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Home → Media → News → Kazatomprom 2Q22 Operations and Trading Update
Kazatomprom 2Q22 Operations and Trading Update
JSC National Atomic Company "Kazatomprom" ("Kazatomprom", "KAP" or "the Company") announces the following operations and trading update for the second quarter and half-year ended 30 June 2022.
This update provides a summary of recent developments in the uranium industry, as well as provisional information related to the Company's key second-quarter and half-year operating and trading results, and current 2022 guidance. The information contained in this Operations and Trading Update may be subject to change.
In a paper titled "Nuclear Power and Secure Energy Transitions," the International Energy Agency (IEA) examined how nuclear energy could aid in resolving the world's ongoing energy security and climate crisis. The organization concurs that nuclear energy could play a significant role in helping nations securely transition to low-carbon energy generation. According to the IEA, countries that deploy or increase their use of nuclear energy reduce fossil fuels imports and carbon emissions, and they are able to integrate a larger share of renewable energy sources into their power networks. Based on the IEA's analysis, strong regulations are required in order to boost the use of nuclear power, but the sector itself must also improve its ability to execute projects on time and within budget to ensure nuclear development plans can be relied upon for future electricity generation.
In South Korea, President Yoon Suk-Yeol announced the country's most recent energy strategy, aimed at reducing the use of fossil fuels and undoing the previous administration's intentions to gradually reduce nuclear power capacity. According to the plan, nuclear energy would make up at least 30% of the country's energy mix in 2030, including the completion of unit 3 and unit 4 at the Shin Hanul nuclear power station, where progress was halted by previous President Moon Jae-in in 2017.
Subsequent to the second quarter on 06 July, the European Parliament formally included nuclear energy as a transitional green investment under the Sustainable Finance Taxonomy. As a result, the European Commission's proposal to classify investments in nuclear as being Taxonomy-compliant is anticipated to take effect 01 January 2023. Nuclear is included in the Taxonomy's "transitional" category, which means it is classified as an energy source that will help slow down climate change, but it cannot yet be replaced by technologically and economically feasible low-carbon alternatives.
A number of specific demand-side highlights emerged in the second quarter:
In May, China General Nuclear's Hongyanhe unit 6, a 1,061 MWe ACPR-1000 in Liaoning Province, China, successfully connected to the grid for the first time. China has now switched to building the more advanced HPR-1000 (Hualong One) reactor design; Hongyanhe unit 5 and unit 6 are therefore expected to be the final two reactors built in China based on the ACPR-1000 design.
China National Nuclear Corporation (CNNC) and Russia's Rosatom reported that on 19 May, the first concrete was poured to begin construction of Xudabao unit 4, a 1,200 MWe VVER-1200 PWR in Liaoning Province, China.
In a similar development, CNNC's subsidiary China National Nuclear Power announced that Sanmen Unit 3, a 1,163 MWe Chinese-designed CAP-1000 PWR, formally began construction with the first pouring of nuclear safety-related concrete on 28 June. The Sanmen Nuclear Station is located in Zhejiang Province and currently hosts two operating Westinghouse AP1000 PWRs, unit 1 and unit 2 at 1,157 MWe each.
In June, Korea Hydro & Nuclear Power reported that Shin Hanul unit 1, a 1,400 MWe APR-1400 PWR, successfully completed grid connection in South Korea.
In the US, Entergy's single-unit Palisades Nuclear facility in Michigan, USA, was permanently shut down in May after more than 50 years of safe operation. The decision to shut the 805 MWe PWR was made in 2017 as part of Entergy's plan to exit the merchant nuclear power business.
In a notable supply-side highlight, Boss Energy Ltd. ("Boss") announced that its board of directors approved development of the Honeymoon in-situ recovery project in South Australia. The company indicated the project has an estimated cost of A$113 million, which would be funded by its previous capital raising activity in March 2022, when Boss raised A$125 million. The company expects Honeymoon to resume production in late 2023 and ramp up to steady-state production of 2.45 million pounds U3O8 per year within three years.
The nuclear fuel processing cycle requires that various forms of uranium be transported all over the world. Transportation challenges were highlighted throughout the first half of 2022 due to many nations' and companies' efforts to reduce transactions with and decrease reliance on Russia, in light of Russia's actions in Ukraine. Most recently, Canada's revision to its Special Economic Measures on Russia resulted in shipping delays for a Russian enriched uranium product (EUP) delivery that was destined for the United States. As per third-party sources, the modified Canadian rules could be interpreted to mean the Canadian company CIS Navigation and it's carrier, Atlantic Ro-Ro Carriers (CISN/ARRC), would be unable to transport Russian EUP from the port of St. Petersburg to three American utilities aboard its Canadian-owned vessel. However, industry-sources have indicated that the Canadian government granted CISN/ARRC a temporary one-year exemption in order to continue shipments of Russian EUP. Western deliveries of Kazakh U3O8 were not impacted by the modified Canadian rules.
Market Pricing and Activity
At the outset of the second quarter, market participants were primarily concerned about security of supply in light of the Russia-Ukraine conflict, which drove the weekly spot price up to US$63.75/lb U3O8, its highest level since March 2011. However, a lack of firm contracting activity in the spot market coupled with the impact of a bearish equity market and global economic slow-down exerted downward pressure on the spot price throughout the weeks and months that followed. In June, spot remained volatile and month-end concerns about a potentially delayed Russian EUP delivery from St. Petersburg pushed the average spot price back up to US$50.00/lb U3O8 by the end of the quarter.
According to third-party market data, intermediaries were responsible for most of the spot market activity through the first half of 2022, with volumes similar to the same period last year. A total of 32.6 million pounds U3O8 (~12,500 tU) was transacted at an average weekly spot price of US$50.30/lb U3O8 year-to-date in 2022, compared to about 35.6 million pounds U3O8 (~13,700 tU) at an average weekly spot price of US$29.95/lb U3O8 in the first six months of 2021.
In the term market, contracting activity was substantially higher than in the previous year, with third-party data indicating that contracted volumes totaled about 71.5 million pounds U3O8 (~27,500 tU) through the first six months of 2022, compared to about 37.5 million pounds U3O8 (~14,400 tU) in the same period of 2021. The increase in term market activity resulted in an increase of the average long-term price by US$17.50/lb U3O8 year-over-year, to US$49.75/lb U3O8 at the end of the second quarter of 2022 (reported only on a monthly basis by third-party sources).
Company Developments
Transportation risk mitigation
A significant proportion of the Company's products are exported on a well-established primary route through Russia to the Port of St. Petersburg, which presents a specific set of risks associated with transit through the territory of Russia, shipping insurance, and the delivery of cargo by sea vessels. Kazatomprom continues to monitor the growing list of sanctions on Russia and the potential impact they could have on the transportation of products through Russian territory. To date, there are no issues or restrictions on the Company's activities related to the supply of its products to customers worldwide. Kazatomprom shipped its second quarter volumes via St. Petersburg without any disruptions or logistical/insurance-related issues.
The Company's Trans-Caspian route, which has been successfully used as an alternative route since 2018, helps to mitigate the risk of the primary route being unavailable, for any reason. In the current environment of geopolitical uncertainty, Kazatomprom has sought to reinforce a number of transit agreements with the pertinent authorities along the Trans-Caspian route; the Company has received approval to ship 3,500 tons of uranium and has applied for an increase in order to accommodate potential total shipments by Kazatomprom and its joint venture partners in excess of that quota.
The Company continues to assist JV partners in their efforts to ship material through the Trans-Caspian route. Whether shipped by Kazatomprom or its partners sharing Kazakh assets, the product remains of Kazakh origin through to its arrival at a western conversion facility.
In addition to physical deliveries, the Company maintains inventories at a number of global locations and it has the ability to negotiate swaps with partners and customers to help mitigate potential risks to Kazatomprom's deliveries.
Information on dividend payments
The payment of dividends for 2021 to shareholders of record as at 14 July 2022 (00:00 local time (GMT+6)) began 15 July 2022 and was completed on 19 July 2022. A total of KZT 227,388,312,497.92 (two hundred twenty-seven billion three hundred eighty-eight million three hundred twelve thousand four hundred ninety seven tenge 92 tiyn) or KZT 876.74 per one ordinary share (one GDR is equal to one ordinary share), was paid to the Company's shareholders, according to the decision adopted by the Annual General Meeting of Shareholders (minutes No. 1 of 27 May 2022).
Kazatomprom's Management Board
As previously disclosed, Mr. Mazhit Sharipov departed from his roles as the Company's Chief Executive Officer (CEO) and Chair of the Management Board, and resigned from Kazatomprom's Board of Directors, for personal reasons, effective 04 July 2022. Kazatomprom's Chief Operating Officer, Mr. Yerzhan Mukanov, was appointed as acting CEO while the Company's Board of Directors completes a recruitment process to assess appropriate candidates for the CEO position.
Full biographies for all members of the Executive Board are available on the Company's website, www.kazatomprom.kz.
Competent Person's Report
Kazatomprom has published a fully updated Competent Person's Report ("CPR"), prepared by SRK Consulting (UK) Limited in accordance with the terms and definitions of the Joint Ore Reserves Committee (JORC) Code. The CPR provides updated economic and operating details for the Company's uranium mining and exploration assets located in the Republic of Kazakhstan as at 31 December 2021. The Company's previous CPR was published as part of the IPO Prospectus in 2018; the updated CPR is now available in the Investors section of the Company's website in English only (Russian translation will be published when available), https://www.kazatomprom.kz.
Kazatomprom's 2022 Second-Quarter and Half-Year Operational Results1
Six months ended June 30
(tU as U3O8 unless noted)
U3O8 Production volume (100% basis)2
U3O8 Production volume (attributable basis)3
Group U3O8 sales volume4
KAP U3O8 sales volume (incl. in Group)5
Group average realized price (USD/lb U3O8)6*
KAP average realized price (USD/lb U3O8)7*
Average month-end spot price (USD/lb U3O8)8*
1 All values are preliminary.
2 U3O8 Production volume (100% basis): Amounts represent the entirety of production of an entity in which the Company has an interest; it therefore disregards the fact that some portion of that production may be attributable to the Group's joint venture partners or other third party shareholders. Actual drummed production volumes remain subject to converter adjustments and adjustments for in-process material.
3 U3O8 Production volume (attributable basis): Amounts represent the portion of production of an entity in which the Company has an interest, which corresponds only to the size of such interest; it therefore excludes the remaining portion attributable to the JV partners or other third party shareholders, except for production from JV "Inkai" LLP, where the annual share of production is determined as per the Implementation Agreement disclosed in the IPO Prospectus. Actual drummed production volumes remain subject to converter adjustments and adjustments for in-process material.
4 Group U3O8 sales volume: includes the sales of U3O8 by Kazatomprom and those of its consolidated subsidiaries (companies that KAP controls by having (i) the power to direct their relevant activities that significantly affect their returns, (ii) exposure, or rights, to variable returns from its involvement with these entities, and (iii) the ability to use its power over these entities to affect the amount of the Group's returns. The existence and effect of substantive rights, including substantive potential voting rights, are considered when assessing whether KAP has power to control another entity). For consistency, Group U3O8 sales volumes do not include other forms of uranium products (including, but not limited to the sales of fuel pellets).
5 KAP U3O8 sales volume (incl. in Group): includes only the total external sales of U3O8 of KAP HQ and Trade House KazakAtom AG (THK). Intercompany transactions between KAP HQ and THK are not included.
6 Group average realized price (USD/lb U3O8): average includes Kazatomprom's sales and those of its consolidated subsidiaries, as defined in parenthesis in footnote 4 above.
7 KAP average realized price (USD/lb U3O8): the weighted average price per pound for the total external sales of KAP HQ and THK. The pricing of intercompany transactions between KAP HQ and THK are not included.
8 Source: UxC LLC, TradeTech. Values provided are the average of the month-end uranium spot prices quoted by UxC and TradeTech, and not the average of each weekly quoted spot price throughout the month. Contract price terms generally refer to a month-end price.
* Note the conversion of kgU to pounds U3O8 is 2.5998.
Production on a 100% basis was lower in the second quarter and first half of 2022 compared to the same periods in 2021, due to the impact of the COVID-19 pandemic on wellfield development in 2021. There is typically an eight- to ten-month lag between wellfield development and uranium extraction by in-situ recovery, therefore in 2021, delays and/or limited access to certain key materials and equipment affected the wellfield commissioning schedule at the time, resulting in lower production a half-year later in 2022. Production on an attributable basis in the second quarter and first half of 2022 was lower compared to the same period in 2021 primarily due to the sale of a 49% share of "Ortalyk" LLP to CGN Mining UK Limited in July 2021.
In the second quarter and first half of 2022, both Group and KAP sales volumes were significantly higher compared to the same periods in 2021, primarily due to the timing of customer-scheduled deliveries. Sales volumes can vary substantially each quarter, and quarterly sales volumes vary year to year due to variable timing of customer delivery requests during the year, and physical delivery activity.
Average realized prices for both the second quarter and first half of 2022 were higher compared to the same periods in 2021 due to a higher uranium spot price. The Company's current overall contract portfolio pricing correlates closely to uranium spot prices. However, for short-term deliveries to end-user utilities, the spot price can vary significantly between the time contract pricing is established according to Kazakh transfer pricing regulations, and the spot price in the general market when the actual delivery takes place. The market volatility during that time lag between price-setting and delivery becomes more evident as volatility increases, in both rising and falling price conditions. In addition, some long-term contracts incorporate a proportion of fixed pricing that was negotiated prior to the sharp increase in spot price. As a result, increases in both the Group and KAP's average realized prices in the first half of 2022 compared to the same period in 2021 were lower than the increase in the spot market price for uranium over the same intervals.
In the uranium market, the trends in quarterly metrics and interim results are rarely representative of annual expectations; for annual expectations, please see the Company's guidance metrics below, as well as its price sensitivity table from section 12.1 Uranium sales price sensitivity analysis, in the Company's Operating and Financial Review for 2021.
Kazatomprom's 2022 Reiterated Guidance
(exchange rate 460 KZT/1USD)
Production volume U3O8 (tU) (100% basis)1
21,000 – 22,0002
Production volume U3O8 (tU) (attributable basis)3
Group U3O8 sales volume (tU) (consolidated)4
Incl. KAP U3O8 sales volume (incl. in Group) (tU)5
Revenue - consolidated (KZT billions)6
Revenue from Group U3O8 sales, (KZT billions)6
C1 cash cost (attributable basis) (USD/lb)*
All-in sustaining cash cost (attributable C1 + capital cost) (USD/lb)*
Total capital expenditures of mining entities (KZT billions) (100% basis)7
1 Production volume U3O8 (tU) (100% basis): Amounts represent the entirety of production of an entity in which the Company has an interest; it disregards that some portion of production may be attributable to the Group's JV partners or other third-party shareholders.
2 The duration and full impact of the COVID-19 pandemic and the Russian-Ukrainian conflict is not yet known. Annual production volumes could therefore vary from internal expectations.
3 Production volume U3O8 (tU) (attributable basis): Amounts represent the portion of production of an entity in which the Company has an interest, corresponding only to the size of such interest; it excludes the portion attributable to the JV partners or other third-party shareholders, except for JV "Inkai" LLP, where the annual share of production is determined as per Implementation Agreement as disclosed in IPO Prospectus.
4 Group sales volume: includes the sales of U3O8 by Kazatomprom's sales and those of its consolidated subsidiaries (companies that KAP controls by having (i) the power to direct their relevant activities that significantly affect their returns, (ii) exposure, or rights, to variable returns from its involvement with these entities, and (iii) the ability to use its power over these entities to affect the amount of the Group's returns. The existence and effect of substantive rights, including substantive potential voting rights, are considered when assessing whether KAP has power to control another entity). For consistency, Group U3O8 sales volumes do not include other forms of uranium products (including, but not limited to the sales of fuel pellets).
5 KAP sales volume: includes only the total external sales of U3O8 of KAP HQ and THK. Intercompany transactions between KAP HQ and THK are not included.
6 Revenue estimates have only been updated to account for a change in expectations for uranium price and exchange rate for the Kazakhstani Tenge. Revenue expectations are based on a uranium prices taken at a single point in time from third-party sources and on an internal exchange rate assumption of KZT460:USD1. There continues to be significant volatility in both uranium price and the tenge exchange rate. Therefore, 2022 revenue could be materially impacted by how actual uranium prices and exchange rates vary from the third-party and internal estimates respectively.
7 Total capital expenditures (100% basis): includes only capital expenditures of the mining entities, excluding expansion investments.
* Note that the conversion of kgU to pounds U3O8 is 2.5998.
All 2022 guidance metrics remain unchanged from previous expectations at this time. However, Total capital expenditures of mining entities are trending below budgeted levels at the half-year and remain under review for Kazatomprom's upcoming Operating and Financial Review for six-months ended 30 June 2022, expected to be disclosed 19 August 2022.
COVID-19 disrupted the overall production supply chain in 2021, resulting in a shortage of certain production materials, such as reagents and piping, which led to a shift in the commissioning schedule for new wellfields. Because of the shift, uranium production volumes through the first half of 2022 fell short of internal expectations. In addition to the delays in the commissioning schedule for new well fields, shortages of certain materials, including sulfuric acid, also have a negative impact on development and production activities. Despite these challenges, the Group is maintaining its 2022 production plan and making every effort to achieve it, though final year-end volumes could fall short if wellfield development and supply chain issues continue throughout the second-half of the year.
Revenue, C1 cash cost (attributable basis) and All-in Sustaining cash cost (attributable C1 + capital cost) may vary from the ranges shown, to the extent that the KZT-to-USD exchange rate and uranium spot price differ significantly from the Company's assumptions.
The Company only intends to update annual guidance in relation to operational factors and internal changes that are within its control. Key assumptions used for external metrics, such as exchange rates and uranium prices, are established using third-party sources during the Company's annual budget process in the previous year; such assumptions will only be updated on an interim basis in exceptional circumstances.
The Company continues to target an inventory level of approximately six to seven months of annual attributable production. However, inventory could fall below these levels due to Pandemic-related production losses. As such, during the second quarter, several transactions to purchase material in the spot market were carried out and the Company will continue to monitor market conditions for opportunities to optimize its inventory levels.
Changes to the Tax code of Kazakhstan
In January 2022, the government of the Republic of Kazakhstan announced that it intended to update the country's tax code. Under the current code, the base value for the Mineral Extraction Tax ("MET"), as applied to uranium extraction, is determined by increasing actual production costs (mining and primary processing costs in accordance with international financial reporting standards) by 20% and to that value, applying a tax rate of 18.5%, resulting in a 29% tax charge to the taxable base related to mining production costs.
On 11 July 2022, additions and amendments to the Kazakh tax code were adopted (Laws of the Republic of Kazakhstan "On the Enactment of the Code of the Republic of Kazakhstan "On Taxes and Other Mandatory Payments to the Budget" No. 135-VII LRK), which will change the calculation of the MET base and rate for uranium extraction in 2023. In accordance with the introduced changes, the tax base for MET on uranium will be determined as the weighted average price of uranium from public price reporting sources for the specific reporting period, multiplied by the amount of uranium mined and a MET rate of 6%. The new tax code comes into force beginning 01 January 2023 and it does not impact 2022 guidance or the Company's expectations related to taxation in 2022. More detailed information on MET changes will be included in the upcoming Operating and Financial Review for six months ended 30 June 2022, expected to be disclosed 19 August 2022.
Conference Call Notification - 2022 Half-Year Operating and Financial Review (19 August 2022)
Kazatomprom has scheduled a conference call to discuss the 2022 half-year operating and financial results, after they are released on Friday, 19 August 2022. The call will begin at 17:00 (AST) / 11:00 (GMT) / 07:00 (EDT). Following management remarks, an interactive English Q&A session will be held with investors.
For the English live webcast (participants on the webcast can also submit questions during the event), conference call dial-in details and for information on how to participate in the Q&A, please visit:
For the Russian live webcast (listen-only, no Q&A) and corresponding dial-in details, please visit:
A recording of the webcast will also be available at www.kazatomprom.kz shortly after it concludes.
Kazatomprom Investor Relations Inquiries
Cory Kos, International Adviser, Investor Relations
Botagoz Muldagaliyeva, Director of Investor Relations
Tel: +7 (8) 7172 45 81 80
Kazatomprom Public Relations and Media Inquiries
Gazhaiyp Kumisbek, Chief Expert of GR & PR Department
About Kazatomprom
Kazatomprom is the world's largest producer of uranium, with the Company's attributable production representing approximately 24% of global primary uranium production in 2021. The Group benefits from the largest reserve base in the industry and operates, through its subsidiaries, JVs and Associates, 26 deposits grouped into 14 mining assets. All of the Company's mining operations are located in Kazakhstan and extract uranium using ISR technology with a focus on maintaining industry-leading health, safety and environmental standards (ISO 45001 and ISO 14001 compliant).
Kazatomprom securities are listed on the London Stock Exchange, Astana International Exchange, and Kazakhstan Stock Exchange. As the national atomic company in the Republic of Kazakhstan, the Group's primary customers are operators of nuclear generation capacity, and the principal export markets for the Group's products are China, South and Eastern Asia, Europe and North America. The Group sells uranium and uranium products under long-term contracts, short-term contracts, as well as in the spot market, directly from its headquarters in Nur-Sultan, Kazakhstan, and through its Switzerland-based trading subsidiary, Trade House KazakAtom AG (THK).
For more information, please see the Company website at www.kazatomprom.kz
All statements other than statements of historical fact included in this communication or document are forward-looking statements. Forward-looking statements give the Company's current expectations and projections relating to its financial condition, results of operations, plans, objectives, future performance and business. These statements may include, without limitation, any statements preceded by, followed by or including words such as "target," "believe," "expect," "aim," "intend," "may," "anticipate," "estimate," "plan," "project," "will," "can have," "likely," "should," "would," "could" and other words and terms of similar meaning or the negative thereof. Such forward-looking statements involve known and unknown risks, uncertainties and other important factors beyond the Company's control that could cause the Company's actual results, performance or achievements to be materially different from the expected results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company's present and future business strategies and the environment in which it will operate in the future. THE INFORMATION WITH RESPECT TO ANY PROJECTIONS PRESENTED HEREIN IS BASED ON A NUMBER OF ASSUMPTIONS ABOUT FUTURE EVENTS AND IS SUBJECT TO SIGNIFICANT ECONOMIC AND COMPETITIVE UNCERTAINTY AND OTHER CONTINGENCIES, NONE OF WHICH CAN BE PREDICTED WITH ANY CERTAINTY AND SOME OF WHICH ARE BEYOND THE CONTROL OF THE COMPANY. THERE CAN BE NO ASSURANCES THAT THE PROJECTIONS WILL BE REALISED, AND ACTUAL RESULTS MAY BE HIGHER OR LOWER THAN THOSE INDICATED. NONE OF THE COMPANY NOR ITS SHAREHOLDERS, DIRECTORS, OFFICERS, EMPLOYEES, ADVISORS OR AFFILIATES, OR ANY REPRESENTATIVES OR AFFILIATES OF THE FOREGOING, ASSUMES RESPONSIBILITY FOR THE ACCURACY OF THE PROJECTIONS PRESENTED HEREIN. The information contained in this communication or document, including but not limited to forward-looking statements, applies only as of the date hereof and is not intended to give any assurances as to future results. The Company expressly disclaims any obligation or undertaking to disseminate any updates or revisions to such information, including any financial data or forward-looking statements, and will not publicly release any revisions it may make to the Information that may result from any change in the Company's expectations, any change in events, conditions or circumstances on which these forward-looking statements are based, or other events or circumstances arising after the date hereof.
The X International Scientific and Practical Conference "Current Issues of the Uranium
Kazatomprom announces appointment of CEO and date of EGM
Information Statement


When you look at it, you might heave a long sigh and murmur 'oh, another smart car'. But no, no, no - EOscc2 is in fact the smartest smart vehicle you've ever laid your eyes on! Read further, if you're interested in what it can do!
It's full name is EO Smart Connecting Car 2, but all its friends call it EOscc2. This tiny electric car can do sensational things – it's a proper shapeshifter that drives sideways, diagonally or 'normally', shrinks itself (by a whole meter in length!) to fit in even ridiculously small spaces and is able to make a turn on the spot.
The EOscc2 was created in the German research center for artificial intelligence as a test platform for the development of complex autonomous functions, but its modular design promises to do a lot of good for public and private transportation, logistics and more.
The research center adressed the topical issue of larger cities' traffic challenges – namely, the lack of parking spaces and heavily congested traffic, with many vehicles carrying only the driver. So, they created something small that is still large enough to provide comfort, something safe and something reflecting our greener future.
The EOscc2 weighs 750 kilograms and gets its power from a 54 V LiFePo4 battery. It operates with four 4 kW wheelhub motors, ten longstrokeLineardrives with 5000 N and two Folding Servos. It's top speed is 65 km/h with an all-electric range of between 50 and 70 kilometers. It has four independent wheels that can turn 90 degrees and allow the vehicle to move sideways (parallel parking, no more!).
You think this is it? No, here's the best part! All the cars from this range can be literally linked together, similar to a train. A software app Platoon allows individual vehicles (smart connection train cars) to join the centipede-like-strain, travelling in the same direction. From what we can see (in the video posted below) the 'master' (presumably the first car) takes over control of the entire platoon, while the other 'drivers' are able to relax to such an extent they are even able to read newspapers and chat or text with others during the drive!
Another cool thing about travelling in the platoon happens when your battery power levels get low, because as soon as the system detects the issue, energy is re-distributed so that all the cars have the same amount of energy available!


5 Most Expensive Bollywood Celebrity Engagement Rings!
Our Bollywood divas have time and again made ladies envious with their beauty and their assets. But when it comes to the ring on their ring fingers, the levels of envy cannot be fathomed. The pretty actresses flaunt expensive rings with panache. You can help but gape at them. Not only are these exquisite rings one of the best creations, but they cost a fortune. Money has never been an issue for the tinseltowners, has it?
Here are the 5 most expensive engagement rings our Bollywood Actresses have slipped on their ring fingers and flaunt with grace.
Umm! When her now hubby Raj Kundra proposed her back then for marriage, he popped the question with a 3 crore, 20 carat solitaire. Yes! That's right.
Bachchan Bahu, Aishwarya got a 5 million worth, 53 carat huge rock from Abhishek Bachchan, when he proposed her for marriage. Aww! But we are still stuck at 53 carat.
Mrs. Chopra, might have married in a hush-hush ceremony, but the Queen of hearts had a dream wedding. She got a stunning diamond ring from hubby Aditya Chopra, whose worth is not disclosed. But looking at the size of that diamond, we are pretty sure it has a whopping label.
The Choti Begum makes all go green with envy time and again. The royal prince that he is, Saif bought his ladylove a gorgeous 5 carat platinum band diamond for their wedding. When we see that on Kareena's finger our eyes at stuck on it. No kidding!
Imran Khan, who is a sweetheart, for his soulmate Avantika, gave her a specially designed huge (read hugeee) diamond ring. The doting husband wanted to make it special for her and we are pretty sure, Avantika felt like the 'only girl in the world'. So sweet!


Determine the predictive value of CARDIOLITE® rest and stress myocardial perfusion imaging (MPI) to define a pediatric population with Kawasaki Disease (KD) at high and low risk of developing cardiac events.
The purpose of this clinical research study is to determine how well CARDIOLITE® rest and stress myocardial (heart) imaging can define the pediatric Kawasaki disease (KD) population into high and low risk categories of developing cardiac (heart) events (complications) from 1 year through 3 years after image completion. The safety of CARDIOLITE® rest and stress heart imaging will also be studied.
The proportion of all patients who experienced cardiac events among patients with abnormal (SSS >=4, high risk) and normal (SSS <4, low risk) Cardiolite MPI scans during the follow-up period. A log-rank statistic (2-sided, alpha = 0.05) was computed to compare cardiac event-free survival in the high risk and low risk groups. The cardiac event rate is the cumulative event rate based on a Kaplan-Meier estimate conditional on the SPECT MPI score result.
Meet the epidemiological definition of Kawasaki Disease or have a diagnosis of incomplete KD, including evidence of coronary artery disease as determined by their physician.


We are now in our second week of summer break and I kind of sort of have a routine going. It still doesn't allow much time for recipe testing or blogging, but I had to squeeze this recipe in.
Last week I made this hazelnut roll cake for a cookbook challenge on Instagram. It was so delicious I thought I'd share it.
The original recipe is for a walnut roll so already you can tell I made a couple changes!! I personally can't stand walnuts so switched those out for hazelnuts. Obviously you can use whatever nut you like.
The filling calls for Cognac but I swapped that out for Frangelico since I used hazelnuts. Even better would have been Chambord or Framboise since raspberries go so well with hazelnuts, but alas I didn't have any. I did make up for that by garnishing with fresh raspberries though!
I also added a little cocoa powder to the confectioner's sugar sprinkled on top. And chocolate shavings, cuz chocolate, hazelnut and raspberry, duh!
Clearly it's a versatile recipe. I plan on experimenting some more with it. As an added bonus, it's gluten free should that be a concern to you. Enjoy!
Preheat the oven to 375 degrees. Butter an 11×17 inch jelly roll pan (or a rimmed cookie sheet). Cover the bottom with parchment paper, leaving a couple inches overhang on the ends. Butter the parchment paper.
The make the cake, beat together the egg yolks, sugar and salt using a stand mixer at medium high speed using the whisk attachment (or use a hand mixer) for about 3 minutes, until pale yellow. Fold in the nuts and baking powder until well mixed.
In another bowl whisk the egg whites using a stand mixer (or hand mixer) at medium high speed until stiff peaks form. Use a spatula and fold the egg whites into the yolk mixture until no white streaks show. Pour the batter into the prepared pan and spread evenly. Bake for 15 minutes or until a toothpick comes out clean (it will be a thin cake).
Once you remove the cake from the oven immediately sprinkle the top of the cake with sugar, cover with another piece of parchment paper and invert to remove from the pan. Remove what is now the top layer of parchment paper (the one that was originally under the cake while it baked). Gently roll the cake now. It will roll better and hold its shape best when still warm. Allow to cool completely before filling, about 45 minutes.
While the cake is cooling start preparing the filling by placing the milk in a small saucepan. Heat over medium heat until steaming hot. Put hazelnuts in a bowl and pour hot milk over them, allow to cool at room temp for about 15 minutes.
Beat the whipping cream with a mixer until stiff peaks form. Beat the butter in another bowl until light and fluffy, add sugar in 3 batches, beating after each addition until light and fluffy. Add the milk and hazelnut mixture and Frangelico and mix until just combined. Fold the whipped cream into the creamed butter mixture.
Unroll the cake and spread evenly with the filling, leaving a small border at one of the short ends unfilled. Roll gently from the filled short end. Sprinkle with confectioner's sugar and cocoa powder, if desired. Optional garnish of raspberries and chocolate curls or shavings. Refrigerate for at least an hour before serving.
NOTE: Make sure the cake is completely cooled before filling. Also make sure the heated milk and nuts are completely cooled before adding to the cream mixture.
This entry was posted in Cakes and tagged gluten free, Paula Wolfert, roll cake, roulade, swiss roll on June 20, 2017 by Gretchen.
Oh that is a clever adaptation. Love Frangelico!
I have been meaning to perfect my skill in making roll cakes, sometimes I make them perfect sometimes I've thrown them in the garbage. I am certainly never ever consistent!
I so rarely make roll cakes and was glad this one turned out well. Maybe this is the year I make a pumpkin roll.


and Yoshi is an older adoption.
Poodle is puddle in German as they are duck hunting dogs.
Caniche is Poodle in French, a contraction of cainard (duck) and chien (dog)!
Yoshi is Good Boy in Japanese.
One of our beloved canine companions died of over vaccination.
Over-vaccinating your pet, is potentially life-threatening .
Ask your vet about a "titer" instead of a vaccination.
Caniche is a cancer survivor.
There are many theories, but no answers yet.
whose families cannot afford treatment.
Yoshi is an older adoption.
Shelters are overloaded, so usually the older pets are considered the least adoptable.
and adoption organizations throughout the country.
© 2009 Lampworks Inc., NYC All rights reserved.


text:
Shoplifter banned from EVERY Asda in country strikes in Coventry
Round-up of cases at Coventry Magistrates' Court
Ben Eccleston
A woman who stole more than £700 worth of goods in from Asda in Coventry has already been banned from the store nationwide.
Serena Frances Lillah Downs, 21, was caught stealing items including children's toys worth a whopping £743 during the "sophisticated" and pre-planned theft on July 6.
She was caught in the act at Asda in Brade Drive, Walsgrave, and was pulled before magistrates two days later.
She pleaded guilty to the theft and was sent to prison for 20 weeks.
Jailed: The Coventry man with over 200 previous convictions
Magistrates heard how Downs, of Tuckers Road, Loughborough, has already been banned from Asda stores nationwide.
Earlier this year she stole more than £1,000 worth of groceries and baby food from Asda in a shoplifting spree, reported DerbyshireLive.
Downs was caught by security pushing a trolley full of goods out of the store and went on to admit a total of six thefts across Derby and Nottingham.
The court heard how she stole the items to sell on social media to friends and other people through Facebook.
She again admitted all those thefts, but was only given a 12-month community order and told to pay £85 towards court costs and a £85 victim surcharge.
Other cases heard at Coventry Magistrates' Court between July 2 and July 8 included:
Guled Mohammed, 36, of Wellington Street, Hillfields, admitted driving while disqualified and driving without insurance.
He was banned from driving for four months, fined £120 and ordered to pay £135 court costs and a £30 victim surcharge.
Luke Douse, 23, of Calgary Close, Binley, admitted driving while disqualified and driving without insurance.
He was sent to prison for 12 weeks due to "flagrant disregard for court orders", banned from driving for three years and ordered to pay a £122 victim surcharge.
Kerry Brown, 26, of no fixed address, admitted stealing a grey Bora stripe double duvet set worth £25 from The Range.
He was sent to prison for four weeks due to "record of previous offending" and ordered to pay a £115 victim surcharge.
Medalia Vasile, 23, of Bell Green Road, Bell Green, was found guilty of stealing a trolley full of groceries worth £198 from Morrisons.
She was fined £220 and ordered to pay £150 court costs and a £30 victim surcharge.
Wanted: The Coventry fugitives still on the run
Jeannie Connolly, 56, of Teneriffe Road, Road, Foleshill, admitted stealing clothing worth £77 from TK Maxx and failing to comply with requirements of a community order (theft).
She was sent to prison for 16 weeks (eight weeks for new offence and eight weeks for original offence) and ordered to pay £122 victim surcharge.
Michael Moseley, 27, of Heather Road, Aldermans Green, admitted assault by beating and causing £160 worth of damage to a mobile phone.
He was sent to prison for 20 weeks, handed a restraining order and ordered to pay a £115 victim surcharge.
Coventry Magistrates Court, Little Park Street, Coventry.
Martin Baker, 31, of no fixed address, admitted stealing coffee and tea worth £50 from One Stop, stealing three boxes of sweets worth £65 from One Stop, stealing two jars of coffee worth £15 from One Stop and stealing chocolate bars worth £65 from One Stop.
He was sent to prison for 12 weeks and ordered to pay £195 compensation.
Brandon Moreton, 22, of no fixed address, admitted entering Planet Ice as a trespasser with intent to steal, stealing a wallet while trespassing at Planet Ice and committing an offence while subject to a suspended sentence (malicious communications).
He was sent to prison for 12 weeks (eight weeks for new offences and four weeks imposed from suspended sentence) and ordered to pay £125 compensation and a £115 victim surcharge.
Find old stories in ouronline Archives and search for jobs, motors and property, or place an advert or family noticehere

redpajama_set_name: RedPajamaCommonCrawl


text:
Conservation Travel
Over the past four years the people of Bali have been fighting a bitter struggle against the reclamation of Benoa Bay. The group Bali Tolak Reklamasi (Bali Rejects Reclamation) strongly opposes a proposed tourism mega-development in the Badung Regency of Bali island, which connects the highly developed Kuta, Sanur and Nusa Dua districts.
In 1994, PT Bali Benoa Marina drew up plans to develop a £150 million port facility, world-class cruise ship harbour and marina with hotels, resorts, housing and golf course in the area. This group of artificial islands separated by canals would also include a shopping arcade, luxury villas and townhouses, eco chalets, a business district, a water theme park and – possibly – a Bali culture amusement park in an effort to lure in elite tourists.
Attracting luxury travellers from the yacht clubs of Singapore and beyond, the marina and cruise terminal on Bali's southern tip is designed to become the nation's largest port, able to accommodate three cruise ships at once, each carrying as many as 5,000 passengers.
In opposition, 70 groups have joined "ForBALI", a civilian alliance consisting of student groups, non-governmental organisations, musicians, and artists concerned with Bali's environment. They believe the planned reclamation of 800 hectares of land in Benoa Bay is part of an irresponsible environmental policy that could result in the flooding of some of their villages echoing a number of environmental concerns felt by the Balinese over decades.
Suharto's government, which came to power in 1966, identified Bali as the best island for mass tourism, creating an economy dependent on tourism. The negative aspects of unrestricted tourist development have been highlighted by the Bali Tolak Reklamasi movement, including unregulated mining of limestone and coral for hotel and airport construction, coastal erosion, plastic waste, sewage pollution, and water source diversions from the Subak water irrigation system towards areas that no longer have existing water tables.
Movement participants are concerned about maintaining the conservation and reservoir functions of the bay, and about damage to coral reefs, coasts and water salinity, and biodiversity loss. At present Benoa Bay consists of 1,375 hectares of mangroves, five rivers, 12 villages, and approximately 150,000 residents. In addition to environmental concerns, the development will undoubtedly exacerbate the economic inequalities between north and south Bali.
These concerns are of utmost importance to future generations, considering an estimated 85 percent of the tourism economy in Bali is non-Balinese owned, and the tourism industry accounts for 65 percent of Bali's water consumption. Many questions have been raised on the feasibility of the Benoa Bay plan, questioning where the water and electricity would come from and how waste would be disposed of. Who will actually be recruited as labour? And where would the sand to reclaim the land come from?
Benoa Bay, which is situated near the Ngurah Rai international airport, Denpasar, was earmarked as a conservation zone in 2011. However, a presidential regulation signed by former president Susilo Bambang Yudhoyono in 2014 changed its status and published the "Masterplan for Acceleration and Expansion of Indonesian Economic Development" that detailed plans to achieve economic growth through a specific emphasis on tourism in Bali.
The disputed Benoa Bay area was designated an "Investment Focus Zone." The regulation permitted activities to "revitalise" the area, which is fringed by mangrove forests along the coast. It also allowed the reclamation of a maximum of 700 hectares of water, which amounts to half of Benoa Bay. The protests now aim to pressure current president Joko Widodo to revoke this regulation.
In July 2015, about 1,500 people marched from the east side of the the Niti Mandala Park in Denpasar, the civic centre of Bali. They rallied outside the Bali Provincial Parliament building, carrying posters and banners and shouting slogans. And today, "ForBALI" regularly organises street protests in front of the Bali Governor's office and the Bali Provincial Parliament building.
Protests are also given voice through musical concerts, social media, discussions, lobbying and even community prayers in the Hindu way. Thousands of people attend these events, coming from various groups such as activists, students, music fans, musicians, housewives, even local entrepreneurs.
The Salvador Dali Quest
Gregg Hollomon July 1, 2014 August 11, 2017
What Has 2016 Meant for Indonesia and Climate Change?
Angela Jelita December 13, 2016
The Dangers of Diving
Colin Marshall October 15, 2014 August 8, 2017


Details, Size & Fit. Soft to The touch and impeccably lightweight, The tech-inspired Evolution Rainbreaker from Outerknown is made from 100% recycled materials and has an all-over raindrop print. The design is water repellent and is easily stowed in The chest pocket. Ourmodel. iswearing a size medium jacket, and usually takes a size medium/42 shirt. He is5'11"(182cm)tall with a 41.5"(105cm)chest and a 32"(81cm)waist. Length: 72cm Classic fit makes The perfect 2nd or 3rd layer 100% recycled materials Ironic raindrop monsoon print derived from a Morgan Maasen photograph Zip-through front; hooded design Concealed vertical zip pocket on The chest; recycled poly mesh lining YKK Aquaguard zips Hip pockets Bound seams Elastic bands at hood, cuffs and hemline protects from elements.Cold wash and cool iron. Length: 72cm.fabric / material: NA.Material: 100% Recycled Nylon.SKU: OU470AA52CPJ.


text:
Der Monopole X84, auch Monopole X84 Tank bzw. Monopole X84 Sport war ein Sportwagen, der 1950 bei Monopole in Frankreich gebaut wurde.

Entwicklungsgeschichte

Der X84 war ein zweisitziger Spider und der erste erfolgreiche Rennwagen des kleinen französischen Unternehmens Monopole. Die Monopole-Rennwagen wurden fast ausschließlich für den Einsatz beim 24-Stunden-Rennen von Le Mans gebaut uns basierten auf der Technik von Panhard-Fahrzeugen. Schon beim ersten Rennen in Le Mans nach dem Zweiten Weltkrieg, 1949, gewann ein Monopole – ein Sport mit Jean de Montrémy und Eugène Dussous am Steuer – die Klasse für Sportwagen bis 1,1-Liter-Hubraum.

Der X84 war das erste gemeinsame Projekt von Panhard und Monopole. Während Fahrgestell und Karosserie bei Monopole entwickelt und gefertigt wurde, steuerte Panhard den Frontmotor und das Getriebe bei. Das Aggregat, der X 84 Dyna 100 aus dem Panhard Dyna X war ein 0,61-Liter-2-Zylinder-Boxermotor. Ab 1952 wurde dieser durch den leistungsstärkeren X 85 Dyna 110 ersetzt.

Renngeschichte

Zum 24-Stunden-Rennen von Le Mans 1950 meldete Monopole zwei X84 in der Klasse für Sportwagen bis 0,75-Liter-Hubraum. Den Wagen mit der Nummer 52 fuhren Jean de Montrémy und Jean Hémard. Das Fahrzeug mit der Nummer 53 steuerten Dussous und Jacques Savoye, der den X84 auch gemeldet hatte, wenngleich auch dieser Rennwagen von Monopole eingesetzt und gewartet wurde. In derselben Klasse am Start waren auch die Panhard Dyna X84 Sport. Diese hatten adaptierte und veränderte X84 Karosserien, die im Gegenzug zu den Motoren die an Monopole gingen zu Panhard kamen. Im Rennen entwickelte sich ein Dreikampf um den Klassensieg, der zwischen dem Monopole von Montremy und Hémarad, dem DB Tank von René Bonnet und Élie Bayol, sowie dem tschechischen Aero Minor der beiden Niederländer Maurice Gatsonides und Henk Hoogeveen ausgefahren wurde. Im Ziel hatte der Aero vier Runden Vorsprung auf den Monopole. Weil der Panahrd-Motor jedoch hubraumkleiner als der 0,7-Liter-Aero-Motor war siegten das Monopole-Team im Index of Performance und im 16. Biennial Cup.

1951 gewannen Montrémy und Hémard erneut den Index of Performance und den Biennial Cup. In der Klasse musste man sich diesmal einem Werks-Renault 4CV, der von François Landon und André Briat gefahren wurde, geschlagen geben. 1952 kam zu den erneuten Erfolgen in den beiden Indexwertungen der Klassensieg hinzu. Zum letzten Mal gefahren wurde das Rennmodell 1954; Pierre Hémard und Pierre Flahault erreichten den 13. Rang in der Gesamtwertung.

Weblinks
 Der X84 bei Racing Sports Cars
 Die Geschichte von Monopole (englisch)
 Die Rennen der Monopole-Rennwagen (englisch)

Einzelnachweise

Sportwagen
Historischer Rennwagen
Rennwagen der 24 Stunden von Le Mans

redpajama_set_name: RedPajamaWikipedia


Go Karts sure have evolved from the ones that I remember my cousins and brother building in our garages. I didn't have any interest in building them, but loved riding them around in the dirt tracks the guys made.
Now you can buy incredible Go Karts that look like mini luxury cars! You have options galore too~pedal, gas, electric! Here on this page are all the best selling, top rated, most wanted go karts for all the little racers on your go kart shopping list.
There is a large selection of styles to hopefully narrow your choices for you. But if you don't see anything that interests you, go ahead and click on any image for many more choices.
In a hurry? Click here to see Go Karts right now!
To get the most bang for the buck so to speak, pedal go carts are the way to go. No machinery or fuel needed, just go power, as in human power! So pedal go karts are the cheapest go karts for the same size.
What's So Fun About Go Karts?
Go Karts are small suspension-less vehicles that have been used by children since the wheel was invented probably. But nowadays, especially with these high powered ones, go karts are used for competitive racing. They can actually go 160 miles per hour in some cases! Go karts come in different forms that range from pedal go karts to electric and gas powered ones. You can choose depending on what type of go kart fits your style.
Go Karts are a fun family hobby and encourage spending quality family time together. For adrenaline junkies, the really fast ones are a real adrenaline fix! Go Karts are an easy way to gain proficiency in the gross motor skills! Go Karts are a simple to manage hobby once you have your vehicle.
My family has spent countless hours playing and riding around in Go Karts so I'm biased, but I think they are the perfect family activity.
9 What's So Fun About Go Karts?


text:
Primary coverage music.pdf
Secondary coverage music.pdf
At Ridgeway School we are lucky to have a lot of opportunities for music making. On a weekly basis we have 2 professional musicians Mark and Nicola who come into school and offer a mixture of 1:1 instrument tuition, small group work and whole class sessions. Nicola is a violinist and Mark a pianist/keyboard player. Music in the secondary department is delivered by the school's music subject lead. Whole school singing and signing assemblies are held weekly and each class has the opportunity to help lead the assembly is signing our chosen songs for that week. The school is also fortunate to have a set of music ipads with plenty of exciting apps allowing all students to explore and have control over their music making and a lovely and well resourced music room. Once a week the school orchestra meets for a mixture of small group, 1:1 and whole orchestra sessions supported by Jess from the Beds Borough Music Hub who comes into school several times a term. Singing and signing club offers students a chance to practice their signing skills and sing along to their favourite music tracks and is run by the school's two educational communicators once a week. Music also forms a big part of whole school assemblies, Christmas plays and productions and termly talent shows in secondary and Post 16. We host regular productions and concerts throughout the year supported by charities such as 'Live Music Now'. The school also participates in the Bedfordshire Music and Drama Festival Special Schools Day once a year and for the first time this year the Bedford Music Hubs 'Play Day'.
Ridgeway School Orchestra
Over the past year the school has been working alongside Beds Borough Music Hub and an Organisation called Open Orchestras which aims to set up inclusive school orchestras in SEND settings. Our orchestra has been supported on a weekly basis by a professional musician for the Music Hub. The students have learnt a wide range of contemporary, classical and experimental music and performed in whole school assemblies and at the Bedfordshire Music and Drama Festival Special Schools Day and the Music Hub 'Play Day'. Students have a mixture of 1:1, small group and whole orchestra sessions and are encouraged to explore playing a wide range of instruments from ukuleles to ipads.
For the next few weeks we are hosting Ben, Monica and Chris who are delivering sessions on using music technology apps on ipads. So far we have completed 2 of our 6 days and a wonderful music making time has been had by all involved. We've had the opportunity to use lots of exciting music making apps and work together to create some epic music!
music-curriculum-policy-document-2017.pdf
music-rolling-programme-may-2017.pdf


Conceptualized in 2013, first locally developed fine dining concept, specialize in Chinese cuisine, traditonal Dim-‐Sum, Savories and Pastries.
Situated strategically in The Intermark, Kuala Lumpur, the gateway to of KL's Golden Triangle.
Managed and operated by a team of experienced professionals, with more than 40 years of F & B experience.
Reputation & Branding – Wide range of quality food, cozy and casual environment, Reputable and experienced Management Team.
Products of Fine Qualities – Freshly made every day for top quality freshness.
Innovation – Creatively blending the traditional taste into modern contemporary Cuisine.
Our Concept nurtured upon the Magical Charm of Shanghai in the 1930s, where East meets West seamlessly.
Contrary to the typical Chinese restaurant, we portray ourselves as a Chinese restaurant that combined classical tradiDons with a contemporary twist.
At the same time, we created the innovative menu on demand. We can create and prepare dishes not on the menu especially for you.


text:
Diari d'un desaparegut, JW V/12 (en txec, Zápisník zmizelého), és un cicle de cançons per a tenor, mezzosoprano, tres veus femenines i piano, escrit pel compositor txec Leoš Janáček que es va basar en una sèrie de poemes anònims publicats en un diari txec. Es va estrenar en el Teatre Reduta de Brno el 18 d'abril de 1921.

S'han fet diverses versions orquestrals, com la de Gustav Kuhn.

Origen i context
El 14 de maig de 1916, el diari Lidové noviny va publicar uns versos titulats De la ploma d'un escriptor autodidacta. Aquest «diari en vers» narra la història d'un noi de poble enamorat de la jove gitana Zefka (Žofka), i que ha decidit deixar la família i el poble per anar amb ella. Els versos van impressionar profundament a Leoš Janáček (col·laborador de Lidové noviny en aquella època), i va decidir reformar els poemes i fer-ne un cicle de cançons. Va crear una obra en vint-i-dues parts, acompanyat també amb algunes exigències escèniques. El cicle va ser compost entre l'agost de 1917 i el juny de 1919, les últimes modificacions les va introduir Janáček al desembre de 1920. El compositor va crear l'obra al mateix temps que altres composicions.

La composició està basada en la història de l'amiga i tardà amor de Janáček Kamila Stösslová. Janáček expressava la seva inclinació en les cartes a Stösslová, i va esmentar fins i tot la inspiració per al personatge de la gitana Zefka: «...I la gitana bruna en el meu Diari d'un desaparegut -aquesta eres tu. Per això hi ha tant foc emocional en l'obra. Tant foc que si tots dos ens veiéssim atrapats, ens tornaríem cendres....I al llarg de tota l'obra, jo pensava en tu! Tu eres la meva Žofka. Žofka amb un nen en braços, i ell corre darrere d'ella!...».

Representacions
Diari d'un desaparegut es va estrenar al Teatre Reduta de Brno el 18 d'abril de 1921 sota el títol de Diari d'un desaparegut de qui mai es va saber res més, el final del títol més tard va ser eliminat. La part del tenor va ser interpretada per Karel Zavřel, el de contralt per Ludmila Kvapilová-Kudláčková, i la de piano va ser tocat per un estudiant de Janáček, el pianista i director Břetislav Bakala.

Llibret
L'autor del text va ser anònim i va romandre així fins a finals del . La veritable identitat de l'autor del Diari va ser revelat pel Dr. Jan Mikeska el 1998, uns vuitanta anys després que es publiquessin els versos, i va ser l'escriptor valac Ozef Kalda.

Estructura
El cicle està format per vint-i-dues parts:

 1. Andante
 2. Con moto
 3. Andante
 4. Andante
 5. Adagio
 6. Allegro
 7. Con moto
 8. Andante
 9.
 10. Un poco più mosso
 11. Con moto
 12.
 13. Andante
 14. Adagio
 15. Allegro
 16. Adagio
 17. Recit.
 18. L´istesso tempo
 19. Andante
 20. Con moto
 21. Meno mosso
 22. Andante

L'atmosfera de l'obra és misteriosa, conté força emocional així com fondària psicològica. La part de piano té alguns trets impressionistes. La part de soprano es va reescriure i es va baixar pel compositor per a contralt. Dura aproximadament uns 37 minuts.

Referències

 Leoš Janáček: Zápisník zmizelého. Partitura i parti. Brno: Editio Janáček, 2004. H 0009. ISMN M-706527-01-7

Vegeu també
 Llista de composicions de Leoš Janáček

Cicles de cançons
Obres de Leoš Janáček
Òperes estrenades a Brno
Obres del 1921
Composicions musicals de la dècada del 1920
Cultura gitana


In March, Shrug events & touring is presenting its first artist tour of 2013: Swiss DJ-producer Eli Verveine. Verveine will spend two weekends here, kicking off at Sydney's Goodgod with the 4our crew, then heading on to Adelaide and Melbourne. This is the first time she's taken the journey down here, and you can expect some atmospheric, immersive sessions. Listen to the tracks below, linked to the SoundCloud page for her distinctive approach to house and techno.
This entry was posted in DJs, HOT!, Music, NEW!, Upcoming events and tagged 2013, adelaide, Australian tour, Eli Verveine, Local Tour, melbourne, Shrug, sydney on February 16, 2013 by bppdjcentral.


In March 2014, the World Health Organization (WHO) was officially notified about cases of the virus in Guinea, however, it was not until early August 2014 that the WHO declared the outbreak a Public Health Emergency of International Concern. As of February 17, 2016, there have been more than 28,000 cases of the disease and over 11,000 deaths.
A belated international response headed off worst case scenarios, but that effort was seen by many to have been too slow. While West Africa is now virtually Ebola-free, with occasional cases popping up now and then, the region's weak health infrastructure makes it susceptible to the recurrence of Ebola and other potential disease outbreaks.
The Ebola crisis has highlighted global disparities in health resources, both human and financial, as well as the need to reform the global health governance system to be better able to respond to future outbreaks. And although Ebola is the most prominent disease to catch international attention, other outbreaks, such as the current cases of MERS and the Zika virus also pose important threats to global health governance.
There have been no less than six reviews that have tried to assess what went wrong during the Ebola crisis including one by Harvard/London School of Hygiene & Tropical Medicine, an independent panel commissioned by WHO itself, and a review by a special UN panel. Many of them point to the need for important reforms to both the WHO, the International Health Regulations, and wider system of global health. These recommendations include creating new politically-insulated offices and committees to assess health emergencies, establishing funds to permit rapid emergency responses, incentivizing states experiencing disease outbreaks to report to WHO in a timely manner, and creating financing facilities to encourage treatment and pharmaceutical research.
At the 2015 World Health Assembly meeting, some of these reforms were set in motion, namely creating a $100 million emergency response fund (funded by voluntary donations from member-states) and directing the Director-General to form and coordinate a global health emergency workforce. As Mackey and Clift note in their contributions to this issue, some of the major recommendations, including an increase in the assessed dues to the WHO, were explicitly rejected by member-states. This leaves the WHO with the perennial problem of being dependent on voluntary contributions from donors for their pet projects and priorities, leaving the essential functions of global health surveillance potentially underfunded.
Despite the time and energy put into the various review efforts, the likelihood of seeing meaningful and far-reaching changes being implemented is negligible at best. Most of the recommendations offered by the review panels are either unworkable or unlikely to be implemented. Director-General Chan called for member-states to increase their assessed contributions by 5 percent. This would be the first increase in mandatory dues since the early 1980s, and it would give WHO significant fiduciary flexibility to set its own budgetary priorities. During the 2015 World Health Assembly, though, member-states rejected this modest increase in assessed contributions. While they did permit an increase in the organization's overall budget, they mandated that this rise be financed only through voluntary contributions.
Another proposal called for the creation of a WHO Centre for Emergency Preparedness and Response to develop and coordinate efforts to address health emergencies. This would seemingly duplicate existing efforts and offices, both within and outside WHO, and add additional layers of bureaucracy without appreciably increasing the organization's response capabilities. It might give the appearance that the organization was "doing something," but it would likely complicate the ability to implement timely responses. Furthermore, many of the suggestions designed to increase WHO's emergency response capabilities proceed from a narrow definition. They prioritize responses to actual infectious disease outbreaks, but they neglect strengthening the underlying health systems themselves. In general, the recommendations themselves are not bad, but they may overlook the political context and fail to appreciate the processes by which any such reforms would actually be implemented.
Particularly absent is a serious discussion of strengthening underlying health systems. These, and not an emergency operations fund or a rapid deployment of health workers, are the real first lines of defense against the emergence and spread of an infectious disease outbreak. The crisis has been seen as a failure of the global community to provide sufficient support of strengthened health systems and has led to calls for Universal Health Coverage, but as Harman argues below this movement has not been privileged in the past relative to other priorities and is unlikely to generate sufficient political priority going forward to make any meaningful change. McCollum and Taegtmeyer's perspective supports this argument in that a previously devastating outbreak of cholera in Sierra Leone led to similar calls but that the lessons from that outbreak were largely ignored and that led to the same mistakes being repeated again this time around.
Margaret Chan's second five-year term as Director-General will expire in 2017, and the selection of the organization's next leader will say much about its future trajectory. Chan has received significant criticism for her failure to bolster the organization's legitimacy. Given how dependent WHO is on voluntary contributions, it faces a perilous future unless it can convince the international community that it possesses the authority and legitimacy to effectively coordinate and lead responses to the health concerns facing the world. The next director-general must inspire confidence, demonstrate a level of political savvy, and maintain the trust of a sprawling organization whose effectiveness is dependent upon the good relations between the central office in Geneva and the six autonomous regional offices.
Like other UN specialized agencies, WHO follows an informal process of regional rotation in selecting its leadership. All of the Director-Generals since 1973 have come from either Asia or Europe, so there may be strong pressure to select someone from Africa or Latin America. Michel Sidibé, the executive director of UNAIDS, and Awa Coll-Seck, the Senegalese Minister of Health and executive director of the Roll Back Malaria Partnership, have both been mentioned as possible candidates. Another person whose named has been mooted who has expertise and credibility is Agnes Binagwaho, Rwanda's Minister of Health. There may be a desire for someone with more experience in politics in the hopes that that person could have more influence with government officials in member-states, particularly with donors. Graçea Machel, who chairs the Partnership for Maternal, Newborn, and Child Health and who has chaired the GAVI Alliance Board, might be an intriguing choice with such stature.
Whoever is appointed to lead the organization going forward, that person has to make the case to the international community that WHO merits more regular and reliable sources of funding for the core functions like disease surveillance and early warning that only a global organization can carry out. At the same time, WHO's new leader needs to make the case that global investments in health systems strengthening beyond West Africa are necessary to ward off the next possible global pandemic. If past experience is any guide, these sorts of reforms and legitimacy rebuilding require a leader who both possesses a level of comfort with the dynamics of global public health and has the political savvy to work with policymakers from around the world to acquire more core contributions to WHO's budget. Finding both in a single leader can be tricky, but it is not impossible. Gro Harlem Brundtland, who served as Director-General between 1999 and 2003 and had a medical background before entering electoral politics, may be the model for what the World Health Organization needs in a leader over the next five years.
The urgency of this has been underscored by the rapid emergence of the Zika virus. Zika went from an obscure mosquito born virus affecting Brazil to being declared by the WHO a Public Health Emergency of International Concern (PHEIC) in February 2016, because of the disease's rapid spread throughout the Americas and its association with microcephaly, a birth defect affecting the head and brain size of babies in the womb.
Beyond health systems strengthening, the Zika crisis underscores the need for finance for health technologies for emergent global health threats. The Flannery et al. contribution to this volume provides a set of criteria by which to think about which health threats should receive priority finance. They focus on those that are easily transmissible through the air or through human-to-human contact, that could kill large numbers of people, and for which there are market failures that impede technology creation in the absence of public action. Interestingly, Zika, because it does not kill large numbers and is largely transmitted by mosquitoes, would not fulfill their criteria, though birth defects arguably provide a reason for its inclusion but potentially opens up demands for finance for many other insect-borne diseases.
In this special issue, we bring together academics and experts to think critically about what the Ebola outbreak and the response to it tell us about global health governance and its future. The authors take on a variety of different elements, looking at the International Health Regulations, the role of regional organizations, encouraging international cooperation on health emergencies, the role of the military, and the lessons we can learn from other disease outbreaks. We put forward no specific answers, and we took a decidedly catholic approach to this issue, but we aim to generate discussion and deep thinking about what the international community can learn from this outbreak so that it does not repeat the same mistakes and shortcomings in the future.
In this commentary, Sophie Harman argues that stronger norms in support of the International Health Regulations (IHR) would not necessarily have prevented the Ebola crisis nor would they shield the world from future crises. She notes that norms exist in a global hierarchy of other normative commitments and that some are more resourced than others. For example, efforts to supply anti-retroviral drugs were also championed by norms entrepreneurs, and that campaign has generated significant flows of resources to support universal access, a material sign of its status in the hierarchy of global norms. Other norms-driven health causes such as the Millennium Development Goals and polio eradication also are privileged relative to support for IHR compliance. The WHO, she argues, is too weak to generate political (and therefore material) support for health systems strengthening, at the heart of IHR compliance, leading to the conclusion that norms won't save people suffering in health crises.
Price-Smith and Porreca offer a unique perspective on the problems facing global health governance structures by adding a psychological component to the equation. The institutional impediments that block a more effective response to global health emergencies, they argue, arise out of what they term the "fear/apathy cycle." Epidemic outbreaks breed a high degree of fear, which leads to inappropriately draconian policies and ostracization of those afflicted. When the emergency passes, though, the international community retreats into a sense of complacency. We lurch between the extremes of responses rather than finding some sort of consistent vigilance that would provide the global health governance architecture with the strength and resilience necessary to respond to any unforeseen emergencies. Their argument suggests that many, if not all, of the reform proposals being put forward to improve future responses to disease outbreaks will have little purchase because they fail to address this underlying psychological conundrum.
Drawing on his extensive experience working with governments and international organizations on global health matters, Clift's commentary highlights structural flaws within the World Health Organization. In particular, he focuses on the complications that emerge from having a lead organization simultaneously coexist with strong, autonomous regional organizations. One of the key flaws in WHO's Ebola response was the failure of cooperation between WHO's central headquarters in Geneva and the Regional Office for Africa. Looking at the various reform proposals that have come out so far, he laments the fact that they fail to resolve this underlying tension and instead attempt to bypass the structures altogether. He raises a question that few member-states appear willing to address: does WHO's decentralized structure inhibit the organization's ability to be effective?
In her article, Deloffre explores the differences between a traditional state-centric response to security and a human security one. She then analyzes the extent to which the UN Mission for Ebola Emergency Response (UNMEER) constituted one form or another. Human security responses tend to be people-centric and focus on a wider range of threats than state security approaches, bringing in a wider number of actors through bottom-up processes of consultation than top-down state security efforts. UNMEER facilitated an unprecedented array of cooperative activities, but Deloffre argues that the specific health security frame conformed to more traditional state-centric notions that made coordination more of a challenge and that perhaps foreclosed some bottom-up measures that could have ameliorated impacts on vulnerable populations and brought human rights concerns more to the fore.
In this commentary, Mackey examines the experience of Liberia in confronting the Ebola crisis and the implications for the WHO, the International Health Regulations, and global health governance going forward. He concludes that the Inter-Agency Health Team, a multi-stakeholder partnership, was quite helpful in coordinating the response between Liberia's government, different actors in the U.S government, and the WHO. However, this mechanism was created as an ad hoc response, lacking a formal process for generating such partnerships if needed in the future. Liberia's weak health system made the country vulnerable to Ebola, and insufficient support from the WHO for IHR compliance did not shore up this weakness. Mackey concludes the piece with five important reflections and observations on progress (1) on the need for a more flexible WHO budget with resources for emergencies, (2) that WHO's decentralized structure needs remedies that do not appear to be on the agenda as yet, (3) that the criteria for declaring a PHEIC be revised including a possible intermediate alert, (4) that more resources and attention be paid to compliance with the IHR, particularly on disease detection, reporting, and rapid response, and (5) finally, that resources be made available for an emergency workforce that can be tapped as needed.
McCollum and Taegtmeyer draw parallels between the Ebola outbreak and a recent outbreak of cholera that infected over 25,000 people in Sierra Leone (and bordering Guinea) in 2012. Using a political economy issue analysis, they identify structural issues that were common to both outbreaks. While they identify weak health systems as a key factor that led to both epidemics, McCollum and Taegtmeyer argue that many of these issues were related to structural weaknesses, such a weak public management system and a lack of trust of citizens, within the health system rather than simply a low level of total resources to support the health system. To learn from these lessons, they argue that the government needs to find ways to better engage with communities and to strengthen accountability for health service delivery.
Flannery et al. note that until the 2015 crisis, the Ebola virus received insufficient attention in terms of disease diagnostics and therapeutics. There have been calls for the creation of an international financing facility that might generate health technologies for diseases in the future. She and her colleagues identify the criteria that would make a disease eligible for inclusion in the financing facility's purview, namely that there are (1) high fatality rates, (2) the disease is easily transmissible, and (3) that there are insufficient market incentives to provide technologies because the disease disproportionately affects communities with low purchasing power and in cyclical outbreaks. In their review of a variety of lists of diseases, Flannery et al. conclude that in addition to Ebola, the diseases in scope for inclusion are the Machupo virus, Marburg, MERS, the Nipah virus, and SARS. These criteria would largely exclude neglected tropical diseases and a number of other diseases such as dengue and Chikungunya.
Kaasch analyzes the early donor contributions to the Ebola outbreak and notes that while there is nearly universal agreement that weak health systems contributed to the outbreak and that many high level declarations have been made about the importance of strengthening health systems, most of the aid provided to heavily affected countries in the immediate aftermath of the outbreak likely did very little to support health systems in the long run. She argues that current donor support mechanisms are likely inadequate to deal with health system strengthening needs and instead argues that new financing structures, which could operate at different levels are more likely to be successful in addressing future threats.


Each piece is unique and will look slightly different as it has been carved from a natural mineral. because of this, not all rings will fit over this in the traditional sense of a ring holder, but rather can be placed on the tip to cleanse your jewellery. Keep in mind that everyone has a different ring size.
Selenite: third eye chakra, crown chakra, communication with angels and spirit guides, higher consciousness, intuition, clears energetic blockages, charges other stones with moon energy, healing.


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2022 Subaru WRX STI Specs
By adminPosted on April 7, 2023
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