text:
Al Lulu Island (; Pearl island) is a  man-made island off the coast of Abu Dhabi island, the capital of the United Arab Emirates. It stretches from the Abu Dhabi Breakwater to Mina Zayed. Al Lulu Island is only accessed by private boat.

Development
Land reclamation was started in 1986 and completed in 1992. In 1981, Brazilian architect Oscar Niemeyer worked on a proposal for the island to turn it into a leisure island including hotels and waterside residences, an elevated monorail, marina and aquarium, a nautical club, helipads, a convention centre and a zoo. Niemeyer's plans included a rejuvenation centre designed to attract geriatric medical tourists, and a culturally sensitive theme park that took its inspiration from One Thousand and One Nights. The proposal however was shelved because of its high costs and other more important commitments the Abu Dhabi government had at that time.

In September 2003 a corporation called the General Corporation for Development and Investment of Lulu Island was established for the development of the island. The corporation's plans for the island included a wildlife reserve, parks, hotels, restaurants, man-made lakes and a museum. In 2006 Sorouh Real Estate proposed a mixed use commercial, residential, cultural and recreational facilities on the Island and in 2010 US architecture firm Skidmore Owings & Merrill presented plans for a 1,312-foot-high 75 storey Lulu Tower that would have been shaped like a giant clam. Contract for the Lulu Road Project, an eight-kilometre-long, six-lane road that would connect the marina on Abu Dhabi's breakwater with the docks at Mina Zayed was awarded. However these projects were put on hold indefinitely.

In 2007, when the island opened to the public the island had two restaurants, four coffee shops, a track for camel and horse riding and two artificial lakes.

References

1992 establishments in the United Arab Emirates
Artificial islands of the United Arab Emirates
Proposed buildings and structures in the United Arab Emirates
Islands of the Emirate of Abu Dhabi
Central Region, Abu Dhabi

redpajama_set_name: RedPajamaWikipedia


Has 'Blurred Lines' left the music industry dazed and confused, or will Led Zeppelin show us the stairway to copyright heaven?
Smoothing the roads for cross-border trucking?
Sell 'em quick, Aldi! The law's changing.
Good design is about to get more expensive and become less available.


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The 2018 DarwIN Shrewsbury Festival is up and running…
The first Park Run during the town's three week DarwIN Shrewsbury Festival set off on (date) with dozens of runners donning special DarwIN masks to join in and celebrate the start of the Festival which has already seen the animal transformation of 'Wild Cop' and the crowning of winners Katie McPartland and Rose Farquharson in of the county's first 'Young Thinkers' competition at UCS with Morris & Company.
Charles Darwin had the nickname of 'Gas' whilst studying at Shrewsbury School – potentially because of his home science experiments in the garden shed with his brother or perhaps in recognition of his regular sprinting prowess as he raced from his home on The Mount over to Shrewsbury School which is now the Shrewsbury Library.
For more information and ticket details for the many events being staged across the town as part of the DarwIN Shrewsbury Festival visit originalshrewsbury.co.uk/Darwin

redpajama_set_name: RedPajamaCommonCrawl


allow mobile phone users to locate nearby restaurants and attractions or receive driving directions. But the antennas and software installed in Google's Street View cars collected more than just the basic identifying information transmitted by Wi-Fi networks. They also gathered and stored "payload data" that was sent and received over unencrypted Wi-Fi connections at the moment that a Street View car was driving by.1 Payload data includes everything transmitted by a device connected to a Wi-Fi network, such as personal emails, usernames, passwords, videos, and documents. Google acknowledged in May 2010 that its Street View vehicles had been collecting fragments of payload data from unencrypted Wi-Fi networks. The company publicly apologized, grounded its vehicles, and rendered inaccessible the personal data that had been acquired… but plaintiffs brought suit under federal and state law, including the Wiretap Act, 18 U.S.C. § 2511. Google argues that its data collection did not violate the Act because data transmitted over a Wi-Fi network is an "electronic communication" that is "readily accessible to the general public" and exempt under the Act. 18 U.S.C. § 2511(2)(g)(i). The district court rejected Google's argument. In re:Google Inc. St. View Elec. Commc'n Litig., 794 F. Supp. 2d 1067, 1073–84 (N.D. Cal. 2011)… In total, Google's Street View cars collected about 600 gigabytes of data transmitted over Wi-Fi networks in more than 30 countries.
In an April 2009 interview for the German magazine Focus, Google's Global Privacy Counsel Peter Fleischer remarked that "public opposition to Google Street View in Germany, though not hysterical, had been tougher than in any other country."On the same occasion he stated that the project has now been "essentially aligned with the concerns of data privacy advocates," and that "specific privacy tools would be developed for the German launch while imaging continues at the fastest possible pace." The option to have specific images removed would also apply for locations in Germany. As of October 2010, 244,237 German households have opted out Street View2. Google complied by blurring the façades on the corresponding Street View images. This procedure is misleadingly called 'pixelating' in Germany (German: 'Verpixeln')3.
2. David Gordon Smith – with wire reports (Oc-tober 21, 2010). "Germans Unfazed by Google Street View". Der Spiegel. Retrieved February 15, 2011.
3. mbw – with wire reports (September 20, 2010). "More than 100,000 Germans Ask Google to Blur their Homes". Der Spiegel. Retrieved February 15, 2011.


CCNM offers its patients several different welllness Packages and Programs to choose from with each embracing the most advanced biological medicine possible.
Our ability to combine the finest alternative wellness options with the best on-going patient education has earned CCNM a global reputation of excellence.
CCNM is equipped with an in-house laboratory as well as an extensive and highly specialized medicinary that features leading-edge products imported from all over the world.
This provides convenience to CCNM patients who's previous experience may have been multiple visits to various labs and pharmacies.
Chelation therapy's most important application is for preventing or reversing heart and artery pathology derived from diminished blood circulation. The chelating agent, called EDTA, removes toxic metals, improves circulation, enhances the immune system and inhibits the creation of "free radicals".


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Du lịch TASMANIA Hobart - Zoodoo Zoo - DU LỊCH VÀ CUỘC SỐNG ÚC
hello hello everyone how are you all today is friday weekend wish you all have a nice weekend today i would like to invite you and my family to visit the zoo doo zoo In the state of Tasmania, the city of Hobart, the zoo here is also very small, not as big as other zoos , but also very few people visit, so you can also touch the animals here to feed them. giraffes or ostriches or baby kangaroos can now touch it directly And there is a tour for you to join that is to feed the lion, is it dead? it sleeps and it sleeps at night, you see, its eyes are asleep These are the three owls, have you seen them? It's like a log. And this is also a type of monkey, but it has a life expectancy of 10 to 20 years. That's the whole family, but it's so small . It's so cute. It's a barn. What should I eat ? It's ok to eat carrots. I can't do anything less. this is my favorite place in this place everyone This is a lion dragon they made with ant doors for the children to see and listen to, but unfortunately our whole family came here at this hour hey, it's past the time of feeding the lions so I can't participate in the lion feeding program But if I did, I don't know if I'd dare to join Can you guys see that over there is an iron cage without a cage that is for me to get into to participate in the program that feeds the lions He's so handsome, he's so scary, I've seen it with my own eyes, and this is the stables of zebras and ostriches, everyone, but it's a bit far, so Bom and Dad are too lazy to go so I just took pictures like that everyone, it's very windy today. There are a few ostriches and chickens, but their legs also have feathers and then they've crossed what is it Oh the bug - And now I'm here the stables of the ponies and next to these ponies are the Alpacas. These
alpacas have a high neck like a camel, but it doesn't have a sucker on the back of it. These animals they raise. They usually use it to get the fur like sheep's wool so it's all good and its fur is very good for softening these feathers when it's cool in the summer but it's warm in the winter so the fur of this Alpaca is going to be more expensive than that of the fleece blankets everyone these alpacas are so cute, just see that Mane blows his trumpet and just follow Mane and c It's so cute to follow my lens, I'm going through the boar cage it's so annoying ah these goats are stupid, they don't look cute at all, and here are some westerners standing and taking pictures for them The mane that the wild boars talk about makes me scared to death. So keep going to the chicken coop for a jog, this is grass for the winter that will be eaten by animals, but it has a machine that when cut, it will roll up like that. my family was late again and the show was over for like 10 minutes so i didn't hear about the snake and now they asked me if anyone wanted to take a picture but no one dared to come near it, it keeps swaddling this man. It's so disgusting that you can't even touch it and this is the place that Bom likes the most because he can feed these kangaroos and eat them too everyone come here I just need to spend two dong and buy a food like that and I'll give it to him let's eat Mane was afraid that people wouldn't feed these animals, so every child of Bom fed him almost, but he didn't forget a single one.
Have you seen the colored kangaroo yet This is another kangaroo in this country, the whole family is white and it's a bit smaller than that kangaroo, its eyes are red This kangaroo, if it stands up straight, it's taller than me It holds more than me so it makes me a bit bored I'm scared when I see it But when it stands up, it's all on it it's so much bigger than me, you bite, but it bleeds, it's raining so it's impossible not to continue so now i have to go home everyone i go back to the place where i was Buy that ticket, brother here it also has a small play area for the children and if anyone here and there wants to celebrate a birthday, they often come here to celebrate birthdays, he just went to see it. It's interesting that there's also a play area for the kids. It's also great to make heads that let the kids play with the whole family and one thing is that on weekends, even the elderly gather here. I'm so happy to hear that everyone here is a group of old people sitting there they already have an entire band. Just
like that, my trip to the zoo in Tasmania is over thank you If you like my video, please click like for my video , and if you haven't subscribed yet, please click the subscribe button to soon receive my new videos, everyone next week. I would like to introduce you to an island that when people travel in Tasmania come here to enjoy fresh seafood, fresh oysters and enjoy the wine made here and also a video about It's my family 's last Tasmania. Bye bye everyone See you all next Friday Bye bye
The Lebanon they WON'T show you (Batroun 4K) 2022-01-19 11:55
程曉農專訪:2022哪四國牽動全球股市關鍵?中概股市值大蒸發 GAME OVER。美股大撒幣 副作用釀全球風暴。日股投資信心不足 泡沫經濟30年。中共收銀根 港股錢進內地大失血。220112 2022-01-18 19:12
Is The Temple Caretaker Going to Shoot Us?! Hua Hin/Phetchaburi, Thailand (EP. 1) 2022-01-17 18:23


We believe in the values of Social Capital, Technical Knowledge, and Empowerment.
We are currently running over 84 projects, and are working on many more to be implemented soon.
We are a diverse team of 45 motivated collaborators from all across Indonesia.
Mutiara Indonesia DAAI TV : Pejuang Mikrohidro "Tri Mumpuni"
Over 800 million poor people in the Asia-Pacific Region do not have access to basic services like energy, water, health care, or ecological resources. Within the 5-P (Pro Poor Public Private Partnership) initiative IBEKA works with UN-ESCAP to try to provide such services to the poor that is both sustainable and viable in the long term. This initiative tries to bring together public and private partnership with the community for mutual benefit.


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Q: Handle range requests with HttpListener I've written a custom HTTP server that works fine for everything until the browser makes a request with a byte range.  When attempting to load video (seemingly for files above a certain size because this doesn't happen every time), the browser makes a request for the video file with this header:
method: GET
/media/mp4/32.mp4
Connection - keep-alive
Accept - */*
Accept-Encoding - identity;q=1/*;q=0
Accept-Language - en-us/en;q=0.8
Host - localhost:20809
Referer - ...
Range - bytes=0-
User-Agent - Mozilla/5.0 (Windows NT 6.1; WOW64) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/33.0.1750.170 Safari/537.36

so the server sends the requested file... Then, immediately afterwards, it makes this request:
method: GET
/media/mp4/32.mp4
Connection - keep-alive
Accept - */*
Accept-Encoding - identity;q=1/*;q=0
Accept-Language - en-us/en;q=0.8
Host - localhost:20809
Referer - ...
Range - bytes=40-3689973
User-Agent - Mozilla/5.0 (Windows NT 6.1; WOW64) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/33.0.1750.170 Safari/537.36

So I write the requested bytes to the output stream but it always errors out on the second request with an error.  It's almost like the server is still trying to send the file when the browser sends another request.
The I/O operation has been aborted because of either a thread exit or an application request
Here is the code that handles the range request:
public void StartServer()
{
    _server = new HttpListener();
    _server.Prefixes.Add("http://localhost:" + _port.ToString() + "/");

    LogWebserver("Listening...");

    _server.Start();
    th = new Thread(new ThreadStart(startlistener));
    th.Start();
}
private void startlistener()
{
    while (true)
    {
        ////blocks until a client has connected to the server
        ProcessRequest();
    }
}
private void ProcessRequest()
{
    var result = _server.BeginGetContext(ListenerCallback, _server);
    result.AsyncWaitHandle.WaitOne();
}
private void ListenerCallback(IAsyncResult result)
{
    var context = _server.EndGetContext(result);
    HandleContext(context);
}
private void HandleContext(HttpListenerContext context)
{

    HttpListenerRequest req = context.Request;
...stuff...
   using (HttpListenerResponse resp = context.Response)
   {
        .... stuff....
        byte[] buffer = File.ReadAllBytes(localFile);
    if (mime.ToString().Contains("video") || mime.ToString().Contains("audio"))
    {

        resp.StatusCode = 206;
        resp.StatusDescription = "Partial Content";
        int startByte = -1;
        int endByte = -1;
        int byteRange = -1;
        if (req.Headers.GetValues("Range") != null)
        {
            string rangeHeader = req.Headers.GetValues("Range")[0].Replace("bytes=", "");
            string[] range = rangeHeader.Split('-');
            startByte = int.Parse(range[0]);
            if (range[1].Trim().Length > 0)   int.TryParse(range[1], out endByte);
            if (endByte == -1) endByte = buffer.Length;
        }
        else
        {
            startByte = 0;
            endByte = buffer.Length;
        }
        byteRange = endByte - startByte;
        resp.ContentLength64 = byteRange;
        resp.Headers.Add("Accept-Ranges", "bytes");
        resp.Headers.Add("Content-Range", string.Format("bytes {0}-{1}/{2}", startByte, byteRange - 1, byteRange));
        resp.Headers.Add("X-Content-Duration", "0.0");
        resp.Headers.Add("Content-Duration", "0.0");

       resp.OutputStream.Write(buffer, startByte, byteRange);/* this is where it gives the IO error */
            resp.OutputStream.Close();

            resp.Close();
    }
    else
    {
        resp.ContentLength64 = buffer.Length;
        resp.OutputStream.Write(buffer, 0, buffer.Length);
        resp.OutputStream.Close();
        resp.Close();
    }

   }
}

I've tried simply ignoring the request with the range in it, but while no error is thrown, the browser throw an error because the video wasn't downloaded.
How do I handle these range requests and avoid the IO error?

A: I solved the problem, but it involved scrapping HttpListener and using TcpListener instead.
I used the code here as a basis for the server: http://www.codeproject.com/Articles/137979/Simple-HTTP-Server-in-C
And then I modified the handleGETRequest function with this:
if (mime.ToString().Contains("video") || mime.ToString().Contains("audio"))
{

    using (FileStream fs = new FileStream(localFile, FileMode.Open))
    {
        int startByte = -1;
        int endByte = -1;
        if (p.httpHeaders.Contains("Range"))
        {
            string rangeHeader = p.httpHeaders["Range"].ToString().Replace("bytes=", "");
            string[] range = rangeHeader.Split('-');
            startByte = int.Parse(range[0]);
            if (range[1].Trim().Length > 0) int.TryParse(range[1], out endByte);
            if (endByte == -1) endByte = (int)fs.Length;
        }
        else
        {
            startByte = 0;
            endByte = (int)fs.Length;
        }
        byte[] buffer = new byte[endByte - startByte];
        fs.Position = startByte;
        int read = fs.Read(buffer,0, endByte-startByte);
        fs.Flush();
        fs.Close();
        p.outputStream.AutoFlush = true;
        p.outputStream.WriteLine("HTTP/1.0 206 Partial Content");
        p.outputStream.WriteLine("Content-Type: " + mime);
        p.outputStream.WriteLine("Accept-Ranges: bytes");
        int totalCount = startByte + buffer.Length;
        p.outputStream.WriteLine(string.Format("Content-Range: bytes {0}-{1}/{2}", startByte, totalCount - 1, totalCount));
        p.outputStream.WriteLine("Content-Length: " + buffer.Length.ToString());
        p.outputStream.WriteLine("Connection: keep-alive");
        p.outputStream.WriteLine("");
        p.outputStream.AutoFlush = false;

        p.outputStream.BaseStream.Write(buffer, 0, buffer.Length);
        p.outputStream.BaseStream.Flush();
    }
}
else
{
    byte[] buffer = File.ReadAllBytes(localFile);
    p.outputStream.AutoFlush = true;
    p.outputStream.WriteLine("HTTP/1.0 200 OK");
    p.outputStream.WriteLine("Content-Type: " + mime);
    p.outputStream.WriteLine("Connection: close");
    p.outputStream.WriteLine("Content-Length: " + buffer.Length.ToString());
    p.outputStream.WriteLine("");

    p.outputStream.AutoFlush = false;
    p.outputStream.BaseStream.Write(buffer, 0, buffer.Length);
    p.outputStream.BaseStream.Flush();

}

Using TcpListener avoids whatever stupid problem was causing the I/O error on the response stream.

A: I know its late, but i think there are some misstakes at your solution. Your code will not work with Safari.

*

*Send ranges only if requested.

*endbyte is not correct, should be +1

*the 2. totalcount is wrong at Content-Range, it should be the bytes of
the whole file

Safari always request 2 bytes to check, unfortunatly without infos if failed.
Other browsers are more tolerant.

redpajama_set_name: RedPajamaStackExchange


Efficient organizations achieve their goals using minimal resources. Inefficient ones keep workers spinning their wheels on useless tasks.
Unfortunately, inefficient habits can become ingrained within a company, frustrating employees and erecting barriers to productivity. Do any of these common efficiency killers sound familiar to you?
Yes, we mean email. On average, employees spend 37 percent of their work week answering and organizing email. That's a big chunk of time devoted to impersonal, inefficient communication—surely we can do better.
For starters, email doesn't work well as a collaborative platform. Send an email loaded with CCs, and a few "reply alls" later you'll find the original purpose has been completely obfuscated as the conversation veers off track.
Add the likelihood of information getting lost and people misreading an email's intent—causing misunderstandings that demand more time to iron out—and it's easy to see why managing email dependency has become a top priority for many innovative companies.
Situationally, email is an incredible tool. But when it becomes the main form of communication in your workplace, you have a problem.
If your answer to the email problem is to encourage face-to-face interaction by scheduling more meetings, you're on the wrong track.
Employees spend an average of 5.6 hours each week in meetings, and most spend up to four additional hours a week preparing for them. In fact, a Microsoft study found that the average worker spends only 1.5 hours a day actually working. The rest of the time is wasted—and guess which unproductive activity tops the list?
Ah, the P-word. Process is another prime example of an efficiency tool gone wrong.
At their best, processes provide a way to measure progress and keep business running smoothly. But as companies grow in size and complexity, their processes can become mountain-size burdens that stand squarely in the way of work getting done.
In the past 15 years, the number of "procedures, vertical layers, interface structures, coordination bodies and decision approvals" required within U.S. and European companies has increased by between 50 and 350 percent, according to a study by the Boston Consulting Group. As a result, managers spend at least 40 percent of their time just jumping through procedural hoops.
Every company needs standards for best practices against which employees can measure themselves. But effective standards reduce the need for hoop-jumping and approvals—not increase it.
Great companies have a clear vision and focused goals. Great leaders communicate that vision and look to their employees for solutions that meet those goals.
When a company's vision is unclear or unclearly communicated, employees have no greater purpose to rally around. They may become fuzzy on what their role is, both individually and as a team, and waste time shooting arrows in the dark instead of moving toward a common goal. Job satisfaction sags, and morale drops—and with it, productivity.
In fact, one study found that, when aligned with a strategic plan, organizations with clearly defined vision and mission statements financially outperform those without them.
Yet many companies struggle to articulate their vision. In a survey of more than a million leaders, authors James M. Kouzes and Barry Z. Posner found that one of the biggest challenges leaders face is "communicating an image of the future that draws others in—that speaks to what others see and feel." They also identified that ability as the defining trait that distinguishes leaders from non-leaders.
From leadership to communication, organizations can develop bad habits just as easily as people. Awareness is the first step toward rooting them out for good.
Previous Entry You Say You Want an Email Revolution?


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Follow to receive updates from 3DAX. Easy to unsubscribe & no spam.


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Home » Articles » Lafcadio: The Lion Who Shot Back
Lafcadio: The Lion Who Shot Back
by Dohn Paditsone
Published in 1963, Shel Silverstein's "Lafcadio: The Lion That Shot Back," is the story of a young lion that challenges the machinations of society albeit inadvertently when he refuses to act in accordance with the flow of the natural world. This of course is frowned upon by the other Lions and hunters. As the subplot to this story involves peace and war, it is interesting that Silverstein's classic was first published during the outbreak of the Vietnam War. Whether or not this is mere coincidence is not known.
The story of Lafcadio begins when a group of hunters begin firing shots throughout the pride lands of Africa. When all of the lions in the immediate area begin to quickly disperse, Lafcadio, a young lion (the name Uncle Shelby or Shel Silverstein ultimately gives him) questions why it is that he should run away from these so-called "hunters" even if it did mean imminent doom. So after all of the lions run for their lives, Lafcadio stays back just so he can catch a glimpse of one of the hunters, as he is curious to see what these hunters looked like. Well, when he and a hunter do come face-to-face, the hunter says to him plainly,"I am going to shoot you." Lafcadio then responds with, "But I give up" and just to prove it, he raises his paws in the air. What ensues is a debate between the two in which the hunter must shoot the young lion in spite of the fact that Lafcadio is willing to surrender to the hunter without protest. After all this transpires and when Lafcadio asks him why it is that the hunter still insists on shooting him, the hunter simply says,"Because I am [going to]."
Now, rest assured, Lafcadio doesn't get shot by the hunter, because in his infinite wisdom, the hunter forgets to load his gun before joining his safari. In response to this, Lafcadio tells the hunter, "I am going to eat you," and when the hunter asks him why, he says, "Because I am." And of course he does. What follows is that Lafcadio takes up the "funny stick" which is the gun (which used to belong to the hunter) and begins practicing again and again until he becomes a world-class sharpshooter. He goes on to become the best in the world when a circus man discovers him and takes him out of the jungle to find fame and fortune. Much later on and by the end of the story, Lafcadio finds that he's tired of living the life of a successful world-class sharpshooter and so at the suggestion of the circus man, he returns to the pride lands and reunites with his pride only to find that he doesn't want to be neither lion nor human, as he isn't fit for either lifestyle.
One of the important lessons that the late Shel Silverstein exhibits in this story is that all of us have choices in life. At the beginning of the story in which Lafcadio meets the first hunter who was bent on killing him, the hunter did in fact have a choice to either kill or to not kill, plain and simple, just as Lafcadio had the choice to either run and or to stand up to adversity. One could safely argue that it was indeed curiosity and NOT bravery that kept Lafcadio from running, but in either case, he had a choice. Whereas Lafcadio offered peace and harmony to the hunter whose sole obsession was killing, the hunter had no real viable reason to kill Lafcadio as the young lion was friendly and courteous in his offer of peace an posed no danger.
Such reasoning leaves me to believe that Silverstein was in fact a pacifist and so did not believe in hunting for sport. Such message speaks volumes about the reasoning behind our race which creates wars and kill innocent lives simply for the sake of killing, as it has no real value or purpose in the eyes of nature. Perhaps each of us can learn a valuable lesson from Lafcadio after all, whose curiosity changed the scope of killing without purpose.
Welcome! I am a writer living in the Northeastern part of United States. I hope to one day publish my novel and so in the meantime, I hope to learn as much as I can from this incredibly diverse community. Cheers! Please feel free to check out other articles and reviews I've written on the topic of Children's Books, as I have a few that may interest you:
http://hubpages.com/hub/Book-Review-The-Giving-Tree
http://hubpages.com/hub/book-review-runny-babbit-by-shel-silverstein
Article Source: http://EzineArticles.com/?expert=Dohn_Paditsone
Article Source: http://EzineArticles.com/3106500


Australia will conduct a diagnostic review of its NH Industries MRH90 multi-role helicopter programme and will report the findings by the end of October.
Another review was conducted in April, said the Ministry for Defence Materiel. This suggested that the Department of Defence (DoD0 should work with Australian Aerospace, the prime contractor, "to implement a remediation plan" for the troubled programme.
The Australian army has accepted just 13 MRH90 helicopters from a 46-aircraft order. Problems have plagued the programme, including engine failure, transmission oil-cooler fan failures and the poor availability of spares.
On 20 April 2010, one of an MRH90's two Rolls-Royce/Turbomeca RTM322 engines failed. Although the aircraft landed safely, the fleet was grounded for three months pending an investigation by the DoD and industry.
In July 2010, the DoD revealed that the failure resulted from the compressor blades fracturing after coming into contact with the engine casing. It established a new inspection regime and other measures to prevent another such incident.
The army's 13 aircraft are being used for testing and initial crew training.


Love your One Year devotional but don't feel like lugging it with you whenever you travel? Finally, you can have it all--inspirational One Year readings for each day alongside brief passages from God's Word in a compact 4 6 size that fits effortlessly in a purse or pocket. Includes a ribbon so you can easily mark your place throughout the year. Take the One Year experience with you anytime, anywhere.


Lumax Auto Technologies Ltd Directors Report.
Your Directors with immense pleasure present the 37th Annual Report of Lumax Auto Technologies Limited ("Company") on the business and operations together with Audited Balance Sheet and Statement of Profit & Loss of your Company for the year ended March 31, 2018.
Note: Financial Results for the year ended March 31, 2018 are prepared first time in accordance with Indian Accounting Standards (Ind AS) prescribed under Section 133 of The Companies Act, 2013, and previous year figures for the year ended March 31, 2017, have been regrouped / re-casted in accordance with Ind AS to make them comparable.
The Indian Automobile Industry being one of the largest in the world and accounting for 7.1 percent of the countrys Gross Domestic Product (GDP) is presently the second largest two-wheeler manufacturer and the fifth largest commercial vehicle manufacturer in the world.
During the Fiscal year 2017-18, the Indian Automobile Industry registered a production growth of 14.78 percent as compared to 5.41 percent over the same period last year. In this backdrop the Auto Component Industry posted an encouraging performance and grew by 14.30 percent as compared to the previous year. Currently, the Indian Auto Component Industry is contributing more than half of the average exports achieved by the Automotive Industry.
On standalone Basis the Company registered growth of 24 percent in Revenue from Operations which is over and above the Industry growth. For the Financial Year 2017-18 the Profit Before Tax (PBT) stood at Rs 4,056.01 Lacs and Profit After Tax (PAT) was recorded at Rs 2,921.77 Lacs witnessing a significant growth.
The growth was led by increased volumes of PCB manufacturing business, plastic moulded parts and sheet metal components of major Customers of the Company i.e. Bajaj Auto Limited (BAL), Honda Motorcycles & Scooters India Ltd. (HMSI) and Maruti Suzuki India Limited (MSIL).
Your Company maintained its commitment in delivering long-term sustainable growth and attractive Dividend to its Shareholders. The Board of Directors at their Meeting held on May 28, 2018 had approved payment of Dividend at the rate of 100 percent on Equity Share Capital of the Company which is subject to the approval of the Shareholders at the ensuing Annual General Meeting (AGM).
The proposed dividend will translate into Dividend at the rate of Rs 2/- (Rupees Two only) per Equity Share of the face value of Rs 2/- (Rupees Two only) each, after Sub – division of existing Equity Shares of the Company in the ratio of 1:5 as on Record Date i.e. June 08, 2018.
The total amount of Dividend proposed to be distributed, amounts to Rs 1,410.01 Lacs (Including Dividend Distribution Tax) as against Rs 640.68 Lacs in the previous year. The Dividend pay - out ratio comes to 48.26 percent.
As per Regulation 33 of the Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015 (hereinafter referred to as "Listing Regulations"), applicable provisions of the Companies Act, 2013 and Ind AS 110, the Audited Consolidated Financial Statements are provided in the Annual Report of the Company.
LDK is a 100 percent Subsidiary of the Company is engaged in manufacturing of lights and plastic modules. The Revenue of the Company stood at Rs 34,991.07 Lacs.
LMS is a 100 percent Subsidiary of Company. The Company had emerged as a full-time service provider in form of Corporate Support Services to its Group Companies. The Revenue of the Company Stood at Rs 2,472.04 Lacs as on March 31, 2018.
LIVE is a 100 percent Subsidiary of the Company. The Company was established for manufacturing of Non - Automotive Parts. LIVE has two (2) Subsidiaries Lumax Energy Solutions Private Limited and Velomax Mobility Private Limited. The Consolidated turnover of the LIVE for the Financial Year 2017 -18 stands for Rs 197.95 Lacs.
LMAT is 55 percent Subsidiary formed in collaboration with Mannoh Industrial Co. Ltd., Japan. The entity manufactures Gear Shifters and Parking Brakes. The Company has a market leadership position within this segment with approximately 60 percent market share in India. During the year, the Company received new order for supplying the Gear Shifter to Toyota Yaris. The Companys Revenue stood at Rs 13,586.18 Lacs. The Company has also set up new Manufacturing facility at Surender Nagar, Gujarat for supplying Gear Shifter to Suzuki Motors.
LCAT is a 50:50 Joint Venture between Lumax Auto Technologies Limited (LATL) and Cornaglia S.p.A. Italy having management control by LATL. The JV Company manufactures air intake systems as well as other plastics injection blow moulded parts. The Companys Revenue stood at Rs 4,877.34 Lacs.
LGAT is a 50:50 Joint Venture between Lumax Auto Technologies Limited and Gill-Austem LLP, USA. The JV Company manufactures seat frames and seat mechanisms. The current year Revenue stood at Rs 6,286.01 Lacs.
Lumax Sipal Engineering Private Limited is an Associate Company of Lumax Integrated ventures Private Limited.
In accordance with the provisions of Section 129(3) of the Companies Act, 2013 a report on performance and financial position of Subsidiaries, Associate Companies are presented in notes to Consolidated Financial Statements.
Statements, including the Consolidated Financial Statements and related information and audited accounts of subsidiaries are available on the website of the Company i.e. www.lumaxautotech.com and the same shall also be made available for inspection at registered office of the Company during the working hours.
During the year under review, the Company underwent through a series of critical developments and changes influencing its operations, business activities, corporate governance practices etc. Yet it continued to reinforce its position in the market and derived sustainable benefit due to its strong foundation and its deeper integration with its subsidiaries and joint ventures.
In the course of the year, the Company unveiled its New Brand Identity on November 08, 2017, the new refreshed logo and the visual brand identity epitomises our journey and shall serve as the torchbearer of future growth and aspirations, it also rearticulated the Group Purpose and Vision.
The year 2017-18 was marked by the most ambitious tax reform since Independence i.e. Implementation of Goods and Services Tax (GST) and the Company continued to maintain its momentum in managing it efficiently and effectively. Another major development confronting the Company was transition to Indian Accounting Standards (Ind AS) from Indian GAAP which was smoothly implemented by the Company and there were no significant impacts on Financial Statements of the Company.
During the year, the Company had sold its bulbs and wire manufacturing unit situated in Kale-Amb, Himachal Pradesh, to one of its Group Company viz. Lumax Ancillary Limited on Slump-Sale basis. The said unit was expected to contribute towards the growth of Aftermarket Division of the Company through supply of auto bulbs and electrical components. However, in view of insignificant contribution of the said unit towards the Aftermarket Division and for the overall benefit of the Company it was considered prudent to sell this unit.
As the Country takes a leap from BS-IV to BS-VI emission norms, the huge demand for Oxygen Sensors is projected. Thus, with a futuristic vision and much before the mandatory enforcement of BS-VI, a Joint Venture with Francisco Albero S.A.U. (FAE), Spain was entered into to manufacture and supply Oxygen Sensors for Two-Wheeler Industry. The product is expected to significantly enhance the fuel efficiency of a vehicle and shall play a critical role in aligning with the BS-VI emission norms.
As a leading Automotive Component Manufacturer and keeping in line with technological progression in the Automotive Industry, it was natural for the Company to further enter into advanced technologies to provide world-class product and services. The Telematics products and services will address the growing menace of vehicle theft, and road accidents. For the Commercial Vehicles, the Telematics solutions will aid in determining vehicle downtime, fleet monitoring and reduce unauthorized use of vehicles.
The Company through its Subsidiaries and Associates, has been a manufacturer of wide range of products like Lighting Module, Frame Chassis, Swing Arms, Integrated Plastic Modules, Gear Shift Lever, Intake systems, Seat Frames & Mechanisms etc.
During the year under review the Company with its existing products basket has baged orders for new product launches by various OEMs such as Eicher, Honda, Nissan and Bajaj Auto etc.
The Company continues to drive growth to diversified product and added new product such as Trailing Arm and Swing Arm in two wheeler segment & received business from same from Bajaj Auto Limited.
The Company caters to the Aftermarket, majority of which is lighting systems. Aftermarket have also done well for us post the launch of the refurbished brand exercise and the change in marketing strategy which was well supported by the GST implementation. With the right efforts and initiatives already put in place for addition of new products under this division, the Company is extremely positive about growth from this business segment.
Owing to its commitment towards, continuous advancement towards Information Technology and SAP the Company upgraded to SAP S/4HANA in the Financial Year ending 2018. This will enhance the Companys journey towards complete digitalization as a way forward. Similarly, efforts towards integrating GST regime within the SAP framework was implemented and successfully making the Company - "SAP GST Compliant".
In February 2015, Ministry of Corporate Affairs (MCA) notified the final roadmap on Ind AS with implementation in a phased manner to be complied by the specified class of companies effective from April 1, 2016. Post above notification Ind AS has replaced existing Indian GAAP prescribed under Section 133 of The Companies Act, 2013, read with Rule 7 of the Companies (Accounts) Rules, 2014 according to applicability on specified entities. Accordingly, this is first year when the Companys financial statements for the year ended March 31, 2018 have been prepared in accordance with Ind AS and the financial statements for the year ended March 31, 2017 and opening Balance Sheet as at April 1, 2016 (the Companys date of transition) earlier reported in previous IGAAP, have been restated in accordance with Ind AS to make them comparable.
Accordingly, the impacts of transition to Ind AS are given in detail in the Standalone and Consolidated Financial Statements.
The year 2017-18 saw the roll out of the Goods and Services Tax (GST) compliance, the biggest tax reform in the history of Independent India which was applicable with effect from July 1, 2017. GST is expected to bring in efficiencies in the system by improving the ease of doing business, streamlining the regulatory structure, removing multiple taxes and digitization of the tax collection mechanism thereby leading to an improved business environment.
Although, alike all other industries, the implementation of GST was a minor hiccup, yet the Company has been able to successfully acknowledge the same without any disruption. In coming years, the overall effect of GST is expected to be beneficial for the Company along with increased and better tax compliance.
The Board of Directors in its Meeting held on March 23, 2018 approved the Sub-Division of One (1) Equity Share having face value of Rs 10/- each fully paid-up into Five (5) Equity Shares having face value of Rs 2/- each followed by approval of Shareholders sought by way of Postal Ballot, the results of which were declared on May 08, 2018.
Post the approval of above proposal by Shareholders the Issued, Subscribed and Paid up Equity Share Capital of the Company would remain same i.e. Rs 13,63,15,410/- (Rupees Thirteen Crores Sixty Three Lacs Fifteen Thousand Four Hundred Ten only) divide into 6,81,57,705 (Six Crores Eighty- One Lacs Fifty Seven Thousand Seven Hundred Five) Equity Shares of Rs 2/- each.
1. Alteration of 'Capital Clause - V of the Memorandum of Association of the Company.
2. Alteration of 'Article 4 (a) – Share Capital in Articles of Association of the Company.
The above amendments were also approved by Shareholders through Postal Ballot, the results of which were declared on 8th May 2018.
During fiscal 2017-18 the Company has initiated steps for capacity enhancement with a view to strengthen its existing customer base and accordingly shall be shifting its PCNTDA manufacturing facilities to bigger premises in Chinchwad, Pune for manufacturing of Swing Arm Assembly. The new facility is expected to be operational by August 2018.
Similarly, in Aurangabad, the Company is expanding its existing business facilities to a new and better location for manufacturing & assembly of various fabricated components for two wheeler. This new business is expected to be operational by October 2018.
There was no change in the nature of business of the Company during the Financial Year ended March 31, 2018.
The report on Corporate Governance together with the Auditors Certificate regarding the Compliance of conditions of Corporate Governance as stipulated in Regulation 34 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 is annexed and forms part of this Annual Report as an Annexure – B.
Mr. Sanjay Mehta (DIN: 06434661) as an Additional Director, liable to retire by rotation, which is subject to his regular appointment in the ensuing Annual General Meeting (AGM). Mr. Sanjay Mehta, is Chartered Accountant and Company Secretary by qualification. He is associated with the D K Jain Group since last 10 Years. He has rich experience of 26 years in Corporate Accounts and Finance. He is looking after Strategy planning, developing and implementing plans within timeframe as per the budget goals by creating and funding sustainable, profitable growth of the Company.
Mrs. Diviya Chanana (DIN: 00737160) as an Additional Director to be designated as an Independent Director for a period of 5 years, not liable to retire by rotation, w.e.f December 04, 2017 which is subject to her appointment in the ensuing AGM. Ms. Diviya Chanana is a Graduate and Diploma holder in Travel and Tourism and has over 15 years of rich experience in the said field.
Mr. D.K. Jain (DIN: 00085848) will be completing his present tenure as Executive Chairman of the Company on August 06, 2018. On the recommendation of the Nomination and Remuneration Committee, the Board in its Meeting held on May 28, 2018 has Re-appointed him as Executive Chairman of the Company for a further term of five (5) years. The said appointment is subject to the approval of Shareholders in the ensuing AGM and the appropriate resolution is contained in the Notice of AGM.
Mr. Anmol Jain (DIN: 00004993) shall also be completing his present tenure as Managing Director of the Company on August 06, 2018. The Board, on recommendation of Nomination and Remuneration Committee, in its Meeting held on May 28, 2018 had approved the Re-appointment for a further term of 5 years which is further subject to the approval by Shareholders in the ensuing AGM and the appropriate resolution is contained in the Notice of AGM.
In accordance with the Articles of Association of the Company and Section 152 of the Companies Act, 2013, Mr. Deepak Jain (DIN: 00004972), Director of the Company will retire by rotation at the ensuing AGM and being eligible has offered himself for re-appointment. The Board recommends his re-appointment.
During the year, Mrs. Usha Jain (DIN: 00005009), Non- Executive Director, ceased to be Director of the Company w.e.f. December 04, 2017. The Board of Directors place on record its appreciation towards her contributions during her tenure as Director of the Company.
Mr. Sandeep Dinodia (DIN: 00005395), Independent Director on the Board of the Company, ceased to be Director of the Company w.e.f. May 28, 2018. The Board of Directors place on record its appreciation towards his contributions during his tenure as an Independent Director of the Company.
In compliance with the provisions of Section 149 (6) of The Companies Act, 2013 requisite declarations have been received from the Independent Directors regarding meeting the criteria of Independence.
The Board of Directors met five (5) times during the Financial Year under review viz. May 15, 2017, August 30, 2017, December 04, 2017, February 12, 2018 and March 23, 2018. The maximum gap between any 2 meetings did not exceed 120 days.
A separate Meeting of Independent Directors was also conducted on 15th March 2018, without the presence of Non- Independent Directors and Management. The details on Attendance during the Board Meetings and other Committee Meetings of Board of Directors are provided in Corporate Governance Report which forms part of the Directors Report as an Annexure B.
The Company believes that building a diverse and inclusive culture is integral to its success. A diverse Board will be able to leverage different skills qualifications professional experiences perspectives and backgrounds which is necessary for achieving sustainable and balanced development. The Board has adopted a policy on Nomination, Remuneration and Board Diversity which sets out the criteria for determining qualifications, positive attributes and independence of a Director.
The Companys Policy relating to appointment of Directors, payment of Managerial remuneration, Directors qualifications, positive attributes, independence of Directors and other related matters is enclosed to this Board Report as an Annexure C.
In accordance with applicable provisions of the Act and Listing Regulations, the evaluation of the Board as a whole, Committees and all the Directors was conducted, as per the internally designed evaluation process approved by the Board. The evaluation tested key areas of the Boards work including strategy, business performance, risk and governance processes. The evaluation considers the balance of skills, experience, independence and knowledge of the management and the Board, its overall diversity, and analysis of the Board and its Directors functioning.
The evaluation methodology involves completion of questionnaires consisting of certain parameters such as Evaluation factor, Ratings and Comments, if any.
The performance of entire Board is evaluated by all the Directors based on Board composition and quality, Board meetings and procedures, Board development, Board strategy and risk management etc.
The performance of the Managing Director and Executive Directors is evaluated by all the Board Members based on factors such as leadership, strategy formulation, strategy execution, external relations etc.
The performance of Non- Executive Director and Independent Directors is evaluated by other Board Members based on criteria like managing relationship, Knowledge and skill, personal attributes etc.
It also involves self-assessment by all the directors and evaluation of Committees of Board based on Knowledge, diligence and participation, leadership team and management relations, committee meetings and procedures respectively.
Further, the assessment of Chairmans performance is done by each Board Members on similar qualitative parameters.
The Executive Directors and Non-executive Directors provided entrepreneurial leadership to the Company within a framework of prudent and effective controls, with a balanced focus on policy formulation and development of operational procedures. It was acknowledged that the management a_orded sufficient insight to the Board in keeping it up-to-date with key business developments which was essential for each of the individual Directors to maintain and enhance their effectiveness.
All contracts/arrangements/transactions entered by the Company with Related Parties were in ordinary course of business and at arms length basis.
All transactions with related parties were reviewed and approved by the Audit Committee and are in accordance with the Policy on Related Party Transactions formulated by the Company. All Related Party Transactions are subjected to independent review by a reputed accounting firm to establish compliance with the provisions of the Companies Act, 2013 and Listing Regulations, 2015.
The details of the Related Party Transactions as per IND AS - 24 are set out in Notes to the Financial Statements of the Company. The Company has formulated a policy on Related Party Transactions, which is available on the Companys website at http://www.lumaxautotech.com.
There were no materially significant Related Party Transactions entered into by the Company with Promoters, Directors or Key Managerial Personnel, which may have a potential conflict of interest for the Company, at large.
For monitoring and ensuring compliance with applicable laws by the Company and for establishing adequate management control over the compliances of all acts, laws, rules, regulations and regulatory requirements, the Company has adopted comprehensive Compliance Manual for structured control over applicable compliances by each of the units of the Company.
The Company has a practice of obtaining a Statutory Compliance Report on a monthly basis from various functional heads of respective units for compliance with laws applicable to them. A consolidated report on compliance with applicable laws is presented to the Board every quarter. To take care of the continuously evolving compliance scenario, the Company is constantly striving to strengthen the reporting system.
A separate corporate compliance management team periodically reviews and monitors compliances by units and supports in effective implementation of same in a time bound manner. The Board and Audit Committee along with Compliance team periodically monitors status of compliances with applicable laws based on quarterly certification provided by senior management.
The Company has established a vigil mechanism named Whistle Blower Policy, for Directors, employees and business associates to report to the management, concerns about unethical behaviour, actual or suspected fraud or violation of the Companys Code of Conduct or Ethics Policy, in accordance with the provisions of Companies Act, 2013 Listing Regulations, 2015. The mechanism provides for adequate safeguards against unfair treatment of whistle blower who wishes to raise a concern and also provides for direct access to the Chairman of the Audit committee in appropriate/ exceptional cases.
The Whistle Blower Policy is uploaded on the website of the Company. To further strengthen this mechanism, the Company has launched an Employee App which is available for both android and iOS users to facilitate easy expression of their opinions/suggestions/complaints.
The Board of Directors state that applicable Secretarial Standards, i.e. SS-1 and SS-2, relating to 'Meetings of the Board of Directors and 'General Meetings, respectively, have been duly followed by the Company.
(iv) that the Directors have prepared the Annual Accounts on a "going concern" basis.
(v) that the Directors had laid down internal financial controls to be followed by the Company and that such internal financial controls are adequate and were operating effectively.
(vi) that the Directors had devised proper systems to ensure compliance with the provisions of all applicable laws and that such systems were adequate and operating effectively.
Information on Particulars of Employees as required under Section 197 of the Companies Act, 2013 read with Rule 5(1) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014 forms an integral part of this Report as an Annexure – E. The information required pursuant to section 197 of the Companies Act, 2013 read with Rules 5(2) and 5(3) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014 in respect of employees of your Company is available for inspection by the Members at the registered office of the Company during business hours on working days up to the date of ensuing Annual General Meeting. If any Member is interested in obtaining a copy thereof, such Member may write to the Company Secretary, whereupon a copy would be sent.
The composition of the Audit Committee is in alignment with provisions of Section 177 of the Companies Act, 2013 read with the Rules framed thereunder and Regulation 18 of the Listing Regulations, 2015.
The Audit Committee comprised of Mr. Sandeep Dinodia as Chairman, Mr. Roop Salotra, Mr. Milap Jain, Mr. Dhiraj Dhar Gupta and Mr. Anmol Jain as Director. Ms. Swapnal Patane acts as Secretary to the Audit Committee.
The Audit Committee of the Company reviews the reports to be submitted to the Board of Directors with respect to auditing and accounting matters. It also supervises the Companys internal control processes, financial reporting and vigil mechanism.
The monitoring and reporting of financial transactions is supported by a web-based system SAP Hana which helps in obtaining accurate and complete accounting records and timely preparation of reliable financial disclosures at all levels of the organization.
The Members in their Meeting held on July 23, 2014 had appointed M/s S.R. Batliboi & Co. LLP, Chartered Accountants, as Statutory Auditors of the Company for a period of 5 consecutive years in terms of the provisions of Section 139 of the Companies Act, 2013 read with the Companies (Audit and Auditors) Rules, 2014, to hold the office of Auditors till the conclusion of the sixth consecutive Annual General Meeting of the Company to be held in the Year 2019.
In accordance with the Companies Amendment Act, 2017, enforced on May 07, 2018 by the Ministry of Corporate Affairs, the appointment of Statutory Auditors is not required to be ratified at every Annual General Meeting.
The Report given by the Statutory Auditors on the financial statement of the Company forms part of this Annual Report. The Auditor Report does not contain any qualification, reservation, adverse remark or disclaimer.
The Board has re-appointed M/s Jitender, Navneet & Co. as the Cost Auditors of the Company in accordance with Section 148 and other applicable provisions, if any, of the Companies Act, 2013, for the audit of the cost accounts of the Company for the Financial Year 2017-18.
The Cost Audit Report for the Financial Year 2016 -17 has been filed with the Central Government within the stipulated time on September 27, 2017.
PursuanttotheprovisionsofSection204oftheCompanies Act, 2013 read with the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014, the Company has appointed Mr. I.U. Thakur, Practicing Company Secretary as the Secretarial Auditor of the Company to undertake the Secretarial Audit for the financial year 2017-18.
The Report of the Secretarial Auditor in the prescribed Form MR-3 is annexed herewith as an Annexure F. There has been no qualification, reservation, adverse remark or disclaimer given by the Auditors in their Report.
In compliance with the provisions of Section 138 of Companies Act, 2013, read with Companies (Accounts) Rules, 2014, your Company has appointed M/s Pricewaterhouse & Co LLP as Internal Auditors for the financial year 2017-18.
Your Company is committed to grow and operate in a socially sustainable manner and continued to give back to society. A well-outlined CSR program creates social and environmental value thus impacting and improving the lives of communities. The key focus areas of your Company have been Education and Healthcare for disadvantaged sections of the society. The Companys focus areas are largely covered under Schedule VII of the Companies Act, 2013. During the year, the Company has added one more school under its education initiative, besides continuing its support to the existing schools by way of providing financial support in terms of enrollment of girl child providing a holistic learning environment, fees of children, E-learning program, contributing towards infrastructure and other facilities for students in the school. Under its healthcare initiatives, the Company is focussing on preventive healthcare by continuously organising health check-up camps, lending financial support to hospitals for juvenile diabetes, cataract operations and partnering in special drives organised by various agencies for this cause.
The Company has constituted a CSR Committee of the Board and also developed & implemented a CSR Policy in accordance with the provisions of Companies Act, 2013. The Committee monitors and oversees various CSR initiatives and activities of the Company. During the Financial Year 2017-18, the CSR Committee of the Board of Directors comprised of three (3) Members namely, Mr. Roop Salotra, Chairman, Mr. Dhiraj Dhar Gupta, Member, Mr. D. K. Jain, Member. Further, the Board of Directors have also adopted the CSR Policy of the Company as approved by the Corporate Social Responsibility Committee which is also available on the website of the Company at www. lumaxautotech.com.
The disclosures as per Rule 8 of Companies (Corporate Social Responsibility Policy) Rules, 2014 is annexed herewith as an Annexure G to this Report in the prescribed format.
During the year under review, the Company has ceded the management control of its step down Subsidiary Company i.e Lumax Sipal Engineering Private Limited in favour of the Joint Venture partner, Sipal S.p.A, Italy. Thus this Company ceased to be Subsidiary and became an Associate of the Company.
In accordance with the requirement of Section 92 of Companies Act, 2013 read with Rule 12 of the Companies (Management and Administration) Rules, 2014, the extract of the annual return in Form MGT 9 is annexed as an Annexure - H.
Pursuant to the provisions of Section 124(5) of the Companies Act, 2013, read with the IEPF Authority (Accounting, Audit, Transfer and Refund) Rules, 2016 ('the Rules), all unpaid or unclaimed dividends are required to be transferred by the Company to the IEPF established by the Central Government, after the completion of seven(7) years. Consequently, your Company has transferred Rs 120,147/- during the year to the Investor Education and Protection Fund, lying with it for a period of seven years pertaining to year 2009-10.
Further, pursuant to provisions of Section 124(6), the shares in respect of which Dividend has not been paid or claimed by the Shareholders for seven (7) consecutive years or more shall also be transferred to the Demat account of IEPF Authority. Accordingly, 1201 shares underlying Unpaid Dividend have been transferred as per the requirement of IEPF Rules.
It may be noted that Unclaimed Dividend/Underlying shares for the Financial Year 2010 - 11 can be claimed by the Members by October 21, 2018. The Notice as stipulated pursuant to the provisions of Section 124 of Companies Act, 2013 read with IEPF (Accounting, Audit, Transfer and Refund) Rules, 2016 will be published in the Newspaper inviting the attention of the Shareholders to claim their Dividends.
It is further stated that the Company does not have any deposits which are not in compliance with the requirements of Chapter V of The Companies Act, 2013.
No material changes and commitments affecting the financial position of the Company have occurred between April 1, 2017 and the date of this report except the Company has acquired management control over the Associate Company Lumax Gill –Austem Auto Technologies Private Limited by giving casting vote power to the Chairman, who is representing Lumax Auto Technologies Limited w.e.f April 01, 2018.
Disclosure of information regarding Conservation of Energy, Research & Development, Technology Absorption and Foreign Exchange Earning and Outgo etc. under Section 134(3)(m) of the Companies Act, 2013 read with the Companies (Accounts) Rules, 2014, is annexed separately as an Annexure –I.
Redressal) Act, 2013, the Company has adopted the "Prevention of Sexual Harassment at Workplace Policy" and constituted an Internal Complaints Committee (ICC) for Prohibition, Prevention and Redressal of Sexual Harassment of Women at Workplace and matters connected therewith or incidental thereto covering all the related aspects.
The Committee meets as and when required, however minimum one meeting is ensured during the Financial Year to discuss strengthening safety of employees at workplace and also to resolve/address related issues, if any reported during the year.
The Company is Committed to provide a safe working environment with a focus on "Safety Culture Building" by maintaining a number of Safety Management Systems to manage the risk and as a result reduction in number of incidents and injuries. These systems include safety rules, safety procedures, safety training, hazard identification & correction, incident reporting & investigation, capturing near miss accidents, safety communications and safety suggestions. Each Safety Management System has an important contribution to not only improving workplace safety but also influencing the organizations safety culture.
By ensuring all the above zero accident level is maintained for last two years. Induction programme & regular training of employees and the introduction of formal safety management system help us to mitigate any future incidents.
In financial year 2017-18, the Companys units situated at Chakan, Pune and G-53, Aurangabad achieved OHSAS Certification.
The Company is a regular payer of taxes and other duties to the Government. During the year under review, Company paid all its statutory dues & presently no dues are outstanding more than six months. The Company ensures payment of all dues to exchequer well within timeline as applicable.
It is our belief that we have a leadership team with the right experience and skills to take us into the next decade of growth. We continue to build our skills and add appropriate resources, which will help the Company deliver solid results in the years to come. Your Directors place on record their appreciation for the continued cooperation and support extended to the Company by its highly valued customers, Joint Venture Partners, all the Shareholders, financial institutions & Banks, various Government Agencies.
The Board of Directors believes that an equitable remuneration to the Executive Management helps ensure that the Company can attract and retain key employees. E_orts are made to ensure that the remuneration of the Board of Directors, Key Managerial Personnel and other employees matches the level in comparable Companies, whilst also taking into consideration Board Members required competencies, effort and the scope of the board work, including the number of Meetings.
The policy shall ensure that level and composition of remuneration is reasonable and sufficient to attract, retain and motivate Directors of the quality required to run the Company successfully.
Section 178 of the Companies Act, 2013 and Regulation 19 of the Listing Regulations, 2015 provides that the Nomination and Remuneration Committee shall formulate the criteria for determining qualifications, positive attributes and independence of a Director and recommend to the Board a policy, relating to the remuneration for the Directors, Key Managerial Personnel and other Employees.
This policy on remuneration of Directors and Key Managerial Personnel has been formulated by the Nomination and Remuneration Committee and approved by the Board of Directors of the Company.
The objective of this policy is to lay down a framework in relation to remuneration of Directors, KMP and other employees.
To guide the Board in relation to appointment and removal of Directors and Key Managerial Personnel.
Managerial Personnel in such a manner that involves a balance between fixed and incentive pay reflecting short and long-term performance objectives appropriate to the working of the Company and its goals.
To recommend to the Board on Remuneration payable to the Directors and Key Managerial Personnel.
Delegating any of its powers to one or more of its members or the Secretary of the Committee.
The Meetings of the Committee shall be held at such regular intervals as may be required.
a) The Committee shall identify and ascertain the integrity, qualification, expertise and experience of the person for appointment as Director and Key Managerial Personnel and recommend to the Board his / her appointment. While recommending any person for appointment as Director, Committee shall keep in view the issue with respect to Board diversity.
b) The Committee has discretion to decide whether qualification, expertise and experience possessed by a person are sufficient / satisfactory for the concerned position.
c) The Committee shall ensure that any appointment of a person as an Independent Director of the Company shall be made in accordance with the provisions of Section 149, 150 and 152 read with Schedule IV and other applicable provisions of the Companies Act, 2013 and the Companies (Appointment and Qualification of Directors, 2015) Rules, 2014 and Regulation 17 of the Listing Regulations.
(a) The Committee shall determine remuneration structure for Directors and Key Managerial Personnel taking into account factors it deems relevant, including but not limited to market scenario, business performance and practices in comparable companies, having due regard to financial and commercial health of the Company as well as prevailing laws and Government/other guidelines.
(b) The remuneration / commission etc. to the Managing Director, Whole-Time Director and Key Managerial Personnel will be determined by the Committee and recommended to the Board for approval. The remuneration / commission etc. shall be subject to the prior/post approval of the Shareholders of the Company and Central Government, wherever required.
(c) If in any Financial Year, the Company has no profits or its profits are inadequate, the Company shall pay remuneration to its Managing Director/Executive/Whole-Time Director(s) in accordance with the provisions of Schedule V of The Companies Act, 2013 and if the remuneration paid is not in compliance with such provisions, the same shall be subject to the previous approval of the Central Government.
(d) Increments to the existing remuneration structure may be recommended by the Committee to the Board, which shall be within the overall limits of remuneration as prescribed under The Companies Act, 2013.
(e) Where any insurance is taken by the Company on behalf of its Managing Director/ Executive/Whole-Time Director, Key Managerial Personnel and any other employees for indemnifying them against any liability, the premium paid on such insurance shall not be treated as part of the remuneration payable to any such personnel. However, if such person is proved to be guilty, the premium paid on such insurance shall be treated as part of the remuneration.
Employees are assigned grades according to their qualifications and work experience, competencies as well as their roles and responsibilities in the Company. Individual remuneration is determined within the appropriate grade and is based on an individuals experience, skill, competencies and knowledge relevant to the job and an individuals performance and potential contribution to the Company.
The Company shall appoint or re-appoint any person as its Executive Chairman, Managing Director or Executive/ Whole-Time Director for a term not exceeding five years at a time. No reappointment shall be made earlier than one year before the expiry of term.
An Independent Director shall hold office for a term up to five consecutive years on the Board of the Company and will be eligible for re-appointment on passing of a special resolution by the Shareholders of the Company.
All Related Party Transactions are in the ordinary course of business and on arms length basis which are approved by Audit Committee of the Company.
A. Ratio of the Remuneration of each Executive Director to the Median Remuneration of the Employees of the Company for the Financial Year 2017-18, the percentage increase in Remuneration of Managing Directors, other Executive Directors, Chief Financial Officer and Company Secretary during the Financial Year 2017-18.
B. The percentage increase in the median remuneration of Employees for the Financial Year 2017-18 was 7.69%.
C. The number of Permanent Employees on the rolls of the Company as on March 31, 2018 was 720.
D. The Average Percentage increase in the salaries of the employees other than the Key Managerial Personnel for the Financial Year was 14.12% whereas the increase in the Managerial remuneration was 89.84%. The remuneration components in case of Executive Chairman and Managing Director include Commission paid which is linked with the profitability of the Company.
We afirm that the Remuneration paid to the Employees and Directors is as per the Remuneration Policy of the Company.
Though the Company does not come under the category of power intensive unit, adequate measures have been taken for energy conservation and thereby to reduce energy cost.
(a) Energy Conservation Measures taken and their Impact.: a. Continuous saving of energy by replacing inefficient light by efficient LED light.
The Company had cautiously focused on replacement of inefficient light by LED light in Shop Floors, Office Premises, Street Lights etc. which resultantly reduced energy consumption by 10 per cent for PCNTDA Plant, 3 per cent for Bangalore plant and 5 per cent in K-76 and Shahajapur Aurangabad Plants of total energy consumption in those plants.
The Company initiated working on re-design of utility equipment by this Phase sequence relay for cooler motor of compressor installed the same is resulted into saving 2.5 per cent of energy consumption of PCNTDA Plant. Temperature controller sensors added in cooling tower for auto cut-off of motor. The same is resulted in saving of energy of approx. 6K units per year.
c. Reduction in energy consumption of process machinery power controlling by making changes in technology and by adopting upgraded technology.
The Company commenced technology up gradation for power controlling & adopted new technology for process machine for Surface treatment and Moulding machine which reduced energy consumption by 6 per cent in Bhosari plant & 12 per cent in Chakan plant.
The Company has further replaced Moulding Machine induction motor with Servo Motor in its Bangalore Plant, thereby expecting to save electricity consumption approximately by 25 per cent to 30 per cent. The purchase of energy from Indian Energy Exchange (IEX) by open Access Trading has further resulted in additional saving per unit.
& Shahajapur of Aurangabad in Maharashtra and Bangalore in Karnataka, which will help in energy conservation and reduction of overall cost of energy. Further proposal of installation of solar street lights also in consideration for plants of the company.
It is difficult to quantify the impact of individual energy reduction measures on the Cost of Production of Goods. The above measures of energy reduction will reduce overall cost of energy.
The company does not have any imported technology and hence the details required to be given for the imported technology are not applicable.
As a trend in the Auto Industries is changing from import in technology to provide and develop local competency, the Company has taken various initiatives to improve local technical capabilities.
The Foreign Exchange earned in terms of actual inflows during the year is Rs 2,384.17 Lacs and the Foreign Exchange outgo during the year in terms of actual outflows is Rs 809.01 Lacs.


Junior Church meets on Sundays during the school terms with activities suitable for children of all ages. Visiting children are always welcome.
Junior Church uses material produced by Scripture Union and children learn about the Christian faith through stories, games, art and drama.
They are encouraged to find out about the world Church and to support charities and caring groups.
From time to time extra activities are organised – visits, barbecues, social occasions and special events at Christmas Easter and summer. Watch the news pages for details.


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Bradshaw and Slater crowned FIA World Karting Champions
Britain's Callum Bradshaw and Freddie Slater overcame wet conditions at Portugal's Kartódromo Internacional do Algarve, to be crowned 2020 FIA Karting World Champions – OK and Junior, respectively (08 November).
The conclusion of the 2020 FIA Karting World Championship – OK & Junior wasn't without its drama as competitors in both categories battled through wet conditions.
JUNIOR: SLATER TITLED AFTER A BATTLE
Christian Ho (SGP – KR/Iame/MG) started the Final from pole position, alongside European Champion Ugo Ugochukwu (USA – KR/Iame/MG) but after a minor incident in the opening few laps, Freddie Slater (GBR – Kosmic/Vortex/MG) took the lead with Ho chasing after him.
Harry Burgoyne (GBR – KR/Iame/MG) and Arvid Lindblad (GBR – KR/Iame/MG) joined the battle for the lead, with Lindblad mastering the wet track perfectly and chasing down Slater. An intense battle between Lindblad and Slater ensued. Lindblad seemed to be in a position to take the victory in the last corners, but Slater didn't give up and won by a few thousandths of a second.
Lindblad was then penalised for an incorrectly positioned front fairing and it was Finland's Tuukka Taponen (FIN – Tony Kart/Vortex/MG) who took second place with a gain of seven place, ahead of Britain's Burgoyne in third. Ho and Lindblad completed the top five.
Freddie Slater was crowned FIA Karting World Champion – Junior at the age of 12 in the colours of the Ricky Flynn Motorsport team.
UNSTOPPABLE DOMINATION OF BRADSHAW IN THE FINAL
Britain's Taylor Barnard won three of Saturday's Qualifying Heats to start Sunday's Final from the front row, alongside Callum Bradshaw (GBR – Tony Kart/Vortex/LeCont) in the rain.
Bradshaw was immediately fastest in the wet track conditions. Barnard, unable to keep pace, was soon under threat from Pedro Hiltbrand (ESP – Tony Kart/Vortex/LeCont) and his team-mate Joe Turney (GBR – Tony Kart/Vortex/LeCont).
Without ever reducing his pace, Bradshaw crossed the finish line more than six seconds ahead of Turney and Hiltbrand, a winning triple for the Tony Kart Racing Team. Morgan Porter (GBR – KR/Iame/LeCont) ensured a strong fourth place ahead of Barnard.
At the age of 19, British driver Callum Bradshaw was crowned FIA Karting World Champion – OK in the colours of the Tony Kart Racing Team, four years after winning the FIA Karting Academy Trophy.
The results of the Portimão Competition are available on the official FIA Karting Championship app for mobile devices and on the website www.fiakarting.com.


Bunnies go crazy when they see an Easter egg!
Bunny riding an Easter egg. Cool yellow bunny with long ears, big teeth and huge nose while keeping balance and executing a very difficult performance consisting on riding, with great ability, a beautifully decorated Easter egg without showing any fear about breaking it or falling down.


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Immanuel Hermann von Fichte (født 18. juli 1796 i Jena, død 8. august 1879 i Stuttgart) var en tysk filosof, søn af J.G. Fichte.

Fichte studerede først filologi i Berlin, vandtes for filosofien af sin fader, blev 1835 ekstraordinær professor i filosofi i Bonn, 1839 ordentlig. 3 år senere kaldtes han til Tübingen. I 1865 trak han sig tilbage til privatlivet og adledes. 1837-48 redigerede han "Zeitschrift für Philosophie und spekulative Theologie", fra 1852 fortsatte han dette med Ulrici og Wirth som medredaktører under titlen "Zeitschrift für Philosophie und philosophische Kritik".

Fichte søger særlig at erkende verden som et teleologisk hele, der styres af det højeste absolutte væsen, der på een gang er verden iboende og står uden for den som absolut personlighed. Fichte var spiritist. I sin etik lægger han vægt på det sociale spørgsmål i modsætning til det politiske. Det folk, der formår at løse det sociale spørgsmål, vil i århundreder være det ledende.

Af hans talrige skrifter må fremhæves: Die Idee der Persönlichkeit und der individuellen Fortdauer (1834). Beiträge zur Charakteristik der neueren Philosophie (1829), Die Grundzüge zum System der Philosophie (3 bind. 1833 Erkennen als Selbsterkennen, 1836 Ontologie, 1846 Die speculative Theologie); System der Ethik (2 bind, 1850-53); Anthropologie (1856); Psychologie (2 bind, 1864); Die theistische Weltansicht und ihre Berechtigung (1873); Fragen und Bedenken über die nächste Fortbildung deutscher Speculation (1876).

Filosoffer fra Tyskland
Ansatte ved Bonns Universitet
Ansatte ved Tübingens Universitet
Faglitterære forfattere fra Tyskland
Adel fra Tyskland
Tyskere i 1700-tallet
Tyskere i 1800-tallet
Personer fra Jena


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'Me And Frankie Edgar Still Have Unfinished Business'
Former UFC lightweight champion and multiple time featherweight title challenger Frankie Edgar was supposed to dance with the current featherweight champion Max Holloway and two separate occasions.
After Edgar pulled out of their first scheduled bout, and Max pulled out of their second, Franke took a gamble that didn't pay off by taking on Brian Ortega on short notice, and got knocked out for the first time in his career as a result.
Despite that recent setback though, Max Holloway still believes that him and Frankie still have unfinished business, and he said as much in a recent interview with MMAJunkie.com.
"Me and Frankie still got unfinished business. Everyone is talking about Frankie and Aldo like they're two dead guys. They say, 'Too washed up.' They're still animals. They've been at the top of the heap. They've been top-five, top-three in any division they were in, forever. People keep talking about how these guys are old; we'll see. You can't speak on it yet. It's a couple losses. It's MMA. You get caught."
"Frankie, Aldo, these guys are not dead. They're mid-30s and they're fighting. People act like Frankie and Aldo are not the top-three guys. They're still ranked in the top-three with Ortega.
"Come on, guys. Let's be serious, let's be real. These guys are not dead, they're not gone. They're still around. We'll see what happens. But right now, the path is going a different way for me with Ortega and I'm focused."
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Great for Pale Ales, Saisons and Belgians.
Jarrylo® (pronounced Jar-ril-low) is named after Jarilo, the Slavic god of fertility and springtime. Jarrylo's® banana, pear, spice aroma translates perfectly to Pale Ales, Saisons and Belgians. Alpha Acid: 15 – 17%.


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Forecasting Analytics Software Development Data Warehousing Python Data Modeling Big Data
Information Technology (IT) (2520) Data Analysis (15) Data Science (14) SQL (10) Data Management (8) Data Visualization (8)
Machine Learning (8) Computer Science (7) Data Collection (6) Statistics (6) Excel (6) Data Mining (5) Data Reporting (5) Research (5) R (4)
Senior Business Analyst, Autos
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You should definitely have: Bachelor's degree 3 or more years of professional SEO experience with proven results Knowledge of SEO methodologies and best practices Experience with reporting/tracking tools including, Google Analytics and Google Search Console, SEO optimization platforms such as Searchmetrics, SEMrush and data-driven SEO analysis Proven success in creating and implementing SEO plans and strategies resulting in tangible growth in organic traffic Experience working with cross-platform teams to implement SEO strategies Advanced skills in Microsoft Excel, HTML and understanding source code It would be nice if you had: Familiarity with Schema.org markup Experience with large media websites What it's like to work with us: Talent is our best asset! We invest in people with passion and potential who understand U.S. News' dedication to our consumers. Entrepreneurial, mission-driven culture with core...
Data Analyst, Quality Data Science
In 2016 Elon released: The Master Plan, Part Deux. In this plan he highlighted the need to Integrate Energy Generation and Storage by creating stunning solar roofs with seamlessly integrated battery storage. Tesla Energy's Installation team is in the operations arm of the business. The team installs high-quality energy products (Solar Roof, Retrofit Solar, Powerwall) across the United States. To achieve this, we use a combination of direct labor and sub-contractors and partner with certified installers and new home builders. About Tesla Energy Quality The Quality Department's core purposes are to ensure that the services we provide and the products we install meet the design intent so that people will love them and to reduce organizational spend by identifying and reducing inefficiencies caused by operations errors and product defects. We react to issues by containing, identifying root cause, and determining corrective actions to prevent recurrence while proactively...
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lululemon is an innovative performance apparel company for yoga, running, training, and other athletic pursuits. Setting the bar in technical fabrics and functional design, we create transformational products and experiences that support people in moving, growing, connecting, and being well. We owe our success to our innovative product, emphasis on stores, commitment to our people, and the incredible connections we make in every community we're in. As a company, we focus on creating positive change to build a healthier, thriving future. In particular, that includes creating an equitable, inclusive and growth-focused environment for our people. About this team The People Enablement Technology team is committed to enabling seamless, best in class experiences for our global workforce. The Data & Analytics Pillar is a newly formed team, focused on automating our core health & wealth, offerings, enabling the power of analytics as well as working across the organization to...
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At Boeing, we innovate and collaborate to make the world a better place. From the seabed to outer space, you can contribute to work that matters with a company where diversity, equity and inclusion are shared values. We're committed to fostering an environment for every teammate that's welcoming, respectful and inclusive, with great opportunity for professional growth. Find your future with us. The Product Systems IT&DA organization has an opening for a Mid-level Software Developer to work on tools that form the backbone of the Boeing fabrication and assembly system. We keep the spindles cutting, the lasers inspecting and robots operating. We build the IT capabilities of today and the future to commission, program, simulate, and execute Numerical Control and Robotic machines around the enterprise. If this sounds exciting to you then the Production System Design team is the place to be! The selected developer will collaborate with Senior Developer on the team to...


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Tom Hanks Say Toy Story 4 Has A 'Tough' Ending
Story from Movies
Hold Your Stuffed Animals Close, Because Tom Hanks Says That Toy Story 4 Has A "Tough" Ending
Madison Medeiros
Photo: Moviestore Collection/Shutterstock.
If there's one thing Disney loves more than mouse-shaped treats, it's making its fans cry. OK, that may be an exaggeration, but the company has been known to put out some tear-jerking storylines (don't even get us started on Disney-Pixar's Up). So we shouldn't have been too surprised to learn that Toy Story 4, the highly anticipated end to the 25-year-old franchise (don't you feel old?), will be an emotional rollercoaster.
Actor Tom Hanks, who plays our favorite spur-wearing cowboy, Woody, told Ellen DeGeneres that the film's ending will be "tough."
"The last few sessions were saying goodbye to Woody and Buzz and Bonnie's room and Andy and everybody, and it was emotional," Hanks said. "So I had to turn my back on [everyone in the recording room]."
Hanks added that he did have a little time to prepare himself for the heart-wrenching ending, thanks to a heads-up from his co-star and plastic partner in crime, Tim Allen.
"This is the end of the series, and I had gotten some texts from Tim Allen, who plays Buzz Lightyear, the 'astronaut,'" he said in the interview, while making air quotes with his fingers. "And these texts say, 'Have you recorded yet? Have you been in? Have you had a session yet?... Wait until you see those last pages. Tough one, tough one.'"
The fourth installment of the hugely popular series features many of the characters viewers have grown to love over the past quarter-century, including Woody, Buzz, Jessie (Joan Cusack), Bo Peep (Annie Potts), Rex (Wallace Shawn), Mr. Potato Head (Don Rickles), and Slinky Dog (Blake Clark). Additionally, new characters like Forky (Tony Hale), a spork Bonnie transforms into a toy with the help of some googly eyes and pipe cleaner, Duke Caboom (Keanu Reeves), a motorcycle stuntman, and Ducky (Keegan-Michael Key) and Bunny (Jordan Peele), two stuffed animals, make appearances.
In the official trailer for Toy Story 4, Woody goes on an adventure to find Forky, who escapes Bonnie's grip after realizing he isn't ready to be a play toy. Along the way, Woody runs into Bo, who introduces him to a whole new world of possibilities. Yet, while her life looks great, Woody realizes he and Forky need to get back to Bonnie where they belong.
Though the film seems like it could be the perfect end to the franchise, Disney-Pixar hasn't officially pulled the plug, prompting Hanks to joke that he's banking on future films. "Is it over? I don't know," he said. "It'll live forever; that's one thing I know about it. I'm looking forward to a possible three-year extension."
Toy Story 4 premieres in theaters on June 21, so stock up on tissues and support teddy bears now.
Tom Hanks Says Toy Story 4 Has A Tough Ending
Movies • Entertainment • Entertainment News • Pop Culture
written by Madison Medeiros
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Welcome to our Team Page! Almost everyone has been touched by breast cancer in some way, so we've decided to make a difference by walking and raising money in our local American Cancer Society Making Strides Against Breast Cancer event.
The donations our team raises will enable investment in groundbreaking breast cancer research as well as provide free information and services for those diagnosed with the disease. More than 3.1 million breast cancer survivors will celebrate another birthday this year!
Saving lives from breast cancer starts one team, one walker, and one dollar at a time. We know that the American Cancer Society is the leader in the fight to end breast cancer. We know that supporting them will ensure that if you need someone to talk to anytime of the day or night, they'll be there. If your friend is losing her hair from chemo, your mother needs a ride to treatment, or a loved one needs a place to stay when treatment is far from home, they will be there to help.