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OAK BROOK, Ill., Aug. 01, 2018 (GLOBE NEWSWIRE) — Great Lakes Dredge & Dock Corporation (NASDAQ:GLDD), the largest provider of dredging services in the United States and a major provider of environmental and infrastructure services, today reported financial results for the three and six months ended June 30, 2018.
For the three months ended June 30, 2018, Great Lakes reported revenue of $150.6 million, net loss from continuing operations of $1.0 million and Adjusted EBITDA from continuing operations of $21.4 million.
Adjusted EBITDA from Continuing Operations was $21.4 million, a $6.3 million increase from the prior year quarter.
Dredging segment's gross margin percentage increased to 16.4% in the current quarter from 10.5% in the prior year quarter.
Consolidated general and administrative expenses decreased by $2.1 million compared to the second quarter of 2017.
Net debt decreased by $35 million as compared to year end 2017.
Backlog increased $22 million from previous quarter. $70 million San Jacinto River project awarded subsequent to quarter end and will be added to backlog in third quarter.
Chief Executive Officer Lasse Petterson commented, "Today we announced another improved quarter. June 2018 marked the beginning of our busiest time of the year including high activity on the Charleston Port Deepening project in South Carolina where we have two of our largest cutter dredges and one mechanical dredge in continuous operation. We look forward to high utilization during the remainder of 2018.
During the quarter, we saw dredging margins increase over the prior year quarter and we continue to see the Ellis Island operate at her full design criteria. During the quarter, we also continued work on our restructuring plan, recognizing a charge of $0.5 million and $1.2 million positive impact on adjusted EBITDA from continuing operations. We remain on track to recognize $20 million of cost savings during 2018, with a full run rate of $40 million expected by year end 2018 and recognized in 2019. In addition to the stronger operational results that we have seen year to date, these restructuring efforts have allowed us to achieve the planned reduction in our net debt.
Consistent with our 2017 year-end earnings release, the Company has chosen to exclude restructuring charges in certain comparisons to the prior year. As discussed in the "Use of Non-GAAP measures" disclosure, certain pieces of the discussion below remove the impact of these restructuring charges. Reconciliations to results prepared in accordance with accounting principles generally accepted in the United States of America ("GAAP") are provided within the schedules attached. Also, beginning in 2018, the Company chose to account for plant and overhead in the same interim period in which costs were spent as opposed to the accrual / deferral method previously used. As required by guidance, the Company has recast the prior interim period as if this accounting standard had always been in place for all periods presented.
Dredging segment revenue decreased by $17.2 million compared to the second quarter of 2017. The overall domestic market revenue, excluding rivers and lakes, was flat with the prior year quarter on decreases in the maintenance market being offset by increases in the capital market. Both rivers and lakes and the international markets had decreased revenues in the current quarter as compared to the prior year quarter.
Dredging segment gross margin percentage improved to 17.4% in the current quarter from 10.5% in the second quarter of 2017 on better project performance and operational improvements from asset retirements, most notably in the domestic market.
Dredging segment operating income was $12.1 million, compared to $3.0 million in the prior year quarter.
Dredging segment backlog was $506.5 million at June 30, 2018.
Environmental & Infrastructure ("E&I") Segment.
E&I segment revenue decreased $9.4 million compared to the second quarter of 2017. The decrease is related to the lower than expected new work. Note that the prior year quarter included a $2.5 million benefit from an approved project change order.
E&I segment gross margin decreased from 17.3% in the prior year quarter to 0.7% in the current year quarter. The majority of the decrease is related to the $2.5 million benefit recognized in the prior year quarter.
E&I segment operating loss was $3.4 million, compared to a $0.1 million loss in the prior year quarter.
E&I segment backlog was $28.5 million at June 30, 2018.
Consolidated general and administrative expenses decreased by $2.1 million when comparing to the prior year quarter primarily due to the cost saving initiatives associated with restructuring.
Net loss for the quarter was $0.6 million compared to a loss of $3.9 million in the prior year quarter primarily as a result of better operational results in the dredging segment. The current year quarter includes interest expense of $9.0 million and tax expense of $0.2 million while the prior year quarter included interest expense of $6.4 million and a tax benefit of $3.5 million.
Cash at June 30, 2018 was $13.5 million with total debt of $393.6 million, compared to cash of $15.9 million and total debt of $430.9 million at December 31, 2017.
Capital expenditures were $5.8 million compared to $12.8 million in the same quarter in 2017.
During the second quarter of 2018, GLDD was awarded 46% of the overall $360 million bid market consisting of the following types of work.
$12.4 million or 29% of rivers and lakes projects.
Great Lakes was not awarded any maintenance projects during the quarter.
Subsequent to quarter end, the dredging segment has been awarded $84 million of projects, including the $70 million San Jacinto River project which will be added to backlog in the third quarter. The E&I segment has been awarded $7 million since the quarter end.
Overall, the domestic dredging market continues to show positive indicators. The combination of the storm supplemental appropriation, a portion of which has been allocated to the United States Army Corps of Engineers as well as the proposed WRDA 2018 bill and proposed 2019 budget will provide the domestic market with substantial funding for projects going forward. Federal, state and local governments remain focused on planning and funding for the capital port deepening projects that have been and will continue to bid later in 2018 and into 2019. We are confident in our ability to remain the leading provider of domestic dredging in this healthy market going forward.
The Company will conduct a quarterly conference call, which will be held on Wednesday, August 1, 2018 at 9:00 a.m. C.D.T (10:00 a.m. E.D.T.). The call in number is (877) 377-7553 and Conference ID is 9183109. The conference call will be available by replay until Friday, August 3, 2018 by calling (855) 859-2056 and providing Conference ID 9183109. The live call and replay can also be heard on the Company's website, www.gldd.com, under Events & Presentations on the investor relations page. Information related to the conference call will also be available on the investor relations page of the Company's website.
Adjusted EBITDA from continuing operations, as provided herein, represents net income attributable to common stockholders of Great Lakes Dredge & Dock Corporation, adjusted for net interest expense, income taxes, depreciation and amortization expense, debt extinguishment, accelerated maintenance expense for new international deployments, goodwill or asset impairments and gains on bargain purchase acquisitions. Adjusted EBITDA from continuing operations is not a measure derived in accordance with GAAP. The Company presents Adjusted EBITDA from continuing operations as an additional measure by which to evaluate the Company's operating trends. The Company believes that Adjusted EBITDA from continuing operations is a measure frequently used to evaluate performance of companies with substantial leverage and that the Company's primary stakeholders (i.e., its stockholders, bondholders and banks) use Adjusted EBITDA from continuing operations to evaluate the Company's period to period performance. Additionally, management believes that Adjusted EBITDA from continuing operations provides a transparent measure of the Company's recurring operating performance and allows management and investors to readily view operating trends, perform analytical comparisons and identify strategies to improve operating performance. For this reason, the Company uses a measure based upon Adjusted EBITDA from continuing operations to assess performance for purposes of determining compensation under the Company's incentive plan. Adjusted EBITDA from continuing operations should not be considered an alternative to, or more meaningful than, amounts determined in accordance with GAAP including: (a) operating income as an indicator of operating performance; or (b) cash flows from operations as a measure of liquidity. As such, the Company's use of Adjusted EBITDA from continuing operations, instead of a GAAP measure, has limitations as an analytical tool, including the inability to determine profitability or liquidity due to the exclusion of accelerated maintenance expense for new international deployments, goodwill or asset impairments, gains on bargain purchase acquisitions, interest and income tax expense and the associated significant cash requirements and the exclusion of depreciation and amortization, which represent significant and unavoidable operating costs given the level of indebtedness and capital expenditures needed to maintain the Company's business. For these reasons, the Company uses operating income to measure the Company's operating performance and uses Adjusted EBITDA from continuing operations only as a supplement. Adjusted EBITDA from continuing operations is reconciled to net income (loss) attributable to common stockholders of Great Lakes Dredge & Dock Corporation in the table of financial results. For further explanation, please refer to the Company's SEC filings.
Starting with our December 2017 year-end earnings release, the Company has chosen to exclude restructuring charges in certain comparisons to the prior year. This exclusion allows the user to better evaluate the Company's financial results from operations and drivers of variances from the prior year without the impact of this special item. Restructuring items can include costs of contract revenues (depreciation and other), general and administrative expenses and gains / losses on sale of assets. Reconciliations to results prepared in accordance with GAAP are provided within the schedules attached.
Certain statements in this press release may constitute "forward-looking" statements as defined in Section 21E of the Securities Exchange Act of 1934 (the "Exchange Act"), the Private Securities Litigation Reform Act of 1995 (the "PSLRA") or in releases made by the Securities and Exchange Commission (the "SEC"), all as may be amended from time to time. Such forward-looking statements involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of Great Lakes and its subsidiaries, or industry results, to differ materially from any future results, performance or achievements expressed or implied by such forward-looking statements. Statements that are not historical fact are forward-looking statements. Forward-looking statements can be identified by, among other things, the use of forward-looking language, such as the words "plan," "believe," "expect," "anticipate," "intend," "estimate," "project," "may," "would," "could," "should," "seeks," "are optimistic," or "scheduled to," or other similar words, or the negative of these terms or other variations of these terms or comparable language, or by discussion of strategy or intentions. These cautionary statements are being made pursuant to the Exchange Act and the PSLRA with the intention of obtaining the benefits of the "safe harbor" provisions of such laws. Great Lakes cautions investors that any forward-looking statements made by Great Lakes are not guarantees or indicative of future performance. Important assumptions and other important factors that could cause actual results to differ materially from those forward-looking statements with respect to Great Lakes, include, but are not limited to: our ability to obtain federal government dredging and other contracts; our ability to qualify as an eligible bidder under government contract criteria and to compete successfully against other qualified bidders; risks associated with cost over-runs, operating cost inflation and potential claims for liquidated damages, particularly with respect to our fixed cost contracts; the timing of our performance on contracts; significant liabilities that could be imposed were we to fail to comply with government contracting regulations; risks related to international dredging operations, including instability and declining relationships amongst certain governments in the Middle East and the impact this may have on infrastructure investment, asset value of such operations, and local licensing, permitting and royalty issues; increased cost of certain material used in our operations due to newly imposed tariffs; a significant negative change to large, single customer contracts from which a significant portion of our international revenue is derived; changes in previous-recorded net revenue and profit as a result of the significant estimates made in connection with our methods of accounting for recognizing revenue; consequences of any lapse in disclosure controls and procedures or internal control over financial reporting; changes in the amount of our estimated backlog; our ability to obtain bonding or letters of credit and risks associated with draws by the surety on outstanding bonds or calls by the beneficiary on outstanding letters of credit; increasing costs to operate and maintain aging vessels; equipment or mechanical failures; acquisition integration and consolidation risks; liabilities related to our historical demolition business; impacts of legal and regulatory proceedings; unforeseen delays and cost overruns related to the construction of new vessels, including potential mechanical and engineering issues; our becoming liable for the obligations of joint ventures, partners and subcontractors; capital and operational costs due to environmental regulations; unionized labor force work stoppages; maintaining an adequate level of insurance coverage; information technology security breaches; our substantial amount of indebtedness; restrictions imposed by financing covenants; the impact of adverse capital and credit market conditions; limitations on our hedging strategy imposed by new statutory and regulatory requirements for derivative transactions; foreign exchange risks; changes in macroeconomic indicators and the overall business climate; uncertainties of the impact of the Tax Cuts and Jobs Act and implementation of certain provisions of the Dodd-Frank Wall Street Reform and Consumer Protection Act; losses attributable to our investments in privately financed projects and the likelihood of realizing, and amount of, expected restructuring charges to be realized in connection with the restructuring activities; and our ability to realize the expected benefits from our restructuring activities. For additional information on these and other risks and uncertainties, please see Item 1A. "Risk Factors" of Great Lakes' Annual Report on Form 10-K for the year ended December 31, 2017, and in other securities filings by Great Lakes with the SEC.
Although Great Lakes believes that its plans, intentions and expectations reflected in or suggested by such forward-looking statements are reasonable, actual results could differ materially from a projection or assumption in any forward-looking statements. Great Lakes' future financial condition and results of operations, as well as any forward-looking statements, are subject to change and inherent risks and uncertainties. The forward-looking statements contained in this press release are made only as of the date hereof and Great Lakes does not have or undertake any obligation to update or revise any forward-looking statements whether as a result of new information, subsequent events or otherwise, unless otherwise required by law.


Mizoram Baptist Kohhran-a hruaitu pawimawh leh Bialtu Pastor Posting 2019 in a khawih te an in thlak chho mek a. March thla atang khan Pastor movement hi kal chhovin vawiin thlengin an la in lehburh chho mek a. Hetihlai hian Headquarters-a nihna pawimawh chelh te pawh a remchang angin Charge an in hlan chho mek bawk.
Vawiin April 10,2019 Chawhnu dar 02:00 khan Medical Superintendent Upa Dr. B. Laldinliana chuan General Secretary Chamber-ah BCM puipate hriatpuina-in Upa Dr. Lalramzauva hnenah Medical Superintendent charge a hlan fel ta. Upa Dr. Lalramzauva hian 2019-2022 atan Medical Superintendent nihna bakah Medical & Health Department Committee-ah Secretary nihna a luah nghal dawn a ni.
April 1, 2019 khan Rev. Dr. K. Lalrinthanga, Executive Secetary Aizawl chuan E.S thar tur Rev. Dr. R. Lalthanmawia hnenah Charge a lo hlan fel tawh a. HATIM Principal Dr. Rema Chhakchhuak chuan Principal thar Pu V. Vuansanga hnenah charge a lo hlan fel tawh bawk.


The Adamstown Wood Storage Bed in Natural , is simple and classic with a modern flair. Crafted from North American Hickory wood with clean lines and a Natural finish, the purity of its solid hardwood construction is showcased with artistic detailing. The Adamstown Wood Panel Bed is adorned with tasteful quarter inch solid black walnut inlays in the headboard and footboard and its slightly curved sides are steam-bent lending to a unique design. One convenient storage drawer is located on each side adjacent to two hidden storage shelves. The Adamstown Storage Bed is truly heirloom quality to last for generations. Offered in Queen and King sizes, the Adamstown Wood Storage Bed does not require a box spring.


March 19 (Renewables Now) - Atlas Renewable Energy said on Monday it has closed the long-term financing for more than 300 MWp of solar projects in Brazil.
The Latin America-focused company got USD 152 million (EUR 134.2m) from local lenders Banco do Nordeste (BNB), BTG Pactual, Banco ABC Brasil and Banco Bradesco SA to fund the construction of the three projects.
Located in the states of Bahia and Ceara, these solar power plant are expected to produce 672.8 GWh per year, enough to meet the needs of about 470,000 families and offset 108,000 tonnes of carbon dioxide (CO2) emissions annually, according to the announcement.
The 67.1-MWp Sao Pedro plant is already operational, while the Juazeiro and Sol do Futuro facilities are estimated to be fully operational in the coming months. Each one has an individual 20-year power purchase agreement (PPA) signed with the Power Trading Chamber (CCEE).
Atlas noted that it plans to further expand its investment portfolio by 1.5 GW throughout Latin America over the next three years.


The Nyx is an LED, surface mounted under cabinet lighting kit; contains three fittings, finished in satin nickel. Up to 5 fittings can be connected in a daisy chain using the 1.3m link cable, access to the central connector is not required. 3 LED Set supplied complete with LED driver.


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About Smart Stone
Smart Stone is a leading edu-tech solution provider aiming to apply virtual reality (VR) and augmented reality (AR) technology to teaching and learning process.
People learn the world by seeing and feeling the world.
VR and AR provide the possibility for kids to immerse into the environment that we could not ever be, such as a plant cell or diamond at atomic level.
Our solutions including the VR Classroom and CoSpace Edu have been successfully applied into more than 500 schools in China and Singapore. Now we are bringing the most powerful tools to the educators and kids in Australia. We have set up Smart Stone Learning Centre at Wooranna Park Primary School. The feedback inspires us to move forwards with Australian education system.
xSpaces
MEL Science
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Incursion
SS Solutions
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Smart Stone Technology Pty Ltd
Smart Stone Technology Ltd (collectively referred to as "Smart Stone Technology", "us", "we", or "our") understands that privacy is important to our visitors ("user" or "you"). We respect your privacy and are committed to maintaining a safe and secure environment for all Personal Information provided to Smart Stone Technology. This Privacy Policy outlines our practices in how we collect, use, and disclose Personal Information provided to us by individuals whom we do business with ("Service"), visits and are users of our website (including www.smarstonevr.com and any of its subdomains, the "Website") or otherwise.
It is important that you read this Privacy Policy prior to accessing or using our Services to make sure you fully understand and is aware of our practices in relation to your Personal Information. By using our service, you agree to the collection and use of information in accordance with this policy. If you have read and fully understand this Privacy Policy, and remain opposed to or disagree with our practices, you must immediately leave and discontinue all use of any of our Services. If there are any questions or concerns regarding this policy, please contact us via email or writing in the "Contact Us" section below.
DEFINITIONS
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Cookies - Small pieces of data that are issued to your computer that stores and sometimes track information of your website usage.
We collect Personal Information from a range of individuals who use our Website, Service, or other forms of verbal or written correspondence with us. Details provided through our Website (feedback and inquiry forms) and any other forms of verbal or written correspondences (emails) or platforms (Facebook, Twitter, LinkedIn, Instagram) are all voluntarily provided by the user. You have the right to refuse and not provide such information at any given time. Failure to provide the requested data may mean that we are unable to provide our service to you.
2. WHAT AND HOW INFORMATION IS COLLECTED
To provide you with our Services, we collect Personal Information which can help identify you when you use any of our Services, fill in enquiry forms, provide feedback, and/or when you contact us directly through any communication channels (e.g. emails, website, or social media platforms). Some of the ways that Personal Information is collected include:
Information you provide us: When you use any of our Services, you may provide personal data when interacting with us on our website, phone, or email. This could include data provided to us when you make an enquiry through our website or email, provide feedback, subscribe to our services or publications, or request marketing materials to be sent. These may include, but are not limited to:
Full name;
School/organisation/enterprise;
Job title;
Contact number;
Other contact details;
Financial and payment information;
Usage Information;
Communications with you;
Feedback or responses that you provide to us;
Information when you use our Services: As you interact with our Website, and/or use any of our Services for the purpose of internal operations such as data analyses, troubleshooting and enhancing browsing experience when visiting our websites. We may collect Usage Information such as:
IP address, browser type and operating system;
User browser activity;
Cookies;
Session heatmaps and period;
Time and date stamp of your visit;
Information we collect from other sources: We may receive Personal Information about you from third-party sources such as social media platforms (Facebook, Twitter, LinkedIn, Instagram and/or YouTube). These may include:
Basic profile Personal Information
We will only use your Personal Information for the purposes that it was collected for. Your Personal Information may be used for the following purposes:
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To help us update and analyse our records to identify new customers;
To notify you of changes to our terms and conditions or Privacy Policy;
Using data analytics to monitor, maintain and enhance our website, and experiences;
To provide updates on our Service and general information on new or special offers, unless you have not opted in to receive such information;
To enhance our data security and fraud prevention;
To contact you with product or service updates, marketing or promotional materials that may be of interest to you. You may opt-out of receiving any, or all of these communications from us by following the unsubscribe button or emailing us at info@smartstonevr.com with your request.
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Your privacy is important to us, which is why we do not sell any Personal Information you provide to us to any third parties. We take precautions to ensure all personal data are stored safe from theft or disclosure.
Smart Stone Technology operates globally with entities worldwide. As such, we may share Personal Information and Usage Information between business partners, service suppliers, and/or internally with our family companies, its subsidiaries, or affiliated companies (collectively, the "Affiliates") for business or legal purposes to carry out administrative functions.
We will not disclose any personal data and enterprise information to any third party without the authorisation and consent from you, with exceptions below:
When you consented to the disclosure of your Personal Information for secondary purposes.
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Your school and enterprise reserve the right in disclosing or sharing your Personal Information.
To avoid the urgent danger of the user's life, body, or property.
Temporary cases caused by hacker attacks, computer viruses or attacks, and government control.
Smart Stone Technology aims to protect your Personal Information whilst maintain its quality to information security. To achieve this, we limit access to your Personal Information to those who have genuine business purposes. We ask that you do not disclose any sensitive Personal Information (i.e. date-of-birth, social security numbers, etc) on our Service or website, or to us.
We may provide paid products and/or services through our Services, where we use third-party services for payment processes. We will not store or collect your payment or credit card details. That information is provided directly to our third-party service providers where the use of your Personal Information is governed by their Privacy Policy. The Payment service providers whom we work with are:
Stripe – https://stripe.com/en-au/privacy
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Storing of Personal Information
Our operations are supported by a network of third-party service providers for payment and customer service purposes. Your Personal Information will be stored in your respective local servers in either your country, Australia, and/or the United States of America. By using our Website and Service, you consent to have your Personal Information being transferred to other countries, including countries that have different data protection policies than your own country.
Our Services or website may contain hyperlinks to other websites or services. This Privacy Policy does not apply to any externally linked third-party websites or services. We are not responsible for their privacy practices and strongly recommend you to read and understand their Privacy Policy before you visit and provide any Personal Information.
Under the Australian Privacy Principles (APP - https://www.oaic.gov.au/privacy/australian-privacy-principles/) and General Data Protection Regulation (GDPR - https://gdpr-info.eu/), you have the rights to:
Access to your Personal Information at request;
Correct your Personal Information at request;
Erase your Personal Information at request;
To object the processing of your Personal Information;
Have a copy of your Personal Information on record;
Opt-out of disclosure and consent of your Personal Information;
File a complaint to regulating authorities for data protection (we would appreciate the chance for you to contact us first)
If you would like to review or update your Personal Information that you have previously provided to us, you may contact us with the details outlined in the "Contact Us" section below.
9. RETENTION OF PERSONAL INFORMATION
Smart Stone Technology intends to keep Personal Information for no longer than it is necessary for any purposes. The time of which the records are kept will vary depending on the type of Personal Information received and used as well as its purpose. When Personal Information is no longer needed for any purpose or permitted to be retained (i.e. removal at request), Smart Stone Technology will take reasonable steps to destroy the data.
10. QUESTIONS, COMPLAINTS AND CONCERNS
If there are concerns or complaints about how Smart Stone Technology handles and use your Personal Information, as a first step, please raise this in writing using the contact information in the "Contacting Us" section below or via the Contact Us form on our website.
You have the right to file a complaint at any time to the Office of the Australian Information Commissioner (https://www.oaic.gov.au/) if you believe that we have mishandled the collection, use, and disclosure of your Personal Information. However, we would appreciate the chance to deal with your concerns before you approach the respective authorities.
11. UPDATES AND CHANGES TO THIS PRIVACY POLICY
We reserve the right to revise this Privacy Policy at any time. Changes to the Privacy Policy will be posted on this page and take effect immediately as per the "Last updated" period at the top of this page which indicates when this Privacy Policy was last revised. By using our Service, you consent to the collection and use of your Personal and Usage Information in compliance with the revised Privacy Policy. If you do not accept such revisions, you must immediately discontinue using our Service.
If you have any questions regarding this Privacy Policy, please contact us at:
Email: info@smartstonevr.com
Mail: Smart Stone Technology Pty Ltd
Level 2, 63 Dixon Street, Sydney NSW 2000 Australia
Please do not include sensitive information in your emails to us as email communications are not always secure.
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Level 2, 63 Dixon Street
Haymarket NSW 2000
info@smartstonevr.com
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What's new on FIFA 17 and PES 17?
FIFA 17 gameplay adds innovations to capture how each player thinks and move, interacts with opponents, defends, attacks, shots, and dribbles while the most notable addition to Pro Evolution Soccer 2017 is the "Real Touch" feature. Image Source: YouTube
Both EA SPORTS FIFA 2017 and Pro Evolution Soccer are coming in September. The games will be available for last Xbox One, Xbox 360, PS4, PS3, and PC, but the last generation consoles will not see all the new features and innovations.
PES is available for pre-order in some countries in the official page. U.S. customers can get it for $59.99 in digital retailers like Amazon or wait for the release date, Sep. 13. The PC store to sell the title will be Steam
FIFA 2017 for PS4 will take off on Sep. 27, while other versions will come out in October. It's available for pre-order for U.S. customers in EA sports official page, with various prices depending on the bundle and the console. Starting price is $59.99
What's new on PES?
The game boasts several improvements to increase the reality of the gameplay. The most notable addition is the "Real Touch," which is the 1st touch control of the ball with the inclusion of real physics in the play. Different players will also control the ball in their particular ways,
With "Precise Pass," PES combined Real touch and ball physics to create the speed and the accuracy of the passes. The factors include the player's skills and the angle.
The goalkeepers saw great improvements in motion and animation, and PES say they are the agilest keepers of the game's history.
AFC, Saitama Stadium & Japanese player ? #PES2017 @officialpes pic.twitter.com/5mCXW3agU7
— PES 2017 VS FIFA 17 (@PESVERSUSFIFA) September 8, 2016
PES added an "Advanced Instructions" menu, where players can find individual and defined strategies for each team like, say, "Tiki-Taka," tight marking and high pressure, each based on a group's ideology. Similarly, "Total Team Control" gives options during the match to instantly change the mentality of the squad.
There is an "Adaptive AI" that will learn how each one plays to fit the teams to their styles better. However, the opposing team will also adapt to the strategies and change gameplay accordingly.
PES also features "Authentic Visuals," significant upgrades in the graphics with the incorporation of Fox engine.
What's new on FIFA?
FIFA 17 gameplay adds innovations to capture how each player thinks and move, interacts with opponents, defends, attacks, shots, and dribbles. The "Active Intelligence System" is a brand new platform that introduces constant spatial analysis, increases ball activity and customizes each player based on how he is in real life.
The system allows smarter plays like fake runs, stunt runs or calling a player to support the pass.
The game also implemented a physical play overhaul to transform how each player interacts with each area of the field and battles for the ball in the air or on the ground. FIFA 17 improved visuals with the addition of the Frostbite engine.
Last gen consoles will not see the full power of these features. However, Xbox 360 and PS3 owners will stay enjoy other add-ons: the Squad Building Challenges, new attacking techniques, new leagues (like the J-League and Brazilian Clubs), and various game modes.
More so, all consoles will enjoy one of the most noticeable enchantments, the dead ball overhaul: players can now approach a free kick, a corner kick or a penalty in different angles and with different strategies, and further spice it up with the shooters personality.
You can play the #FIFA17 demo on Sep. 13th! https://t.co/6q7C9A6FTd pic.twitter.com/eZ1A5cbkJp
— Electronic Arts (@EA) September 9, 2016
Source: Konami EA Sports
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Арутюн Рубенович Мкртчян (, Ваграмаберд, ЗСФСР — 2002, Джрарат) — участник Великой Отечественной войны, Герой Советского Союза (24.03.1945), командир отделения роты автоматчиков 536-го стрелкового полка 89-й Армянской стрелковой дивизии, старший сержант (впоследствии майор в отставке).

Биография
Родился в семье крестьянина 14 октября 1922 года в селе Ваграмаберд ЗСФСР (ныне Ахурянский район Армении). Армянин по национальности. Арутюн Мкртчян с успехом окончив сельскую школу, поступил в железнодорожный техникум города Ленинакан, по окончании которого работал дежурным по станции.

В 1942 году был призван в ряды Красной Армии. Через несколько месяцев ускоренного обучения в звании сержанта был направлен в действующую армию. Воевал в должности командира отделения роты автоматчиков 536-го стрелкового полка 89-й стрелковой армянской дивизии. Участвовал в боях за Кавказ, освобождении Польши, форсировании Одера, во взятии Франкфурта и Берлина.

Особо отличился Мкртчян 12 мая 1944 года в бою за город Севастополь. С двумя автоматчиками проник в тыл опорного пункта противника, уничтожив свыше 10 немецких солдат и офицеров, при этом 38 взяв в плен. Продвигаясь дальше, в числе первых пробился к берегу моря в районе мыса Херсонес и водрузил красный флаг. Указом Президиума Верховного Совета СССР от 24 марта 1945 года за образцовое выполнение боевых заданий командования на фронте борьбы с немецко-фашистским захватчиками и проявленные при этом мужество и героизм старшему сержанту Арутюну Рубеновичу Мкртчяну присвоено звание Героя Советского Союза с вручением ордена Ленина и медали «Золотая Звезда»(№ 6496).

После войны, дослужившись до майора, уволился в запас. Вернувшись на родину, в 1952 году окончил сельскохозяйственный институт в Ереване. Жил в селе Джрарат Эчмиадзинского района Армении. Работал начальником Эчмиадзинского автотракторного комбината. Умер 11 марта 2002 года.

Жена —  Герой Социалистического Труда Мариам Петросовна Мартиросян.

Награды
 Герой Советского Союза (24.03.1945);
 орден Ленина (24.03.1945);
 орден Красного Знамени (2.05.1944);
 орден Отечественной войны I степени (11.03.1985);
 орден Отечественной войны II степени (16.05.1945);
 орден Красной Звезды (6.11.1943);
 медаль «За отвагу» (15.02.1943);
 другие медали.

Память
В честь героя была переименована улица, на которой он жил, его именем были названы пионерский отряд и школа.

См. также
 Список армян, удостоенных звания Героя Советского Союза в годы Великой Отечественной войны.

Примечания

Литература

 Амирханян М. Д. Армяне — Герои Советского Союза. — , 2005. — ISBN 99930-4-342-7.

Ссылки

Пехотинцы Великой Отечественной войны

redpajama_set_name: RedPajamaWikipedia


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text:
Team Group: Leadership Team
Emily Holman
Emily (She/Her) is the Communications Director at Dragon! She moved home to Redwood City, California after graduating from the University of Oregon with a degree in Public Relations.
During University, Emily was an Account Supervisor at Allen Hall Public Relations where she managed the World Athletics Champions Oregon22 account. She simultaneously acted as the Director of External Relations for The University of Oregon's television network Duck TV.
She started her career as an Intern doing digital marketing for MyWallSt, a fintech startup in Dublin, Ireland.
Justine Bechler
Justine (she/her) is a professional actor, singer, director, and vocal director and has been working in theatre education since 2008. While attending Cal Poly Pomona for acting, she took a course focusing on creating a community based (helping a community create their own work) performance with a local low-income community of high school students. Growing up in theatre, Justine knew how much the arts helped shape her in life, but being able to see these students, who were not theatre kids, embrace the arts and find a way to tell the stories that were important to them, from depression and eating disorders to peer pressure and parties, and have a safe place to explore and express themselves sparked her in unanticipated ways.
Through the years, Justine's passion for theatre education has grown while working with students of all ages. She also enjoys mentoring teenagers to be leaders and future teaching artists through internships. Justine is extremely dedicated to the success of each of her students as individuals and as an ensemble. She loves passing on the knowledge of the vocal instrument to impart proper singing techniques, as well as help actors overcome their challenges while simultaneously instilling confidence to students. Justine loves watching theatre bring people from all different backgrounds together and collaborate towards a common goal.
Before coming to Dragon and Redwood City Youth Theatre, Justine worked at California Theatre Center. It was with CTC that she found a knack, and a love, for administrative organization and helping team members with their projects and making sure everyone had the tools and resources to be successful. At the end of the day, Justine is most satisfied when she knows her work helped others move forward at work or in life and is able to snuggle with her husband, and two daughters (one fur, one human).


Reduction of d-lactate content in sauerkraut using starter cultures of recombinant Leuconostoc mesenteroides expressing the ldhL gene.
To shift the metabolic flux of d-lactate from pyruvate to l-lactate, we expressed the l-lactate dehydrogenase (ldhL) gene in Leuconostoc mesenteroides ATCC 8293.
Regulation of metabolic flux in Lactobacillus casei for lactic acid production by overexpressed ldhL gene with two-stage oxygen supply strategy.
The ldhL gene encoding L-lactate dehydrogenase (L-LDH) was overexpressed in L. casei, and a two-stage oxygen supply strategy (TOS) that maintained a medium oxygen supply level during the early fermentation phase, and a low oxygen supply level in the later phase was carried out.
Establishment of markerless gene deletion tools in thermophilic Bacillus smithii and construction of multiple mutant strains.
RESULTS: Clean deletions of the ldhL gene were made in two B. smithii strains (DSM 4216(T) and compost isolate ET 138) by homologous recombination.
Major Role of NAD-Dependent Lactate Dehydrogenases in the Production of l-Lactic Acid with High Optical Purity by the Thermophile Bacillus coagulans.
Three enzymes responsible for lactic acid production-NAD-dependent l-lactate dehydrogenase (l-nLDH; encoded by ldhL), NAD-dependent d-lactate dehydrogenase (d-nLDH; encoded by ldhD), and glycolate oxidase (GOX)-were systematically investigated in order to study the relationship between these enzymes and the optical purity of lactic acid.
Kinetic characterization of recombinant Bacillus coagulans FDP-activated l-lactate dehydrogenase expressed in Escherichia coli and its substrate specificity.
In this study, the gene ldhL encoding a thermostable l-LDH was amplified from B. coagulans NL01 genomic DNA and successfully expressed in Escherichia coli BL21 (DE3).
L-lactic acid production from D-xylose with Candida sonorensis expressing a heterologous lactate dehydrogenase encoding gene.
RESULTS: The yeast Candida sonorensis, which naturally metabolises D-xylose, was genetically modified to produce L-lactic acid from D-xylose by integrating the gene encoding L-lactic acid dehydrogenase (ldhL) from Lactobacillus helveticus into its genome.
Engineering and adaptive evolution of Escherichia coli W for L-lactic acid fermentation from molasses and corn steep liquor without additional nutrients.
The D-lactic acid producing strain, Escherichia coli HBUT-D, was reengineered for L(+)-lactic acid fermentation by replacing the D-lactate dehydrogenase gene (ldhA) with an L(+)-lactate dehydrogenase gene (ldhL) from Pedicoccus acidilactici, followed by adaptive evolution in sucrose.
[Production of L-lactic acid from pentose by a genetically engineered Escherichia coli].
Then we cloned the L-lactate dehydrogenase gene (ldhL) of Pediococcus acidilactici and inserted it into the chromosome of JH01 via electroporation to obtain a recombinant strain Escherichia coli JH12.
Utilization of lactic acid bacterial genes in Synechocystis sp. PCC 6803 in the production of lactic acid.
PCC 6803 to produce lactic acid using a lactate dehydrogenase (ldh) gene from various lactic acid-producing bacteria, Lactococcus lactis (ldhB and ldhX), Lactobacillus plantarum (ldhL and ldh), and Lactobacillus rhamnosus (ldhL).
Distribution dynamics of recombinant Lactobacillus in the gastrointestinal tract of neonatal rats.
We found that a combination of an L-lactate dehydrogenase (ldhL) promoter of Lactobacillus sakei with a backbone from pLEM415 yielded the highest level of reporter expression.
Homofermentative production of optically pure L-lactic acid from xylose by genetically engineered Escherichia coli B.
RESULTS: In this study, an ethanologenic Escherichia coli strain, SZ470 (ΔfrdBC ΔldhA ΔackA ΔpflB ΔpdhR ::pflBp6-acEF-lpd ΔmgsA), was reengineered for homofermentative production of L-lactic acid from xylose (1.2 mole xylose = > 2 mole L-lactic acid), by deleting the alcohol dehydrogenase gene (adhE) and integrating the L-lactate dehydrogenase gene (ldhL) of Pediococcus acidilactici.
Transformation of, and heterologous protein expression in, Lactobacillus agilis and Lactobacillus vaginalis isolates from the chicken gastrointestinal tract.
Transformants of both La3 and Lv5 containing the La3 ldhL promoter were the most fluorescent.
Changes in tear protein profile in patients with conjunctivochalasis.
Eleven protein spots were identified, which included proteins belonging to the S100 family (A8, A9, A4; 2.44, 1.71, and 2.82 fold upregulation, respectively), guanosine triphosphate-binding protein 2 (1.95 fold), l-lactate dehydrogenase A-like 6B (2.32 fold), fatty acid-binding protein (2.01 fold), keratin type I cytoskeletal 10 (1.81 fold), glutathione S-transferase P (2.27 fold), peroxiredoxin-1, peroxiredoxin-5 (1.79- and 1.92 fold, respectively), and cullin-4B+ glyceraldehyde 3-phosphate dehydrogenase (1.96 fold).
Comparison of expression vectors in Lactobacillus reuteri strains.
The promoters of the Lactobacillus acidophilus surface layer protein gene (slp), L. acidophilus lactate dehydrogenase gene (ldhL) and enterococcal rRNA adenine N-6-methyltransferase gene (ermB) were fused to the coding sequence of EGFP and inserted into the backbone of the pTRKH3 shuttle vector (pTRKH3-slpGFP, pTRKH3-ldhGFP, pTRKH3-ermGFP).
Molecular genetic characterization of the thermostable L-lactate dehydrogenase gene (ldhL) of Thermoanaerobacter ethanolicus JW200 and biochemical characterization of the enzyme.
The structural gene ldhL for a thermostable L-(+)-lactate dehydrogenase was cloned from Thermoanaerobacter ethanolicus JW200.


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For the sake of this overly simplistic approach to the topic, let's say a meetings is a scheduled interaction between three or more people. We'll skip the one-on-one's for today.
Construct: Meetings should be used to debate and decide, not to share information. There are plenty of channels and tools for information sharing. We share information in advance of a meeting so that we can debate it and decide based upon the debate in a meeting.
Let's look at the 3 x 3 x 3 approach in the headline.
1) Make sure the purpose is clear. A good meeting has an outcome.
2) Make sure the agenda maps to the outcome. A good meeting has an agenda, set in advance, that guides the discussion.
3) Make sure that everyone knows what preparation they need to do before the meeting and what their role in the meeting is. A good meeting comes with clear expectations.
1) Know the purpose and expected outcome, in advance.
2) Insist on an agenda and an understanding of your role and what preparation you need to complete in order to be productive in the meeting.
3) Do the pre-work. Research. Prepare. And, then, when the meetings starts, engage and participate. Map your thoughts and words to the outcome described in #1.
1) If you're the organizer, cancel it.
2) If you're the invitee, decline it or request that it be postponed until you have what you need to make it a good use of everyone's time.
There's a lot more to this topic. I recommend Patrick Lencioni's "Death by Meeting," which I'll be re-reading. Read along with me, won't you?


What if you had an enhanced 360° view of the world? In other words, imagine having the ability to process the collective perceptions of how others see you. Often times, the way we perceive ourselves and the way others perceive us are two very different things. Even experienced business leaders will persist in communication and organizational practices with the belief that everyone recognizes their "obvious" intentions, while overlooking costly misinterpretations that stem from different behavioral styles. These handicaps have always been unfortunate workplace inefficiencies that couldn't be resolved — until now.
The Communication Styles assessment provides what is termed 360° functionality. A 360° assessment enables the user to compare their own self-assessment results with the "observer assessments" compiled anonymously by several (even dozens) of his/her colleagues. The result? An insightful report that bridges the gap between intention and perception. The Communication Styles user is enlightened and equipped with the knowledge to avoid the behavioral misunderstandings that can trigger workplace discord and interpersonal conflict.
With the Communication Styles assessment, there are four primary behavioral styles. Each of these social styles has a very distinct and predictable pattern of observable behavior. Once you understand these patterns, you have the key to unlock productive communication with nearly anyone.
Communication Styles report. Each report describes your behavioral tendencies and how those tendencies likely affect your interactions with others. Just as importantly, each report provides specific solutions for optimizing interpersonal outcomes.
Learn about your natural strengths and how to leverage them to your advantage. This alone is worth a fortune to you because most people never discover this about themselves.
Learn about your weaknesses, so you can end much of your self-sabotage; eliminate negative traits that hold you back.
Learn how you react under stress, and how to convert tension into positive energy.
Learn about the five traits that both enhance AND undermine your personal versatility.
Learn about the five traits that both enhance AND undermine your personal flexibility.
Learn specific strategies to reduce conflict and increase harmony with others.
Find out what really motivates you; accomplish more with less effort when you are able to better align your drivers with your environment.
Learn new ways to help others see the "true you." Just imagine how this information will improve your life.
Learn how to quickly and accurately identify another's behavioral style.
Discover how to modify your behavior, so you can effectively connect with everyone by treating them the way they want to be treated.
How valuable would it be to know exactly how your co-workers, direct reports, supervisors and clients perceive you?
Do you think it might substantially increase your compatibility with others? Do you think it might measurably improve workplace communication and efficiencies? Decades of social science research tell us that the answer is YES.
Invite anyone to take the same assessment you just took— but anonymously— on your behalf. You simply type in the first name and email address of business colleagues, clients, friends and family; that's it… We do the rest! We send your desired observers an email note inviting them to complete an anonymous "observer assessment" of your social style.
Once all of these "observer assessments" are compiled by our system, you are able to view your own Communication Styles eGraph that plots all the different ways people anonymously assessed you. You'll gain incredible insights by contrasting how your colleagues see you at-large, versus how you had perceived yourself.


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text:
Q: Flutter - SetState not working on extracted widgets Hello so basically I want to know why setState() works on widgets extracted as methods but does not work on widgets extracted as widgets....
and also when to use extracted widgets/ extracted widgets as methods or are they both the same? but I guess they cant be the same since one works and other doesnt?
If you want the code i tried before changing it to extracted methods:
from main class:
void refresh() => setState(() {});

  @override
  Widget build(BuildContext context) {
    return SafeArea(
      child: Scaffold(
        resizeToAvoidBottomInset: false,
        backgroundColor: Colors.blue,
        body: Column(
          mainAxisAlignment: MainAxisAlignment.spaceEvenly,
          crossAxisAlignment: CrossAxisAlignment.stretch,
          children: const [
            SizedBox(height: 50),
            PageHeader(),
            PageBody(),
          ],
        ),
        floatingActionButton: AddTaskButton(
          transitionAnimationController: transitionAnimationController,
          refresh: refresh,
        ),
      ),
    );
  }

Extracted widgets:
class PageHeader extends StatelessWidget {
  const PageHeader({
    Key? key,
  }) : super(key: key);

  @override
  Widget build(BuildContext context) {
    return Expanded(
      flex: 1,
      child: Padding(
        padding: const EdgeInsets.symmetric(horizontal: 15.0),
        child: Column(
          crossAxisAlignment: CrossAxisAlignment.start,
          children: [
            const CircleAvatar(
              radius: 30,
              backgroundColor: Colors.white,
              child: Icon(
                Icons.list,
                color: Colors.blue,
                size: 30,
              ),
            ),
            const SizedBox(
              height: 15,
            ),
            const Text(
              'Todoey',
              style: TextStyle(color: Colors.white, fontSize: 35),
            ),
            Text(
              ' ${TaskData.tasks.length} Tasks',
              style: const TextStyle(color: Colors.white, fontSize: 15),
            ),
          ],
        ),
      ),
    );
  }
}

class PageBody extends StatelessWidget {
  const PageBody({
    Key? key,
  }) : super(key: key);

  @override
  Widget build(BuildContext context) {
    return Expanded(
      flex: 3,
      child: Container(
        decoration: const BoxDecoration(
          color: Colors.white,
          borderRadius: BorderRadius.only(
            topLeft: Radius.circular(20),
            topRight: Radius.circular(20),
          ),
        ),
        child: Padding(
          padding: const EdgeInsets.symmetric(horizontal: 15.0),
          child: TaskList(taskData: TaskData.tasks),
        ),
      ),
    );
  }
}

Extracted Methods:
Expanded pageHeader() {
    return Expanded(
      flex: 1,
      child: Padding(
        padding: const EdgeInsets.symmetric(horizontal: 15.0),
        child: Column(
          crossAxisAlignment: CrossAxisAlignment.start,
          children: [
            const CircleAvatar(
              radius: 30,
              backgroundColor: Colors.white,
              child: Icon(
                Icons.list,
                color: Colors.blue,
                size: 30,
              ),
            ),
            const SizedBox(
              height: 15,
            ),
            const Text(
              'Todoey',
              style: TextStyle(color: Colors.white, fontSize: 35),
            ),
            Text(
              ' ${TaskData.tasks.length} Tasks',
              style: const TextStyle(color: Colors.white, fontSize: 15),
            ),
          ],
        ),
      ),
    );
  }
}

Expanded pageBody() {
  return Expanded(
    flex: 3,
    child: Container(
      decoration: const BoxDecoration(
        color: Colors.white,
        borderRadius: BorderRadius.only(
          topLeft: Radius.circular(20),
          topRight: Radius.circular(20),
        ),
      ),
      child: Padding(
        padding: const EdgeInsets.symmetric(horizontal: 15.0),
        child: TaskList(taskData: TaskData.tasks),
      ),
    ),
  );
}

A: Your extracted widgets are stateless widgets.
setState() only works in stateful widgets.
It's better to use extracted widgets than extracted methods for a better performance.

A: setState() actually doesn't care if it is extracted widget och method. It has no "check" for that.
It tells the UI that the state of the widget has changed, and that it might be needed to redraw. It schedules a new build. But it does not necessarily redraw everything if it doesn't have to.
So depending on what types of widget are below the parent widget (calling setState), and what they contain, they might be redrawn.
However, a method ("extracted widget by method") is always called when redrawn, making it very un-efficient. That is why you might observe a difference.
Look at this video for more information about the differences:
https://www.youtube.com/watch?v=IOyq-eTRhvo
As a rule of thumb, "always" extract widgets, not creating widgets by methods.
Why your child widgets isn't rebuilding can be one of several things. Either way, I don't think it has anything to do with the parents setState()-call in this case.
It is the child widgets that doesn't have any reason to rebuild. You seem to be adding stuff through some global variable(?) TaskData.tasks... ? The child widgets doesn't "observe" that variable for changes. So they have no reason to rebuild.
If you from the parent either inject the data, use some state management like Bloc, or use Provider or ChangeNotifier or similar, for the data that PageHeader(), PageBody() and their children base their builds on, then everything will update accordingly.

redpajama_set_name: RedPajamaStackExchange


text:
Il Magra (declinato anche nel genere femminile, la Magra: così anche in ligure) è un fiume che scorre in Toscana e in Liguria bagnando le province della Spezia e di Massa-Carrara, il principale fiume della Liguria per portata media alla foce (c. 57 m³/s dopo la confluenza del Vara) anche se ad essa appartiene solo la parte terminale del suo corso; lungo il suo percorso si crea la maggiore piana della Liguria (seconda è quella di Albenga).

Corso del fiume
Il fiume nasce in Toscana a quota  s.l.m., tra il Monte Borgognone ( s.l.m.) e il Monte Tavola ( s.l.m.), nel territorio comunale di Pontremoli (MS), creando con il suo corso la Val di Magra. Giunto in territorio ligure confluisce con il Vara riversandosi poi nel Mar Ligure con un ampio estuario situato tra Bocca di Magra e Fiumaretta, frazioni del comune di Ameglia.

Nel tratto che va da Pontremoli ad Aulla mantiene una direzione longitudinale rispetto alla catena dell'Appennino, NO-SE, per poi cambiare direzione ad Aulla, volgendo a SO, e sfociare successivamente all'altezza della località di Santo Stefano nell'ampia pianura alluvionale.

La sua lunghezza complessiva è di 70 km.

Tra i comuni attraversati dal corso d'acqua si ricordano: Aulla, Filattiera, Licciana Nardi, Mulazzo, Podenzana, Pontremoli, Tresana, Villafranca in Lunigiana e Zeri in Provincia di Massa e Carrara; Ameglia, Arcola, Santo Stefano di Magra, Sarzana e Vezzano Ligure in Provincia della Spezia.

Affluenti
Sul suo percorso confluiscono numerosi affluenti, che traggono origine dallo spartiacque dell'Appennino tosco-emiliano, da quello Tosco-Ligure e dalle Alpi Apuane, pertanto sia dalle vallate della Lunigiana, che del Vara. Il primo di questi affluenti, il torrente Magriola, si immette nel Magra poco prima di Pontremoli.

Il tratto montano del fiume, con carattere torrentizio, termina all'altezza della località di Pontremoli e da qui inizia la parte mediana, che finisce alla confluenza del Vara. In questo tratto riceve la maggior parte degli affluenti sia di destra che di sinistra, tra i quali spicca per portata il Bagnone (torrente).

Gli affluenti di destra sono caratterizzati, ad esclusione del Vara, da una portata modesta a causa della scarsità di sorgenti perenni, ed in genere hanno dei corsi brevi e vicini tra di loro, mentre gli affluenti di sinistra sono quelli che danno il contributo maggiore alla portata del fiume in quanto alimentati da buone sorgenti anche in alta quota. I torrenti più lunghi sono il Taverone e l'Aulella che plasmano le due rispettive valli, in direzione di Licciana Nardi e del passo del Lagastrello e di Fivizzano e del passo del Cerreto, ma il più copioso d'acqua è il Bagnone (torrente), omonimo del comune al quale dà il nome.

Regime idraulico

Al seguito del ricevimento dell'acqua dagli affluenti sopra elencati la portata media annua sale, dopo la confluenza del Vara presso la foce a circa 57 m³/s; prima della confluenza del Vara (suo maggior tributario in assoluto) la portata si attesta sui 41 mc/sec con una media mensile massima in novembre di quasi 90 m³/s ed una media mensile minima in agosto di circa 7 m³/s.
I valori massimi sono raggiunti in autunno ed in primavera.
Proprio per la sua collocazione geografica, il bacino del Magra è soggetto a forte piovosità sicché si possono verificare ogni anno piene particolarmente imponenti; dai dati del Servizio Idrografico Nazionale del Ministero dei Lavori Pubblici si può stabilire che generalmente il regime dei flussi ricalchi quello degli afflussi meteorici, con piene elevate e magre accentuate.

La portata minima assoluta mai toccata è di 5 m³/s, mentre quella massima assoluta, raggiunta durante la disastrosa alluvione del 25 ottobre 2011, ha superato di gran lunga l'eccezionale valore di 5.000 m³/s.

Tali piene portano spesso ad esondazioni, generalmente nel tratto finale del fiume che risente, tra l'altro, dell'andamento del moto ondoso e delle maree del Mar Ligure, che possono contrastare il deflusso delle acque.
Tra il 2009 ed il 2011 si sono verificate ben quattro esondazioni che hanno distrutto due volte il ponte della Colombiera, allagato case e strutture produttive: due nel 2009, nel 2010 e la più grave, che ha causato danni non solo alla foce ma anche già a partire dal tratto medio-alto nella zona di Aulla nel 2011.

Portate medie mensili

Fauna

Le acque del fiume sono ricche di pesci, nel corso inferiore del Magra sono presenti più di 30 specie, tra quelle autoctone e quelle introdotte nelle acque spezzine per le gare di pesca; ricordiamo la trota iridata, la trota fario, la tinca, la savetta, la lasca, la scardola, la carpa, il carassio, il pesce persico, il pesce gatto ed il luccio; verso la foce anche molte specie di mare, che risalgono la corrente per diversi chilometri.
Le rive sono abitate da: toporagno d'acqua, volpe, cinghiale, nutria (d'origine non autoctona); ma soprattutto da uccelli: gabbiano, cormorano, cornacchia grigia, topino, gruccione, ecc. e presentano un ambiente assai accogliente per le specie migratorie, che qui si fermano anche per lunghi periodi, spesso nidificando.

Il parco

Il tratto di fiume che scorre nella Provincia della Spezia fa parte del Parco naturale regionale di Montemarcello-Magra-Vara.

Storia
Il fiume Magra assurse di importanza in epoca romana alla fine della Guerra sociale, quando nell'88 a.C., insieme al fiume Rubicone, fu definito come confine del territorio italiano che godeva della cittadinanza romana.  Infatti per i Romani l'«Italia» quale entità geografico-amministrativa, non comprendeva né le isole (Sicilia e Sardegna) né la pianura padana.
 Durante gli ultimi giorni del marzo 1814, alla fine della campagna d'Italia, il Magra fu al centro di scontri tra le truppe napoleoniche del generale Jean Victor Rouyer e le truppe della sesta coalizione guidate dal generale William Bentinck, in particolare durante la battaglia di Lerici e la cattura di La Spezia.
"Novelle di Valdimagra" è una delle più significative opere letterarie di Pietro Ferrari, che ambienta 15 racconti brevi nelle campagne e paesi che fanno da corona all'alta valle del fiume Magra, indicativamente da Pontremoli a Filattiera e Bagnone. I 15 racconti del Ferrari fanno riferimento ai luoghi tanto amati e a personaggi quasi sempre realmente esistiti e da lui conosciuti tramite i racconti di casa; il libro di racconti "Novelle di Valdimagra" fu pubblicato con lo pseudonimo di "Pietro da Pontelungo" nel 1944 in 100 esemplari dalla Tipografia Artigianelli di Pontremoli e rappresenta forse uno dei più interessanti contributi alla "piccola storia" della Lunigiana, e che ci permette di rivivere atmosfere, sentimenti, passioni, colori e profumi di un mondo ormai scomparso, ma all'epoca della sua pubblicazione ancora nella memoria e nei racconti di molti

Note

Bibliografia

 Ferruccio Bartolini, Riccardo Boggi, Almo Farina, Emilia Petacco, Giulivo Ricci, Roberto Ricci, La Magra, viaggio all'interno di una valle, Sarzana, Editrice Lunaria, 1992.
 Pietro da Montelungo, pseudonimo di Pietro Ferrari, "Novelle di Valdimagra", Pontremoli, Tipografia Artigianelli, 1944

Voci correlate
 Val di Magra
 Lunigiana
 Strada delle cento miglia
 Cacciatori della Magra
 Alluvione dello Spezzino e della Lunigiana del 25 ottobre 2011

Altri progetti

Collegamenti esterni

Val di Magra
Fiumi della provincia di Massa-Carrara
Fiumi della provincia della Spezia
Fiumi tributari del mar Ligure


text:
Blackout hits Puerto Rico as power company reached goal
By Associated Press | Wednesday, November 15, 2017, 11 a.m.
Carlos Giusti/Associated Press file A brigade from the Electric Power Authority repairs distribution lines damaged by Hurricane Maria in the Cantera community of San Juan, Puerto Rico.
SAN JUAN, Puerto Rico — A major blackout hit Puerto Rico's most populated region Wednesday just as the government announced it had met its goal of 50 percent power generation nearly two months after Hurricane Maria struck as a Category 4 storm.
The Electric Power Authority said it dispatched crews to investigate why a key 230-kilovolt line that connects the island's northern and southern regions had failed for the second time in a week. The failure caused the U.S. territory's power generation to drop to 22 percent, though it had improved slightly to 29 percent by early evening.
The blackout affected the capital of San Juan and nearby cities and towns along the island's north coast, provoking a groan from people who were celebrating the return of electricity in recent weeks by restocking refrigerators and charging phones and computers.
A previous blackout involving the same line occurred Nov. 8, causing power generation to drop to 18 percent.
On social media, some Puerto Ricans wondered whether the blackout was caused by the government's rush to meet its goals to restore power. Puerto Rico Gov. Ricardo Rossello has pledged 80 percent power generation by the end of November and 95 percent power generation by Dec. 15, while the U.S. Army Corps of Engineers has said it expects 75 percent power generation by the end of January.
Susan Tierney, a senior adviser for Denver-based consulting company Analysis Group who testified last month before a U.S. Senate committee on efforts to restore power, said blackouts are likely to occur if a power company is having problems matching supply and demand.
"Something has to give," she said in a phone interview, adding that she is surprised at how slowly power is being restored across Puerto Rico. "It's extraordinary to have an outage that has extended this deeply and for so long after an event."
More than 130,000 people have fled the island since the hurricane, with many seeking jobs and shelter on the U.S. mainland.
Prior to Wednesday's blackout, Puerto Rico's power company said 21 municipalities still had no power at all, while portions of Puerto Rico's 57 other municipalities had seen electricity restored.
The island's power outage is the worst in U.S. history.
Gunman wildly sprays school with bullets, and quick action prevents mass bloodshed
US restarts nuclear testing facility in Idaho after 23 years


text:
Elonda Clay
Poet | Librarian | Scholar | Meditation Teacher
Booking/Contact
* For more information on past and current research, visit my research page or academia.edu page.
2018 "Backyard Gardens as Sacred Spaces: An Ecowomanist Spiritual Ecology" In The Elements of Religion and Nature, Laura Hobgood and Whitney Bauman, editors. (New York: Bloomsbury Academic, 2018).
2017 "Secular Voices of Color: Digital Storytelling, Everyday Activism, and Creating Diverse Secularist Community" in Humanism in a Non-Humanist World, Monica R. Miller, editor. Studies in Humanism and Atheism series. (Springer International Publishing : Imprint: Palgrave Macmillan, 2017).
2015 "We Are What We Archive" In Fabricating Origins, Russell McCutcheon, ed. (Equinox Publishing, 2015).
2015 "#NOWTHATSRELIGIONANDHIPHOP: Mapping the Terrain of Religion and Hip Hop in Cyberspace," in Religion in Hip Hop: Mapping the New Terrain, edited by Monica R. Miller and Anthony B. Pinn (Bloomsbury Press, 2015).
2011 "Mediated Science, Genetics and Identity in the U.S. African Diaspora" in Media, Spiritualities, and Social Change, Stewart Hoover and Monica Emerich, eds. (London; New York: Continuum Press, 2011).
2011 "How Does It Feel to be an Environmental Problem? Studying Religion and Ecology in the African Diaspora" in Inherited Land: The Changing Grounds of Religion and Ecology, Whitney Bauman, Richard Bohannon, and Kevin O'Brien eds. (Eugene, Oregon: Wipf & Stock, 2011), 148-170.
2011 "These Gods Got Swagger: Avatars, Gameplay, and the Digital Performance of Hip Hop Culture in Machinima" Bulletin for the Study of Religion [Online], Volume 40 Number 3 (19 August 2011). Available at: http://www.equinoxjournals.com/BSOR/article/view/10600
2010 "A Black Theology of Liberation or Legitimation? A Postcolonial Response to Cone's Black Theology, Black Power at Forty" Black Theology: An International Journal [Equinox], November 2010, 307-326.
2009 "Two Turntables and a Microphone: Turntablism, Ritual, and Implicit Religion" in Culture and Religion [Routledge] Vol. 10, No. 1, March 2009, 23–38.
2004 "Subtle Impact: Technology Trends and the Black Church" Journal of the Interdenominational Theological Center 31: No. 1 & 2 (Fall 2003/Spring 2004), 153-178.
2017 Book Review of Carolyn Moxley Rouse, John L. Jackson, Marla F. Frederick, Televised Redemption: Black Religious Media ans Racial Empowerment. (New York, NY: New York University Press, November 2016). Reading Religion, American Academy of Religion, September 2017.
2007 Book Review of Daphne C. Wiggins, Righteous Content: Black Women's Perspectives of Church and Faith. (New York University Press, 2004). The Journal of Religion, Volume 87, Number 3 (July 2007).
Encyclopedia Articles
2010 "Earth Day," Cultural Resource Unit, online entry for The African American Lectionary. http://www.theafricanamericanlectionary.org/PopupCulturalAid.asp?LRID=145
Copyright © 2018 Elonda Clay


The Smart Group is a collection of corporate hospitality, catering and event management businesses with over 2 decades of experience.
They have hosted, catered or managed sporting events such as the Royal Ascot Village, Olympics & Wimbledon, as well as corporate functions like Sports Industry Awards, Christmas parties for Mercedes-Benz Formula One and conferences for Adobe and Google.
Smart Group were looking to integrate, automate and optimize their existing systems. Safeguarding and better management of user data was also their goal.
Manual intervention was needed to manage booking and reservations.
Manual creation of proposals, manual record checking and manual email reminders from finances.
Separate booking and reservation systems for Christmas parties and drinks.
Inadequate and non-integrated self-service booking systems.
Data was prone to compromise due to human error and gaps in different processes.
Fully integrated reservation and booking systems.
Lead, account, contact and opportunity management system on Salesforce.
Customized calendar for event scheduling.
A fully functioning customer community for tickets.
Digitized product catalogues and pricing systems with automated invoicing and billing.
Online payment integration with SagePay plus refund management.
Email marketing automation and surveys with Pardot and Salesforce.
After implementing the solutions proposed by Nadcoms, Smart Group saw definite improvement in their business processes. The feedback from customers and employees has been extremely positive and the overall Salesforce implementation has been a success.


While exploring the city today in Hong Kong, I decided to slip on a simple dress which allowed movement since the weather this time of year is pretty warm. I accessorized my bag with a satin scarf instead wrapping it around my neck as well. I love how a satin scarf can be used in several ways. Tie it around your neck, your wrist or even your bag for a chic look. As you can see, these Golden Goose sneakers have been a life saver for me. I love how they are trendy and comfortable (definitely worth the investment). I was able to walk around the city without ever worrying about my feet (HUGE bonus when spending the day in a new city). I threw on an 80's inspired pair of sunglasses, hair in a half top-knot and layered on a ribbon choker to complete my "out and about in Hong Kong" look. Easy yet fashion forward.
Sidenote: this comfy little dress is on SALE here!!
Still to come: more outfits from my South East Asia trip, catch the latest on my Instagram (@shannonyoachum) and snapchat account (shannonyoachum), Island hopping in the Philippines and my detailed travel post!


text:
Sinlung / Business
New Inland Water Transport Route From Northeast Faces Hurdles
By Santanu Sanyal
The diversion of North-East bound cargo through Sittwe, Myanmar, is likely to benefit the North-Eastern states, especially Mizoram, Nagaland and Manipur. — A. Roy Chowdhury
Inland Waterways Authority is bullish on the project in Myanmar because India's bid to transport goods to the North-East through Bangladesh has not been much of a success.
A few days ago, Bhupinder Prasad, Chairperson, Inland Waterways Authority of India (IWAI), visited Sittwe, the capital of Rakhine in Myanmar, to inspect the port development work there.
In March 2009, the Ministry of External Affairs appointed IWAI as the consultant to a port development project at Sittwe. This followed a framework agreement between the India and Myanmar in April 2008 to develop Sittwe port on the mouth of the Kaladan river as an alternative IWT (inland water transport ) route to move goods to and from India's North eastern region through Mizoram.
Work in phases
The project, known as Kaladan Multimodal Transit Transport Project, is being funded by the Ministry of External Affairs and has three components. First, construction of a port at Sittwe, undertaking dredging and installing navigational aids to make the Kaladan river navigable over its 158-km long stretch from Sittwe to Paletwa in Chin in Myanmar and construction of an IWT terminal at Paletwa and building six barges of 300-tonne capacity each to facilitate transportation of goods along the stretch.
The second component involves upgrading the highway from Paletwa to Myeikwa near the Indo-Myanmar border in Mizoram covering a distance of 125 km. The entire stretch will be within the Myanmar territory. The third component presupposes construction of a 100-km long road from the border to Lawngtlai in Mizoram, which is located on the National Highway 54.
IWAI is responsible for the implementation of the first component estimated to cost Rs 342 crore. The detailed project report (DPR) prepared by Rites in 2003 was revised and updated to suit IWAI's requirements. IWAI entrusted the job to Essar Projects India Ltd in May 2010, while the actual work started in December.
"The progress of port development and other associated work at Sittwe and other places is satisfactory," Prasad told Business Line on her return from the project site recently. "Nearly 30 per cent of the job is over and, hopefully, our portion of the job will be complete by December 2013. The Government of Myanmar as well as the local people are extending full cooperation. We're very happy," she added.
It has been learnt that Myanmar has provided the required land free of cost for port development work. The requirement, however, has not been much so far — about six hectares in Sittwe and another three hectares or so at Paletwa.
The IWAI Chairperson sounded bullish about the project, more so because India's bid to transport goods to the North-East through Bangladesh has not been much of a success.
"Although we have a 40-year-old protocol on transit and trade with Bangladesh, our bid to have transit facility to move cargo by barges to Assam, Tripura and other parts of the North-East through Bangladesh met with limited success. The protocol route is used almost entirely for bilateral trade dominated by vessels carrying Bangladesh flag and hardly anything for the transit trade," she said. "We, therefore, critically need an alternative transit facility for our people in the North-East."
Benefit for North-East
It was felt that the diversion of North-East bound cargo through Sittwe would benefit the North-Eastern states, especially Mizoram, Nagaland and Manipur.
Prasad was particularly emphatic about the movement of containerised cargo on the proposed route. "This will be in line with the current international practice," she said. "Also, goods transported in containers will be fully protected from safety and security point of view."
But the problem is that the issue of movement of containers is not incorporated either in the bilateral agreement or in the DPR and for this reason the Ministry of External Affairs is yet to take a call on it, although the Myanmarese authorities are believed to be enthusiastic about it. "We have taken up the matter with our External Affairs Ministry which is yet to respond," Prasad said.
But then, the port will not be able to function even if IWAI's part of the job is completed within the scheduled time. This is because the construction of road, both within Myanmar and India, is also critical for the project.
The work on the 125-km-long road between Paletwa and Myeikwa near Mizoram on the Indo-Myanmarese border is yet to start. The Ministry of External Affairs has got a DPR prepared separately for this stretch and, as inquiries reveal, a reputed Myanmarese company with proven track record will most probably be given the job. However, nothing has been finalised as yet.
The construction of the 100-km-long road within India from the Indian side of the Indo-Myanmarese border to Lawngtlai on NH 54 has started.
The entire job has been divided into three sections and given to three Indian firms and is being implemented by the Ministry of Roads and Highways.


TOMS RIVER, N.J. (AP) — A New Jersey man has been convicted of killing a police officer who was shot to death as he sat behind the wheel of his police cruiser last year.
A jury found 20-year-old Jahmell Crockam (Juh-MEHL' CROCK'-um) guilty Thursday of murder and weapons offenses in the January 2011 shooting death of Lakewood Patrolman Christopher Matlosz (MATT-lohs).
Crockam, who also is awaiting trial for another, unrelated murder that took place a few months before the officer was killed, could be sentenced to life in prison without the possibility of parole.
Prosecutors say Crockam thought he was about to be arrested on outstanding warrants for weapons offenses, and killed the officer to avoid going to jail.
Crockam's lawyer maintained police arrested the wrong man.