher wage — a higher minimum wage can be a boon for workers and companies.
First, the effects were driven largely by lower-performance workers, whose productivity increased. "We didn't see much happening for workers who were already well above minimum wage [due to their commissions]," Deserranno says. For example, while a $1 increase in minimum wage improved low performers' productivity by 22.6 percent, it had no observable effect on high performers.
Moreover, the link between wage and productivity is observed only in stores with more supervisors to monitor employees. In the presence of a higher minimum wage, high monitoring led to 6.6 percent more productivity across workers, while low monitoring led to a 9.4 percent decrease in productivity.
"If you're in a store where there is very little monitoring and where low effort doesn't necessarily cause you to be fired, a higher minimum wage actually reduces productivity," Deserranno says. After all, why hustle if nobody's watching and you're guaranteed a certain amount of pay? "But in stores where you can get caught, people work harder because they don't want to lose the job."
Another twist is that increased productivity doesn't necessarily mean greater profits, especially in the short term. Across stores, a $1 increase in the minimum wage decreased profits per hour by 16 percent. That helps explain why many businesses are reluctant to increase wages — they believe, justifiably, it will erode their margins.
Still, the researchers argue that higher minimum compensation likely drives some longer-term economic benefits for businesses. Specifically, they found higher wages lead to lower turnover for lower-performing employees, with 19 percent fewer terminations in that group.
"Reduced turnover is a good thing because departure of employees at any performance level has a cost for businesses," Persico says. The study didn't estimate the potential value of reduced turnover, so it's hard to say whether it's sufficient to offset the lower profits, but that remains a possibility.
A Policy Worth Considering
So how should employers and policymakers interpret these findings?
"Raising minimum wage is a cost for businesses, but it works well as long as outside employment options aren't great and if there's good monitoring of workers within the firm," Deserranno says. "Productivity goes up and departures go down."
Persico adds, "A higher minimum wage creates greater attachment of workers to employers, more stickiness. That's good from a policy level because in the United States, when people lose their jobs, they also often lose their health benefits, which creates other costs for individuals and society. So you want to keep them in their jobs."
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In the future, the researchers hope to continue their investigation into employee productivity by collaborating with more companies.
"We can do lots of things with this kind of data, including measuring what makes a worker more productive or what makes managers more effective. We have lots of statistical methods for doing that and invite companies with HR data to share to come to us for this kind of collaboration. The business insights can be very valuable."
A version of this article originally appeared in Kellogg Insight.
Sachin Waikar is a freelance writer based in Evanston, Illinois. Sachin's award-winning writing appears or is forthcoming in national magazines including Esquire, Amazon Day One, Parents, Highlights and several published anthologies.
How to Build Organizational Resilience With a New Work Operating System
Ravin Jesuthasan Global Leader of Transformation Services at Mercer
How to Recruit Generation Z Workers — and Keep Them
Ana Kreacic Partner and Chief Knowledge Officer at Oliver Wyman John Romeo Managing Partner and Head of Oliver Wyman Forum, Oliver Wyman Lucia Uribe Partner at Oliver Wyman
URL: https://www.brinknews.com/what-happens-to-worker-productivity-after-a-minimum-wage-increase/


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The Curious History Of The World Cup Soccer Ball
The design history of the world's favorite ball, from leather clunkers to the nostalgic Buckyball to the most spherical ball in the world.
By Dan Nosowitz 3 minute Read
The soccer ball has evolved pretty rapidly in the past 50 years. Most of us grew up with the soccer ball known as the "Buckminster Ball, or Buckyball," made by the American architect and designer Richard Buckminster Fuller in the 1960s.
Although soccer has been around since medieval times, the evolution of the ball itself is fun to track according to the history of the World Cup, beginning with the inaugural Cup in 1930. In the 1930 finals, both Argentina and Uruguay had a preferred ball, so Argentina's was used during the first half and Uruguay's was used in the the second. (Interestingly, Argentina was leading at halftime, but Uruguay won the match.)
1930 World Cup Final Ball Uruguay
The leather used in soccer balls in the first half of the 20th century was thick, and tended to absorb water, which increased the ball's weight. That made it downright dangerous for headers–imagine trying to head a medicine ball. The heavy leather laces were also painful during headers. And inside those leather balls were rubber bladders; you unstitched the leather laces to insert them. (Check out this cool New York Times graphic, which shows what's inside the balls.) The leather became thinner and less dangerous over the first five World Cups, and the sewing pattern moved toward a standard of sorts: strips of leather arranged at 90-degree angles to each other.
By the 1954 World Cup in Switzerland, an 18-strip ball was the standard; it resembled today's volleyballs more than it did soccer balls. But it marked a major development toward making soccer balls more spherical and thus more predictable. When balls had those enormous, clunky panels, like basketballs, they often acted bizarrely. (In the 1934 World Cup, a striker scored when the ball unexpectedly swerved into the goal. According to FIFA, the striker was unable to replicate this shot the next day, even after 20 attempts.) And up through 1966, the soccer balls were all leather-colored–understandable, since they were made of leather. They were various shades of brown, tan, and yellow.
1954 Swiss World Cup
Buckminster Fuller changed all that with the 1970 World Cup, also the first time Adidas manufactured the official ball. (Adidas has made every World Cup ball since.) Fuller's ball, the classic black-and-white, contained 20 hexagons and 12 pentagons rather than the by-then-standard strips. (This pattern became so iconic that a similar-looking molecule was eventually created and named after Fuller.) The new design, with many more and smaller panels, made the ball even closer to a true sphere than the volleyball-like shape it was before, allowing for superior ball control. That let players begin (intentionally) curving their kicks, because the shape allowed for a predictable path through the air. Plus, it looked like no other ball–even now, when that shape hasn't been in use for a decade, those hexagons and pentagons scream, "soccer."
The first fully synthetic ball was used in 1986, at the Mexico World Cup, but Fuller's basic design–despite the cream-colored design of the 2002 ball, it was still a Fuller-esque pattern–wasn't replaced until 2006, with the +Teamgeist. The major development here was the reduction of the number of panels, thanks to new ways of joining the panels together. (Stitching, the classic method, is bulky and causes changes in elevation between the section where the panels are joined together and the middles of the panels.) For the 2006 ball, Adidas used thermal bonding rather than stitching, which reduces that elevation difference, again making things more spherical. New interiors of the ball–natural bladders, knitted fabrics, and foam–put less pressure on the outer synthetic material to hold the round shape, so the name of the game became minimizing the exterior material. That meant thinner material, thermal bonding, and fewer panels–which in turn means fewer seams.
1970 World Cup Mexico
This year's ball, the Brazuca, has a rougher surface and only six large panels. Adidas claims the Brazuca is more aerodynamic and easier to control than any former ball. It also doesn't look quite like any other ball in history: Its large panels are shaped a bit like the outstretched fingers on a hand, and those panels overlap in symmetrical but also wavy and casual ways. The seams on the ball are bright green, orange, and blue, and become a beautiful blur when the ball's kicked around. You can learn more about the Brazuca here.
Dan Nosowitz is a freelance writer and editor who has written for Popular Science, The Awl, Gizmodo, Fast Company, BuzzFeed, and elsewhere. He holds an undergraduate degree from McGill University and currently lives in Brooklyn, because he has a beard and glasses and that's the law
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"Big Decision" is a 1987 single by That Petrol Emotion. The song reached no. 43 on the UK charts, and no. 27 on the US Dance Club charts.

The song ranked number 3 among "Tracks of the Year" for 1987 in the annual NME critics' poll.

Track listing

7"

12"

10" (Limited Edition)

Charts

Personnel
 Steve Mack -  vocals
 John O'Neill -  guitar
 Raymond O'Gorman -  guitar
 Damian O`Neill -  bass guitar
 Ciaran McLaughlin -  drums

References

1987 songs
That Petrol Emotion songs
Songs written by John O'Neill (guitarist)


Apple wants all the "-pod" trademark territory for itself. Actually, contrary to the ZDNet article and my own usually liberal opinions on this sort of thing, Apple seems to be doing the right thing for its brand and to have the right to do it.
UPDATE: A roundup of legal hip-shooting.


» HANOI: Myanmar leader Aung San Suu Kyi said on Wednesday her country, having been "practically bypassed" by the IT-based Third Industrial Revolution that began decades ago, is making "quantum leaps" to catch up amid the rapid advancement of transformative technologies driving the Fourth Industrial Revolution.
TAIWAN EXCELLENCE hosts "Smart Transportation Forum"
» TAIWAN EXCELLENCE, the mark of Taiwanese product quality and innovation excellence, hosted the seminar: "Taiwan Excellence Smart Transportation Forum", for the first time in Thailand. The seminar, recently held in Bangkok, showcased the two countries' technological marvels and know-how, particularly in the areas of Smart City and Smart Transportation, which were presented by top executives from leading enterprises in these business sectors. The event also provided a platform for collaboration between the two nations, which will further help Thailand move towards its goal of forming a complete smart transportation system in the near future.
» Total Access Communication Plc (Dtac) filed a complaint with the Administrative Court on Tuesday accusing the National Broadcasting and Telecommunications Commission of failing to protect its mobile phone customers as the regulator prepared to cut all services on the 850-megahertz, mostly 2G phone spectrum.
» WASHINGTON: Experts say violent extremism has grown since the Sept 11, 2001, attacks on the United States and poses a greater global threat today than it did then.
» RALEIGH, North Carolina: Hurricane Florence churned Tuesday toward the Eastern Seaboard as a storm of "staggering" size, forcing a million people to evacuate the coast. Many more were left to wonder where they might be safe if days of torrential rains unleash floods from the mountains to the sea.
» Deputy Prime Minister Prawit Wongsuwon has denied the National Council for Peace and Order (NCPO) is backing Alongkorn Ponlaboot, the former deputy chairman of the National Reform Steering Assembly (NRSA), as a candidate in the Democrat Party leadership race.
» The government is hunting down a group of Thai "separatists" fleeing prosecution for sedition and lese majeste to a neighbouring country, Deputy Prime Minister Prawit Wongsuwon says.


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About Us Onions New Zealand Inc Onions NZ Strategy Industry History Industry Facts and Figures Onion Industry Future Members News & Events
New Zealand growers started exporting onions in the 1960's shipping small volumes – up to 15,000 tonnes until the mid 1970's, when Japan began importing NZ grown onions.
The Japanese market became a very important market buying 50,000 tonnes of NZ onions at the peak in 1984. In the mid-1980's Japanese growers supplied increasing amounts of domestic requirements and New Zealand growers had to develop new markets.
The focus turned to European markets and the development of the United Kingdom market, where New Zealand has become one of the leading onion suppliers to these markets. The New Zealand industry invested heavily in research and development to produce high quality onions with strong storage characteristics that are capable of reaching these markets in sound condition.
In recent years there has been a big shift towards exporting to countries in Asia. In particular Indonesia and Malaysia.
The New Zealand onion industry has been innovative selecting varieties that meet customer's requirements, storage needs and meet demanding quality parameters, especially in regard to colour, uniformity and storage life.
The export onion industry has undertaken research and development on a range of issues from production to shipping and quality. Onions have a long shelf life and are sea freighted to export markets in a range of sea containers and in bulk in charter vessels. The two main types of storage onions grown in New Zealand for export to these markets are brown onions and red onions.
Over the past 5 years onions have always been the top exported fresh vegetable, except for in 2012 when NZ had a poor growing season. The exports of onions bring back around $100m per annum to the growers and the wider industry.


PITTSBORO, N.C. (November 1, 2018): The 2018 Flatout Gaskets Nitrous Wars is one for the history books. Although a quick look at the 2018 season Pro Nitrous pole setters shows incredible parity in the class, all but one of those drivers relies on Musi Racing Engines power. When it was all said and done after Virginia, a Musi driver was on top of the pack seven out of eight events, with Jay Cox giving Buck Racing Engines one lone #1 qualifier award at the second tour stop.
The PDRA World Finals was plagued with a host of bad weather, but racers still made some incredible runs. After the final round of qualifying it was Danny Sauro (Musi) in first with a 3.658, Jim Halsey (Fulton) in second with a 3.663 and Jay Cox (Buck) with a 3.675.


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Current: The Bush Visit and Tensions in the U.S.-Israel Relationship
The Bush Visit and Tensions in the U.S.-Israel Relationship
Prof. Gerald M. Steinberg, January 7, 2008
Prof. Gerald M. Steinberg
Filed under: Iran, Israel, U.S. Policy
Iranian Nuclear Program, Palestinian Authority, The Bush administration, U.S. National Intelligence Estimate, U.S.-Israel relations
Vol. 7, No. 27 January 7, 2008
The December "surprise" resulting from the publication of the U.S. National Intelligence Estimate disrupted fifteen years of Israeli policy based on working with the international coalition to pressure Iran to drop its nuclear weapons program through sanctions and the threat of military action, and has reminded Israelis of the limits of American security guarantees and strategic cooperation.
Within two weeks following publication of the NIE report, China signed a major contract on energy development and supply with Iran, and Russia quickly dispatched two shipments of nuclear fuel for the Bushehr nuclear reactor. Egypt moved to improve relations with Iran, and Saudi Arabia welcomed Iranian President Ahmadinejad to Mecca for the Haj.
Prime Minister Olmert had explained the logic of the "Annapolis process" in terms of the coalition to stop Iran, but two weeks after Annapolis, with the release of the NIE report, this rationale has lost much of its relevance.
Another source of stress comes from differences over renewed U.S. efforts to forge a quick agreement with the Palestinian Authority at a time of continued terrorism, the violent conflict between Fatah and Hamas, the failure to develop functioning Palestinian institutions, and the PA's ongoing incitement and rejection of the legitimacy of a Jewish state.
In addition, the overall decline of U.S. influence, as reflected in Iraq, the return of Russia as a world power, the chaos in Pakistan, and other developments, has highlighted the limits of Israeli reliance on American assistance, and the need for Israel to maintain an independent capability to act when necessary.
President Bush's first visit to Israel since taking office in 2001 comes at a time of strain in the usually cooperative relationship between Jerusalem and Washington. In particular, the December "surprise," resulting from the publication of the U.S. National Intelligence Estimate (NIE) summary report on Iran's nuclear weapons program,1 reminded Israelis of the limits of American security guarantees and strategic cooperation. Other sources of stress come from differences over renewed efforts to forge a quick agreement with the Palestinian Authority headed by Mahmoud Abbas and Salam Fayad, in parallel to escalating attacks from the Hamas-controlled Gaza Strip. In addition, the overall decline of U.S. influence, as reflected in Iraq, the return of Russia as a world power, the chaos in Pakistan, and other developments has highlighted the limits of Israeli reliance on American assistance, and the need for Israel to maintain an independent capability to act when necessary.
The Impact of the NIE Report on Israeli Security
For Israel, the Iranian nuclear weapons program is the most acute strategic threat, and December 2007 NIE report (of which only a short summary was declassified) was a major shock. The summary, and the subsequent headlines in the major media outlets, declared: "We judge with high confidence that in fall 2003, Tehran halted its nuclear weapons program."2 While a footnote and subsequent paragraphs explained that this assessment was limited to only one aspect of the Iranian program ("weaponization") and that the other more basic and important aspects, including uranium enrichment, were continuing, the headline took the urgency and the justification out of the U.S.-led international coalition on Iran.
These developments disrupted fifteen years of Israeli policy based on working with the international coalition to pressure Iran to drop its nuclear weapons program through sanctions and the threat of military action, if necessary. Within two weeks following publication of the NIE report, the momentum of the sanctions regime to contain Iran, built up slowly over the past three years, was suddenly reversed. In short order, China and Malaysia signed major contracts on energy development and supply with Iran, and Russia, which had withheld the fuel rods for the large Bushehr nuclear reactor for at least one year, quickly dispatched two shipments. In parallel, the leaders of the Sunni Arab component of the coalition to prevent Iran from becoming a nuclear weapons state also concluded that the U.S. had changed course. Unsure of the future course of U.S. policy on Iran, Sunni Arab states that attended Annapolis, including Egypt, have been scrambling to broaden their contacts with Iran, and Saudi Arabia welcomed Iranian President Ahmadinejad to Mecca for the Haj pilgrimage.
The headline of the NIE report asserting that Iran had "halted its nuclear weapons program" appeared to signal that a U.S.-led military attack on Iran's nuclear installations was extremely unlikely. This was perhaps the main objective of the officials who wrote the published summary – to make it all but impossible for President Bush to order an attack on Iran's nuclear facilities in the last year of his administration.
Despite the central importance of these issues, the years of strategic coordination meetings, and repeated American assurances, Israeli policy-makers were apparently not consulted on the decision to release the NIE report, its timing, or its very contentious wording. Israel could do nothing as the U.S. crippled the primary source of pressure which had contributed to the Iranian decision to close (or hide) the blatant aspects of its nuclear weapons development in 2003.
As a result, in his visit to the region – including Israel, Egypt, Saudi Arabia, and other Gulf states – President Bush will be pressed to find ways to reverse the damage from the NIE report. Beyond statements of continued concern about the dangers that will be created if the radical Iranian regime acquires nuclear weapons, the U.S. administration will be asked to consider measures that will revive the stalled sanctions regime, and to consider the possibility of military action, if all other means have been exhausted.
Differences Over the "Annapolis Peace Process" and Security Measures
While Israel is focusing primarily on Iran, President Bush, Secretary of State Rice, and others are emphasizing Israeli-Palestinian peace efforts and the declared goal of negotiating the terms of a peace agreement based on a Palestinian state by the end of 2008. The two issues are closely connected, however, and on his way to Annapolis at the end of November, Prime Minister Olmert explained the logic of the "Annapolis process" in terms of the coalition to stop Iran, and the need to involve the Saudis and other Arab states by demonstrating movement and hope on the Palestinian track. But two weeks after Annapolis, with the release of the NIE report, this rationale has lost much of its relevance, as has the case for Israeli security risks related to negotiations with the Palestinians. The murder of two Israelis on December 28 by Fatah gunmen – connected with the same security forces that are armed and trained as part of the Annapolis framework promoting Palestinian statehood – is a stark reminder of these risks.
Public opinion polls show that while most Israelis support peace negotiations based on a "two-state solution," they are also realistic about the obstacles and failures of the Palestinian leadership to work towards this objective. Continued terrorism, the violent conflict between the Fatah and Hamas factions, the failure to develop functioning institutions, and the ongoing incitement and rejection of the legitimacy of a Jewish state reinforce these concerns. Palestinian negotiators have already rejected the Israeli requirement that any future Palestinian state be demilitarized. Furthermore, there is no indication of Palestinian readiness to revise what they refer to as "the right of return" for refugees, which is a euphemism for the destruction of Israel through entry of millions of Arabs.
Similarly, the failure of even moderate Palestinian and Arab leaders to accept Jewish rights in Jerusalem is a deal breaker. Over half of the Knesset's members, including more than a dozen members of Olmert's Kadima Party, signed a petition last year requiring a special majority of the Knesset to alter Jerusalem's municipal borders. There is also strong opposition to re-dividing Jerusalem in Olmert's own cabinet. Thus, serious negotiations on these "permanent status" issues have not started, and when they do begin, progress will be slow and difficult. And until the Palestinian Authority proves that it can deliver on pledges to advance political and security reform, the Bush Administration's determination to proceed increases the likelihood that the result will be the creation of a failed Palestinian state.
In addition, in Israel, President Bush will face widespread public protests over pressures for a unilateral halt to construction in communities built beyond the pre-1967 "green line" (the 1949 armistice line). This position is seen as incompatible with the April 14, 2004, letter from President Bush to then Prime Minister Sharon,3 and the repeated American pledges endorsing Israel's right to "secure and recognized borders." These pressures, and the resulting friction with Israel, also reflect the American determination to proceed quickly with the "momentum established at Annapolis," thereby ignoring the obstacles created by Palestinian failures.
In anticipation of pressure on Israel to ease movement for Palestinians as part of the massive economic development plan, and Secretary of State Rice's statements that echo traditional Arab and European emphasis on Palestinian victimization, Defense Minister Barak declared that Israel cannot and will not remove checkpoints that are vital to preventing ongoing terror. Israeli officials have emphasized that in negotiations during the peace process, freedom of military action in the West Bank must be maintained. They have also made the case for continued Israeli military presence in the Jordan Valley. While President Bush and other U.S. officials have backed Israel on these issues in the past, the American desire to obtain a quick agreement may lead to changes in these policies and more tension.
A U.S.-Israel Defense Treaty Will Not Resolve These Issues
America remains the only global superpower and Israel's main ally, as seen both in the extent of military cooperation and in the political dimension. However, in addition to the sources of friction over Iran and negotiations with the Palestinians, the relationship between the U.S. and Israel is also affected by the decline in U.S. influence, particularly in the Middle East. The ongoing conflict in Iraq, the return of Russia as a world power, the chaos in Pakistan, and other developments highlight the need for Israel to limit the degree of its dependence on Washington for insuring its vital security requirements.
For these reasons, any discussion of yet another effort to conclude a U.S.-Israel defense treaty is unrealistic, and further tensions may develop if Israel decides on the need for unilateral military action to disrupt Iran's nuclear weapons development efforts. While the military assistance provided by the U.S. since the 1973 Yom Kippur War may be unprecedented, it cannot substitute for an independent Israeli military capability when vital interests are at stake. The political maneuvering in Washington that apparently led to the wording of the NIE summary report on Iran, and the differences emerging over demands to relax Israeli security measures in the hope of achieving a breakthrough in negotiations with the Palestinians, are pointed reminders of the limits of even the closest of alliances between sovereign nations.
1. Gerald M. Steinberg, "Decoding the U.S. National Intelligence Estimate on Iran's Nuclear Weapons Program," Jerusalem Issue Brief, Vol. 7, No. 24, 5 December 2007.
2. "Iran: Nuclear Intentions and Capabilities," National Intelligence Estimate, National Intelligence Council, November 2007, http://www.odni.gov/press_releases/20071203_release.pdf
3. The April 2004 letter from President Bush to then Prime Minister Sharon: "The United States reiterates its steadfast commitment to Israel's security, including secure, defensible borders, and to preserve and strengthen Israel's capability to deter and defend itself, by itself, against any threat or possible combination of threats….As part of a final peace settlement, Israel must have secure and recognized borders, which should emerge from negotiations between the parties in accordance with UNSC Resolutions 242 and 338. In light of new realities on the ground, including already existing major Israeli populations centers, it is unrealistic to expect that the outcome of final status negotiations will be a full and complete return to the armistice lines of 1949, and all previous efforts to negotiate a two-state solution have reached the same conclusion. It is realistic to expect that any final status agreement will only be achieved on the basis of mutually agreed changes that reflect these realities."
Prof. Gerald M. Steinberg is the head of the Political Studies Department at Bar-Ilan University, a Fellow of the Jerusalem Center for Public Affairs, and Executive Director of NGO Monitor.
Professor Gerald Steinberg is president of NGO Monitor and professor of Political Studies at Bar Ilan University. His research interests include international relations, Middle East diplomacy and security, the politics of human rights and non-governmental organizations (NGOs), Israeli politics and arms control.
View all posts by Prof. Gerald M. Steinberg
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text:
Ferhat-Pacha Sokolović (né entre 1530 et 1540 et mort en 1590) est un gouverneur et chef militaire ottoman et l'un des pères fondateurs de Banja Luka, la deuxième ville de Bosnie-Herzégovine.

Biographie

Il fait partie des de la famille des Sokolović dont font, entre autres, partie le Grand vizir Mehmed Pacha Sokolović.
En 1566, le Sultan lui donne le titre de Bey  du Sandjak (Sanjak-bey) de Klis. C'est en 1574, après une promotion, qu'il arrive à Banja Luka en tant que Sanjak-bey de la Bosnie. Il y entreprend alors une grande campagne d'urbanisation entre 1579 et 1587.

Le , il commande les troupes ottomanes contre l'armée des Habsbourg commandé par le Général Baron Herbert Ausperger. La bataille remportée par Ferhat-Pacha se déroule près de la rivière Radonja en Croatie. Lors de cette bataille, Ausperger est tué, mais son fils Wolf est capturé. Ferhat-pacha en obtient  ducats comme rançon.

En 1580, Ferhat-Pacha est nommé gouverneur du pachalik de Bosnie et, en 1583, transfère la capitale de la province à Banja Luka, sa ville natale. En 1584, il est battu par les Croates à la bataille de Slunj.

Ferhat-pacha Sokolović meurt en 1590 à Buda mais il est enterré à Banja Luka comme il le souhaitait.

Réalisation

Ferhat-Pacha est l'un des fondateurs de la basse ville de Banja Luka, où il a construit plus de 200 bâtiments comprenant des boutiques d'artisan et de commerce, un grand grenier, un hammam, un moulin, des mosquées et un sérail (palais) où résident les dirigeants. Parmi les réalisations les plus importantes, on peut trouver la Mosquée de Fehrat-pacha et la Mosquée Arnaudija qui permit l'urbanisation des zones résidentielles alentour lors de sa construction.

Références

Décès en 1590
Décès à Buda
Gouverneur ottoman de Bosnie
Gouverneur ottoman de Budin
Pacha du XVIe siècle
Personnalité serbe du XVIe siècle
Personnalité bosnienne du XVIe siècle


text:
GZ Consulting
Advice for Vendors & Purchasers of Sales Intelligence, Sales Engagement, and B2B DaaS Products
Sales & Marketing Intelligence Trends Analysis (2020 Update)
Market Insights Newsletters
2017 Field Guide to Sales Intelligence Vendors
About Michael R. Levy
Vendor Research Reports for Buyers
View Michael_R_Levy's profile on Twitter
View MichaelRLevy's profile on LinkedIn
View +MichaelLevy's profile on Google+
Dun & Bradstreet Acquires Orb Intelligence
Vidyard Closes $15M Financing Facility
Quora: How Accurate are Zoominfo Direct Dials?
SalesIntel at 18 Months
Acquisitions Are Inevitable — Don't Let Them Kill Your Revenue Targets
Content Industry
Executive Changes & Interviews
FreePint
Funding Events
IT Forecasts & Trends
Messaging & Positioning
Sales Engagement
Sales Triggers
Software Pricing
Michael R. Levy	in Compliance, Marketing Technology	 June 26, 2018 June 27, 2018 387 Words
Rhetorik: What Does GDPR Mean for B2B Marketing?
I've been looking for a good description of what GDPR (General Data Protection Regulation) means to B2B marketers and finally came across a session given by UK technology profiler Rhetorik. There have been a number of issues that have muddied the waters, making it difficult to provide much more than general rules. Amongst the issues are a focus on the implications to consumer marketers, the lack of a general law that spans the EU, and an emphasis on rumors and fears about what will happen to firms that fail to comply with the regulation.
Rhetorik Data Protection Officer Samantha Magee noted that GDPR covers how and why companies hold and protect data. It is focused on internal processes rather than external communications, and is channel agnostic.
In around 18 months, the EU will pass uniform ePrivacy legislation which covers external communications in member countries. Until then, rules will remain fragmentary. For example, Opt-in or Opt-out protocols differ by country with the UK amongst the more liberal countries:
Opt-in / Opt-out workflow by country (Source: Rhetorik)
For the moment, GDPR has given teeth to local regulations. In the UK, the PECR (The Privacy and Electronic Communications Regulations of 2003), overseen by the Information Commissioners Office (ICO), remains the applicable regulation for consumer, single trader, and small partnership communications. It was drafted after the European Directive 2002/58/EC, otherwise known as the or 'e-privacy Directive', was implemented in 2002.
There are six bases for communicating with clients and prospects, all of which have equal weight: Consent, Contract, Legal Obligation, Vital Interest, Public Task, and Legitimate Interest. Of these, Consent (e.g. opt-in) and Legitimate Interest are the most common for B2B marketers. Support and service departments would most likely be covered under contractual relationships.
"Legitimate Interest aims to provide a solid and lawful basis upon which commercial communication can occur, allowing marketers to promote their products and services to a targeted and well defined audience," said Magee. "At its heart, is the desire to ensure that commercial practices and communications are relevant to the individual, offering the assurance that high standards of care are applied and that their essential privacy" rights are considered of the utmost importance."
Part II continues with a discussion of the UK PECR law and additional details on Legitimate Interest.
Data Strategy
PECR
DealSignal Total Audience Platform
Rhetorik: What Does GDPR Mean for B2B Marketing? (Part II)
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text:
package com.trungdinh.mybanking;

import android.accounts.Account;
import android.accounts.AccountManager;
import android.content.Context;
import android.content.Intent;
import android.net.wifi.WifiManager;
import android.os.Bundle;
import android.support.v7.app.AppCompatActivity;
import android.support.v7.widget.Toolbar;
import android.telephony.TelephonyManager;
import android.text.format.Formatter;
import android.util.Log;
import android.view.View;
import android.widget.EditText;
import android.widget.Toast;

import com.trungdinh.mybanking.API.ApiInterface;
import com.trungdinh.mybanking.API.ChangePassword;
import com.trungdinh.mybanking.API.RestClient;
import com.trungdinh.mybanking.Chat.ChatActivityMain;

import retrofit.Call;
import retrofit.Callback;
import retrofit.Response;
import retrofit.Retrofit;

public class MainAccess extends AppCompatActivity {
    GPSTracker gps;
    public String emailtxt;
    public String passwordtxt;
    EditText email,password;
    final ApiInterface service = RestClient.getClient();

    public static final String EXTRA_EMAIL = "email";
    public static final String EXTRA_PASSWORD  = "pass";

    public String getEmail(){
        return (String)getIntent().getExtras().get(EXTRA_EMAIL);
    }

    public String getPassword(){
        return (String)getIntent().getExtras().get(EXTRA_PASSWORD);
    }

    @Override
    protected void onCreate(Bundle savedInstanceState) {
        super.onCreate(savedInstanceState);
        setContentView(R.layout.activity_main_access);
        Toolbar toolbar = (Toolbar) findViewById(R.id.toolbar);
        setSupportActionBar(toolbar);

    }

    public void onProfile(View view)
    {
        Intent intent = new Intent(this,UserProfile.class);
        intent.putExtra(UserProfile.EXTRA_EMAIL, getEmail());
        intent.putExtra(UserProfile.EXTRA_PASSWORD, getPassword());
        startActivity(intent);
    }

    public void onMorgage(View view)
    {
        showAccountDetail(view);
    }

    public void onChecking(View view)
    {
        showAccountDetail(view);
    }

    public void onSaving(View view)
    {
        showAccountDetail(view);
    }

    public void changePassword(View view)
    {
        // get pass
        EditText pass  = (EditText)findViewById(R.id.passText);
        String new_pass = pass.getText().toString();

        Helper helper = new Helper();
        helper.checkPassword(new_pass);

        if( !helper.getCheck() ){
            helper.showToast(this, helper.getError());
        }else{
            String url = "http://159.203.136.85/BankingSystem/account/password/";//trungdinh.info@gmail.com;

            url += getEmail()+"?old_password="+getPassword()+"&new_password="+new_pass;

            SendToServer http = new SendToServer( url );

            http.toast(this, http.getNotice());

            Intent intent = new Intent(this,banking.class);
            startActivity(intent);
        }

    }

    public void showAccountDetail(View view)
    {
        Intent intent = new Intent(this, AccountDetail.class);
        startActivity(intent);
    }

    public void onLogOut(View view){

        String url = "http://159.203.136.85/BankingSystem/logout?";

        url += "email="+getEmail()+"&password="+getPassword();

        SendToServer http = new SendToServer( url );

        if(!http.getCheck()){
            http.toast(this, http.getNotice());
        }else{
            Intent intent = new Intent(this,banking.class);
            startActivity(intent);
        }
//        Intent intent = new Intent(this,banking.class);
//        startActivity(intent);
    }
    public void onChangeEmail(){
        String url = "http://159.203.136.85/BankingSystem/account/email/trungdinh.info@gmail.com?password=123&new_email=trungdinh82@gmail.com";

        url += "email="+getEmail()+"&password="+getPassword();

        SendToServer http = new SendToServer( url );

        if(!http.getCheck()){
            http.toast(this, http.getNotice());
        }else{
            Intent intent = new Intent(this,banking.class);
            startActivity(intent);
        }
    }

    public void onMessage(View view){
        Intent intent = new Intent(this,Message.class);
        intent.putExtra(Message.EXTRA_EMAIL , getEmail());
        startActivity(intent);
    }
    public void onLiveChat(View view){
        //Intent intent = new Intent(this, LoginActivity.class);
        //startActivity(intent);

            //data
            emailtxt ="mlundy756@yahoo.";
            passwordtxt = "rn0c8u23oti99kdb";

            //emailtxt = email.getText().toString();
            //passwordtxt = password.getText().toString();

            Call<ChangePassword> call = service.CHANGE_PASSWORD_CALL(emailtxt, passwordtxt, passwordtxt);
            //Asynchronous Request
            call.enqueue(new Callback<ChangePassword>() {
                @Override
                public void onResponse(Response<ChangePassword> response, Retrofit retrofit) {
                    Log.d("Keys", "email = " + emailtxt);
                    Log.d("Keys", "password = " + passwordtxt);
                    if (response.isSuccess()) {
                        // request successful (status code 200)
                        //email.setText("");
                        //password.setText("");
                        Toast.makeText(MainAccess.this, "Success Code = " + response.code() + ": " + response.message(), Toast.LENGTH_SHORT).show();
                        Intent JoinActivity = new Intent(MainAccess.this, ChatActivityMain.class);
                        startActivity(JoinActivity);
                    } else {
                        //Handle errors
                        Toast.makeText(MainAccess.this, "Failure Code = " + response.code() + ": " + response.message(), Toast.LENGTH_SHORT).show();
                    }
                }

                @Override
                public void onFailure(Throwable t) {
                    Log.d("LoginActivity", "failed: " + t);
                }
            });

    }

    public void getGPS(View view){
        if(view.getId()==R.id.gps ){
            gps = new GPSTracker(this);

            // check if GPS enabled
            if(gps.canGetLocation()){

                double latitude = gps.getLatitude();
                double longitude = gps.getLongitude();

                // \n is for new line
                Toast.makeText(getApplicationContext(), "Your Location is - \nLat: " + latitude + "\nLong: " + longitude, Toast.LENGTH_LONG).show();
            }else{
                // can't get location
                // GPS or Network is not enabled
                // Ask user to enable GPS/network in settings
                gps.showSettingsAlert();
            }
        }
    }

    public void getPhoneNumber(View view){
        //  auto get phone number
        TelephonyManager teleManager = (TelephonyManager) getSystemService(Context.TELEPHONY_SERVICE);
        String number = teleManager.getLine1Number();
        Toast.makeText(this, "Phone #: ( " + number+" )", Toast.LENGTH_LONG).show();
    }

    public void getIMEI(View view){
        TelephonyManager teleManager = (TelephonyManager) getSystemService(Context.TELEPHONY_SERVICE);
        String device = teleManager.getDeviceId();
        Toast.makeText(this, "IMEI #: " + device, Toast.LENGTH_LONG).show();
    }

    public void getIP(View view){
      WifiManager wm = (WifiManager) getSystemService(WIFI_SERVICE);
        String ip = Formatter.formatIpAddress(wm.getConnectionInfo().getIpAddress());
        Toast.makeText(this, "IP address #: " + ip, Toast.LENGTH_LONG).show();
    }

    public void getEmail(View view) {
        AccountManager accountManager = AccountManager.get(this);
        Account account = getAccount(accountManager);

        String text = "Does not exist";
        if(account != null)
            text = account.name;
        Toast.makeText(this, "Email: " + text, Toast.LENGTH_LONG).show();
    }

    private static Account getAccount(AccountManager accountManager) {
        Account[] accounts = accountManager.getAccountsByType("com.google");
        Account account;
        if (accounts.length > 0) {
            account = accounts[0];
        } else {
            account = null;
        }
        return account;
    }

}


text:
Q: How would I display circles next to each line in a text field like the Notes app? I'm trying to create something like the Apple Notes app. The one problem specifically I need help with:
1. Make a checklist, and each line will have a circle next to it.
2. Hit return to go to a new line with a new circle on that line. <- this is what I need help with

How would I begin creating something like this? I can do something like:
HStack {
    Image(systemName: "circle")
    TextField(...)
}

but I'm not sure how to create a new row of this if return is pressed.

A: struct CustomToggleStyle: ToggleStyle {
    func makeBody(configuration: Configuration) -> some View {
        HStack{
            Button{
                configuration.isOn.toggle()
            } label: {
                Image(systemName: configuration.isOn ? "checkmark.circle.fill" : "circle")
                    .foregroundColor(configuration.isOn ? .yellow : .gray)
            }
        }
    }
}

struct ContentView: View {
    @State private var task: String = ""
    @State private var flag = false
    var body: some View {
        HStack(spacing: 5) {
            Toggle("", isOn: $flag)
                .toggleStyle(CustomToggleStyle())
            TextField("Add your task here", text: $task)
        }
    }
}

Result:

redpajama_set_name: RedPajamaStackExchange


Borneo tropical rainforest has some of the richest biodiversity on the globe. It has nearly 11,000 species of flowering plants, about a third of these are indigenous. In one 6.5 hectare area of Borneo's lowland tropical rainforest has over 700 species of trees which have been recorded. Borneo's rainforests are home to thousands of endemic species of animal, reptile, and insect. These include rhinos, hornbills, macaques, orangutans, proboscis monkeys, gibbons, tarsiers, and slow lorises. This island also has some of the world's strangest creatures, like flying lizards and frogs, even new creatures are still being discovered. Trekking to Borneo jungle will lead you to encounter the real wildlife and diverse of vegetation that sustain the ecological harmony for all creatures on it.