text:
Q: SQL GROUP BY and NULL values: How can I group my results by only non-null values? My query:
SELECT *,
    contacts.createdAt AS contactcreatedAt,
    contacts.updatedAt AS contactupdatedAt,
    bidresponses.itemid AS bidresponseitemid,
    bidresponses.personid AS bidresponsepersonid,
    SUM(tagsitems.quantity) AS totalquantity
FROM items
LEFT OUTER JOIN tagsitems ON items.id = tagsitems.itemid
LEFT OUTER JOIN itemscontacts ON items.id = itemscontacts.itemid
LEFT OUTER JOIN contacts ON itemscontacts.contactid = contacts.id
LEFT OUTER JOIN bidresponses ON items.id = bidresponses.itemid AND itemscontacts.personid = bidresponses.personid
LEFT OUTER JOIN bidtemplatefields ON bidresponses.bidtemplatefieldid = bidtemplatefields.id
WHERE ( (items.id = 70687 OR items.id = 70595) AND itemscontacts.relationship = 's' ) AND ( items.deletedAt IS NULL )
GROUP BY items.id, tagsitems.itemid, bidresponses.personid, bidresponses.bidtemplatefieldid
ORDER BY items.id ASC

Without the SUM() and GROUP BY clauses this query returns the desired results, minus the important totalquantity value.
The task that has got me stumped at the moment is constructing the GROUP BY clause so that it "ignores" NULL or missing values from bidresponses. The data is such that the results will be a mixed set of items - some have entries in the bidresponses table and some do not.
EDIT:
I want the entries with NULL values in the bidresponses table to show up. With the current GROUP BY clause they are not. I should note that the only reason I am using the grouping at all is so that I can get the totalquantity value. Here is an example of the query output without the SUM() and GROUP BY clauses:
+-------+------------+------+---------------------------+------+------------+-----------+-----------+---------------------+---------------------+-----------+----------+-------+--------+----------+--------+-----------+----------+---------------------+--------------+---------------+--------------+-----------+------------+------+-----------+----------+----------------+-----------------+---------------------+---------------------+-----------+----------+---------------------+---------------------+--------------------+--------+-------------+----------+------+------------------+-------------+---------------------+---------------------+-------------------+---------------------+
| id    | itemtypeid | code | description               | cost | unittypeid | projectid | companyid | createdAt           | updatedAt           | deletedAt | unittype | tagid | itemid | quantity | itemid | contactid | personid | sentdate            | responsedate | bidtemplateid | relationship | awarddate | assigndate | id   | companyid | personid | companyidOwner | parentContactid | createdAt           | updatedAt           | firstName | lastName | company             | email               | bidtemplatefieldid | itemid | bidresponse | personid | id   | bidtemplatefield | fieldtypeid | contactcreatedAt    | contactupdatedAt    | bidresponseitemid | bidresponsepersonid |
+-------+------------+------+---------------------------+------+------------+-----------+-----------+---------------------+---------------------+-----------+----------+-------+--------+----------+--------+-----------+----------+---------------------+--------------+---------------+--------------+-----------+------------+------+-----------+----------+----------------+-----------------+---------------------+---------------------+-----------+----------+---------------------+---------------------+--------------------+--------+-------------+----------+------+------------------+-------------+---------------------+---------------------+-------------------+---------------------+
| 70595 |          1 | NULL | HD Banners                | NULL |       NULL |         7 |         1 | 2010-05-10 17:00:11 | 2010-08-14 18:57:41 | NULL      | each     |  NULL |   NULL |     NULL |  70595 |        16 |    34789 | 2010-08-14 22:37:01 |         NULL |             1 | s            |      NULL |       NULL |   16 |      NULL |     NULL |              1 |            NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 | NULL      | NULL     | sdf                 | 23523@wokd.com      |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 |              NULL |                NULL |
| 70595 |          1 | NULL | HD Banners                | NULL |       NULL |         7 |         1 | 2010-05-10 17:00:11 | 2010-08-14 18:57:41 | NULL      | each     |  NULL |   NULL |     NULL |  70595 |        22 |    34794 | 2010-08-14 18:44:02 |         NULL |             1 | s            |      NULL |       NULL |   22 |      NULL |    34794 |              1 |            NULL | 2010-08-09 19:56:28 | 2010-08-10 13:55:03 | NULL      | NULL     | anewwwww            | hmm@hmm.com         |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-09 19:56:28 | 2010-08-10 13:55:03 |              NULL |                NULL |
| 70595 |          1 | NULL | HD Banners                | NULL |       NULL |         7 |         1 | 2010-05-10 17:00:11 | 2010-08-14 18:57:41 | NULL      | each     |  NULL |   NULL |     NULL |  70595 |        27 |    34797 | 2010-08-14 22:36:59 |         NULL |             1 | s            |      NULL |       NULL |   27 |      NULL |     NULL |              1 |            NULL | 2010-08-10 19:11:52 | NULL                | NULL      | NULL     | 3k3jdjhgj@wrwer.com | 3k3jdjhgj@wrwer.com |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-10 19:11:52 | NULL                |              NULL |                NULL |
| 70595 |          1 | NULL | HD Banners                | NULL |       NULL |         7 |         1 | 2010-05-10 17:00:11 | 2010-08-14 18:57:41 | NULL      | each     |  NULL |   NULL |     NULL |  70595 |        28 |    34798 | 2010-08-14 22:37:00 |         NULL |             1 | s            |      NULL |       NULL |   28 |      NULL |     NULL |              1 |            NULL | 2010-08-10 19:18:27 | NULL                | NULL      | NULL     | 3838474@234234.com  | 3838474@234234.com  |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-10 19:18:27 | NULL                |              NULL |                NULL |
| 70687 |          1 | NULL | Editing and adding labels | NULL |       NULL |         7 |         1 | 2010-05-15 07:26:33 | 2010-08-14 18:55:48 | NULL      | each     |    12 |  70687 |     NULL |  70687 |        16 |    34789 | 2010-08-14 22:37:01 |         NULL |             1 | s            |      NULL |       NULL |   16 |      NULL |     NULL |              1 |            NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 | NULL      | NULL     | sdf                 | 23523@wokd.com      |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 |              NULL |                NULL |
| 70687 |          1 | NULL | Editing and adding labels | NULL |       NULL |         7 |         1 | 2010-05-15 07:26:33 | 2010-08-14 18:55:48 | NULL      | each     |     2 |  70687 |     NULL |  70687 |        16 |    34789 | 2010-08-14 22:37:01 |         NULL |             1 | s            |      NULL |       NULL |   16 |      NULL |     NULL |              1 |            NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 | NULL      | NULL     | sdf                 | 23523@wokd.com      |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 |              NULL |                NULL |
| 70687 |          1 | NULL | Editing and adding labels | NULL |       NULL |         7 |         1 | 2010-05-15 07:26:33 | 2010-08-14 18:55:48 | NULL      | each     |    12 |  70687 |     NULL |  70687 |        27 |    34797 | 2010-08-14 22:36:59 |         NULL |             1 | s            |      NULL |       NULL |   27 |      NULL |     NULL |              1 |            NULL | 2010-08-10 19:11:52 | NULL                | NULL      | NULL     | 3k3jdjhgj@wrwer.com | 3k3jdjhgj@wrwer.com |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-10 19:11:52 | NULL                |              NULL |                NULL |
| 70687 |          1 | NULL | Editing and adding labels | NULL |       NULL |         7 |         1 | 2010-05-15 07:26:33 | 2010-08-14 18:55:48 | NULL      | each     |     2 |  70687 |     NULL |  70687 |        27 |    34797 | 2010-08-14 22:36:59 |         NULL |             1 | s            |      NULL |       NULL |   27 |      NULL |     NULL |              1 |            NULL | 2010-08-10 19:11:52 | NULL                | NULL      | NULL     | 3k3jdjhgj@wrwer.com | 3k3jdjhgj@wrwer.com |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-10 19:11:52 | NULL                |              NULL |                NULL |
| 70687 |          1 | NULL | Editing and adding labels | NULL |       NULL |         7 |         1 | 2010-05-15 07:26:33 | 2010-08-14 18:55:48 | NULL      | each     |    12 |  70687 |     NULL |  70687 |        28 |    34798 | 2010-08-14 22:37:00 |         NULL |             1 | s            |      NULL |       NULL |   28 |      NULL |     NULL |              1 |            NULL | 2010-08-10 19:18:27 | NULL                | NULL      | NULL     | 3838474@234234.com  | 3838474@234234.com  |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-10 19:18:27 | NULL                |              NULL |                NULL |
| 70687 |          1 | NULL | Editing and adding labels | NULL |       NULL |         7 |         1 | 2010-05-15 07:26:33 | 2010-08-14 18:55:48 | NULL      | each     |     2 |  70687 |     NULL |  70687 |        28 |    34798 | 2010-08-14 22:37:00 |         NULL |             1 | s            |      NULL |       NULL |   28 |      NULL |     NULL |              1 |            NULL | 2010-08-10 19:18:27 | NULL                | NULL      | NULL     | 3838474@234234.com  | 3838474@234234.com  |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-10 19:18:27 | NULL                |              NULL |                NULL |
+-------+------------+------+---------------------------+------+------------+-----------+-----------+---------------------+---------------------+-----------+----------+-------+--------+----------+--------+-----------+----------+---------------------+--------------+---------------+--------------+-----------+------------+------+-----------+----------+----------------+-----------------+---------------------+---------------------+-----------+----------+---------------------+---------------------+--------------------+--------+-------------+----------+------+------------------+-------------+---------------------+---------------------+-------------------+---------------------+

Here is an example of the query output with the SUM() and GROUP BY clauses:
+-------+------------+------+---------------------------+------+------------+-----------+-----------+---------------------+---------------------+-----------+----------+-------+--------+----------+--------+-----------+----------+---------------------+--------------+---------------+--------------+-----------+------------+------+-----------+----------+----------------+-----------------+---------------------+---------------------+-----------+----------+---------+----------------+--------------------+--------+-------------+----------+------+------------------+-------------+---------------------+---------------------+-------------------+---------------------+---------------+
| id    | itemtypeid | code | description               | cost | unittypeid | projectid | companyid | createdAt           | updatedAt           | deletedAt | unittype | tagid | itemid | quantity | itemid | contactid | personid | sentdate            | responsedate | bidtemplateid | relationship | awarddate | assigndate | id   | companyid | personid | companyidOwner | parentContactid | createdAt           | updatedAt           | firstName | lastName | company | email          | bidtemplatefieldid | itemid | bidresponse | personid | id   | bidtemplatefield | fieldtypeid | contactcreatedAt    | contactupdatedAt    | bidresponseitemid | bidresponsepersonid | totalquantity |
+-------+------------+------+---------------------------+------+------------+-----------+-----------+---------------------+---------------------+-----------+----------+-------+--------+----------+--------+-----------+----------+---------------------+--------------+---------------+--------------+-----------+------------+------+-----------+----------+----------------+-----------------+---------------------+---------------------+-----------+----------+---------+----------------+--------------------+--------+-------------+----------+------+------------------+-------------+---------------------+---------------------+-------------------+---------------------+---------------+
| 70595 |          1 | NULL | HD Banners                | NULL |       NULL |         7 |         1 | 2010-05-10 17:00:11 | 2010-08-14 18:57:41 | NULL      | each     |  NULL |   NULL |     NULL |  70595 |        16 |    34789 | 2010-08-14 22:37:01 |         NULL |             1 | s            |      NULL |       NULL |   16 |      NULL |     NULL |              1 |            NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 | NULL      | NULL     | sdf     | 23523@wokd.com |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 |              NULL |                NULL |          NULL |
| 70687 |          1 | NULL | Editing and adding labels | NULL |       NULL |         7 |         1 | 2010-05-15 07:26:33 | 2010-08-14 18:55:48 | NULL      | each     |    12 |  70687 |     NULL |  70687 |        16 |    34789 | 2010-08-14 22:37:01 |         NULL |             1 | s            |      NULL |       NULL |   16 |      NULL |     NULL |              1 |            NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 | NULL      | NULL     | sdf     | 23523@wokd.com |               NULL |   NULL | NULL        |     NULL | NULL | NULL             |        NULL | 2010-08-05 18:40:01 | 2010-08-05 18:41:40 |              NULL |                NULL |          NULL |
+-------+------------+------+---------------------------+------+------------+-----------+-----------+---------------------+---------------------+-----------+----------+-------+--------+----------+--------+-----------+----------+---------------------+--------------+---------------+--------------+-----------+------------+------+-----------+----------+----------------+-----------------+---------------------+---------------------+-----------+----------+---------+----------------+--------------------+--------+-------------+----------+------+------------------+-------------+---------------------+---------------------+-------------------+---------------------+---------------+

A: You need to include all of the significant un-aggregated columns in your GROUP BY clause. Right now, you do not group by createdAt etc.

A: If you need all those rows SUM() and the therefore required GROUP BY will not be a good solution.
The best solution probably will be to just add the quantities up when processing/looping through all rows in your client code/script.
Alternatively you could query twice, once with GROUP BY and SUM() to get the quantity for each items.id however even doing a extra loop through all the rows in your client code will probably be faster than querying twice, might also depend on the size of the result.


text:
Sangara (hieroglyphenluwisch: sa5-ka+ra/i-sa) war ein König von Karkemiš, der aus assyrischen und luwischen Quellen bekannt ist. Er ist für die Jahre 870 bis 848 v. Chr. belegt. In einer luwischsprachen Stele für die Göttin Kubaba erscheint er als der Ahnherr von König Kamani.

Sangara muss den Thron von Karkemiš nicht lange nach König Katuwa bestiegen haben. Er wird nur in Texten der assyrischen Könige Assurnasirpal II. und Salmanassar III. erwähnt.

Zunächst war er dem König Assurnasirpal II. tributpflichtig. Im Jahre 870 zog der assyrische König über den Euphrat und wandte sich zuerst gegen Karkemiš. Angesichts des assyrischen Heeres ergab Sangara sich rasch. Der Preis war hoch, da Karkemiš zu jener Zeit zu den wohlhabendsten neo-hethitischen Staaten gehörte. Er zahlte und lieferte als Tribut 20 Talente Silber, 100 Talente Bronze, 250 Talente Eisen, Throne und andere Möbelstücke, Elefantenstoßzähne, einen goldenen Streitwagen, eine goldene Liege und 200 halbwüchsige Mädchen, wohl als Dienerinnen für den assyrischen König und seine Offiziere. Auch lieferte er Streitwagen, Kavallerie und Infanterie seiner Stadt zur Unterstützung an die assyrische Armee ab. Im Gegenzug für die Tributzahlungen wurden Sangara und Karkemiš von einem assyrischen Angriff verschont.

Im Jahr 858 v. Chr. schloss Sangara von Karkemiš sich einer anatolisch-syrischen antiassyrischen Allianz gegen Salmanassar III. an, zu der auch Aḫuni von Bit Adini, Hajjanu von Sam'al und Suppiluliuma von Pattin gehörten. Sie attackierten das assyrische Heer auf dem Gebiet von Sam'al und wurden zurückgeschlagen. Der Aufstand von Karkemiš als Mitglied der Allianz hielt an, bis Salmanassar III. 857 eine befestigte Stadt namens Sazabu auf dem Gebiet von Karkemiš zerstörte. Sangara unterwarf sich und zahlte Tribut: 2 Talente Gold, 70 Talente Silber, 30 Talente Bronze, 100 Talente Eisen, 20 Talente rotviolette Wolle, 500 Gewänder, Sangaras Tochter samt Aussteuer, 100 Töchter der Adligen von Karkemiš, 500 Ochsen und 5000 Schafe.

853 v. Chr. zahlte Sangara den Assyrern erneut Tribut.

849 v. Chr. wagte Sangara noch einmal den Aufstand, diesmal verbündet mit Hadram von Bit Agusi. Salmanassar III. fiel in Karkemiš ein und zerstörte einige Städte in Sangaras Herrschaftsgebiet, welche er auch niederbrannte. Sangara unterwarf sich, doch nicht für lange. 848 v. Chr. erhoben sich Hadram und er erneut. Salmanassar III. reagierte, indem er 97 von Sangaras Städten eroberte und zerstörte. Nach 848 v. Chr. schweigen die Quellen über Sangaras weiteres Schicksal, doch es erscheint wahrscheinlich, dass er, ähnlich wie sein Allianzpartner Hadram von Bit Agusi, auf seinem Thron verblieb und von da an treuer Vasall des assyrischen Königs war.

Literatur
 Trevor Bryce: The World of the Neo-Hittite Kingdoms: A Political and Military History. Oxford University Press: Oxford, New York 2012. ISBN 978-0-19-921872-1
 Annick Payne: Iron Age Hieroglyphic Luwian Inscriptions. Society of Biblical Literature, Atlanta 2012, ISBN 978-1-58983-269-5

Einzelnachweise

Mann
Neo-hethitischer König (Karkemiš)
Geboren im 10. oder 9. Jahrhundert v. Chr.
Gestorben im 9. Jahrhundert v. Chr.

redpajama_set_name: RedPajamaWikipedia


text:
SEHA-2023
Welcome Exhibz
Dr Stéphane Veesler
CINaM-CNRS, Aix-Marseille University
Stéphane Veesler is an academic researcher from Aix-Marseille University. The author has contributed to research in topic(s): Crystallization & Nucleation. The author has an hindex of 34, co-authored 119 publication(s) receiving 3251 citation(s). Previous affiliations of Stéphane Veesler include Centre national de la recherche scientifique & University of California, Santa Barbara.
Prof Nicolas Abatzoglou
© 2023 SEHA - 2023

redpajama_set_name: RedPajamaCommonCrawl


Glow-in-the-dark filament is brilliant. I got mine from [reprapworld.com]. Getting the extrusion temperature right so that the filament didn't ooze out of the nozzle all over the place took a little time but it is ideal filament for printing Halloween goodies.
Then I spotted Reuben's ghost hand print card and decided to try to make a 3d print version.


The National PTA has developed tools to help parents and teachers partner for each students' success under the new Common Core State Standards. These standards are used across the US, and are now the official educational standards under which all California public schools operate.
Please feel free to use these documents to help you understand the broad outlines of curriculum in both English/Language Arts and Mathematics. These helpful brochures also include samples of grade level tasks as well as talking points to prepare for parent-teacher conferences.


On a warm fall day, the Vanderbilt Commodores played with the Crieve Hall Cardinals. But not for an official game. Players from the Vanderbilt football team visited Crieve Hall Elementary on Oct. 26 as a celebration for students who are consistently coming to school on time and meeting academic expectations in the classroom.
"It's really fun to have grownups from other schools come to see us," said Roan, a third grade student at Crieve Hall. "I really like football. It's really fun for me."
Play stations on the school's recess field included reading funny books with the football players and group games, such as touchdown dancing, trying on football gear relay races, dynamic pre-game stretching and stance-and-drive drills.
Giving back to the community in a way that helps children was a great opportunity the Vanderbilt University football team couldn't pass up, team staff members said.
"I love the play station format. It keeps the kids active, and the kids get to see our guys' personalities," said Rayna Stewart, director of player development for the Vanderbilt University football team. "Literacy is important, so having our guys read to the kids is just as exciting."
The breeze gently rustled leaves on trees and twirled seedlings into the air. Children waved gold poms poms they received from the team as they lined up and went back to class.
The day was filled with laughter and learning, and, according to Crieve Hall Principal Nate Miley said, will be a day students will hopefully not forget.
"We're focused on getting children to the next level -- college. These kids will remember this for a long time and hopefully hanging out with college players creates the link between the work we do now and the fun they can have later," Miley said.


A picture may be worth a 1,000 words, but video tells a story a picture never can. Video is everywhere today - even our phones. While many companies recognize the power of video on their website, too often their solution is amateur at best with clumsy clips framed in a stock player - an exercise in futility that can easily do more harm than good. To stand out from the crowd, your video needs to look crisp and professional. You want your visitors to know that you mean business. Perception is vital, and if your potential customers think your video is not professional, your company is not professional.


text:
Valeska Böttcher (* 11. Juli 1967) ist eine deutsche Juristin. Sie ist seit 29. März 2018 Richterin am Bundesgerichtshof.

Leben und Wirken
Böttcher trat 1997 in den Justizdienst des Landes Niedersachsen ein und war zunächst bei der Staatsanwaltschaft Göttingen, dem Amtsgericht Duderstadt sowie dem Landgericht Göttingen tätig. Dort wurde sie 2000 zur Richterin am Landgericht ernannt. Von 2003 bis 2006 war sie als wissenschaftliche Mitarbeiterin an den Bundesgerichtshof abgeordnet. 2006 erfolgte ihre Ernennung zur Richterin am Oberlandesgericht bei dem Oberlandesgericht Celle. Böttcher ist promoviert.

Das Präsidium des Bundesgerichtshofs wies Böttcher zunächst dem vornehmlich für das Amts-, Staats- und Notarhaftungsrecht, das Recht der öffentlich-rechtlichen Entschädigung sowie für Rechtsstreitigkeiten über Dienstverträge und Geschäftsbesorgungsverhältnisse zuständigen III. Zivilsenat zu. Seit 2020 ist sie außerdem Mitglied des Senats für Notarsachen.

Einzelnachweise

Richter (Bundesgerichtshof)
Richter (Oberlandesgericht Celle)
Richter (Landgericht Göttingen)
Staatsanwalt (Deutschland)
Richter (Amtsgericht)
Deutscher
Geboren 1967
Frau


text:
Дарьга́нга () — вулканическое плато на юго-востоке Монголии (аймак Сухэ-Батор) и севере Китая.

Высота плато составляет 1300—1400 м. Поверхности плато покрыта молодыми базальтовыми лавами, местами без почвенного покрова. Над ними возвышаются многочисленные (более 200) вулканические конусы разной сохранности (большая часть частично разрушена взрывами). Лучше всего сохранился вулкан Дзотол-Хан-Уул (1778 м) на востоке плато, который, возможно, извергался в историческое время. На плато расположена одна из 10 священных гор Монголии Дарь-Овоо.

На днищах западин — солончаки, такыры, небольшие озёра; по окраинам — скопления песков, особенно значительные на юго-западе (Молцог-Элс). Характерны сухие древние речные долины. В ландшафте преобладают пологие увалы и мелкосопочник, пустынные и сухие злаковые степи. У озёр — заросли вяза и ивы.

Примечания

Ссылки
 .
 .

Плато Монголии
Сухэ-Батор


Is It Even Possible for Boxers to Avoid Brain Injuries?
The connection between certain sports and long-term head injury complications have been much-discussed in recent years. Advances in brain injury detection and new studies on the lifelong harm often attributed to those injuries has focused critical attention on the games that many play beginning as children which might increase the risks. Sports like football, hockey, soccer, and boxing have received the lion's share of attention. They are all games where significant, repeat head trauma are ingrained in the sport. Experts are still unraveling the mysteries of how much playing these games repeatedly affects the rest of the player's lives.
A recent article on the subject recently shared the results of some new findings that a shocking 90% of all boxers suffer from a brain injury. According to the American Association of Neurological Surgeons, nearly nine in ten boxers suffer the dangerous head trauma as a result of their activity. Obviously the risk of harm comes as no surprise, considering the entire sport is based on applying significant forceful blows to one's head. However, the overall scope of the injury problem is still stark.
The latest findings on the harm to boxers came in November when researcher published results in a study that examined the total number of injuries in the sport over a period of years.
Whatever long-term changes do or do not come about in the sport as a result of these findings, it is critical that the most vulnerable participants–children–be protected. Rules, safety equipment, and other factors must be properly analyzed to ensure that participation in a game does not permanently alter one's life trajectory.
If you or someone you know suffers a traumatic brain injury which may have been caused in any way by the misconduct, neglect, or negligence of another party, please get in touch with our Illinois brain injury attorneys to see how we can help.


text:
Stand Up Guys
Released from prison after serving 28 years, Val reunites with his old friend and partner Doc who is tasked to kill Val as soon as possible. The pair then try to get the old gang back together for one last hurrah before Doc does his task.
Actors: Al Pacino,
Al Pacino 25 April 1940, Manhattan, New York City, New York, USA
Christopher Walken,
Christopher Walken 31 March 1943, Astoria, Queens, New York City, New York, USA
Alan Arkin,
Alan Arkin 26 March 1934, New York City, New York, USA
Julianna Margulies,
Julianna Margulies 8 June 1966, Spring Valley, New York, USA
Mark Margolis,
Mark Margolis 26 November 1939, Philadelphia, Pennsylvania, USA
Lucy Punch,
Lucy Punch 30 December 1977, London, England, UK
Addison Timlin,
Addison Timlin 29 June 1991, Philadelphia, Pennsylvania, USA
Vanessa Ferlito,
Vanessa Ferlito 28 December 1977, Brooklyn, New York City, New York, USA
Katheryn Winnick,
Katheryn Winnick 17 December 1977, Toronto, Ontario, Canada
Bill Burr,
Bill Burr 10 June 1968, Canton, Massachusetts, USA
Craig Sheffer,
Craig Sheffer 23 April 1960, York, Pennsylvania, USA
Genre: Thriller, Comedy, Crime
Director: Fisher Stevens
Fisher Stevens 27 November 1963, Chicago, Illinois, USA
88 Minutes (2007)
Manglehorn
Danny Collins
Alien Nation: Millennium
Thoda Pyaar Thoda Magic
The Dukes of Hazzard: Reunion!
The United States of Insanity
Raven (2022)
Oh, What a Night
Scenes from a Mall
Sigur Rós: Heima
Fateless (Sorstalanság)


text:
Does Combat Exposure Make You a More Violent or Criminal Person?: Evidence from the Vietnam Draft
Does Combat Exposure Make You a More Violent or Criminal Person?: Evidence from the Vietnam Draft Rohlfs, Chris. 2010-04-04 00:00:00 Abstract: This study exploits the differential effects of the Vietnam War across birth cohorts to measure the effects of combat exposure on later violence and crime. Combat exposure and violent acts are measured using self-reports from the National Vietnam Veterans Readjustment Study. I find large positive effects on violence for blacks, suggestive evidence of positive effects on violence for whites and on arrests for certain offense types, and negative "incapacitation" effects on arrests during the men's years abroad. The estimates, while imprecise, suggest that the social cost of the violence and crimes caused by Vietnam-era combat exposure was roughly $65 billion. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Human Resources University of Wisconsin Press http://www.deepdyve.com/lp/university-of-wisconsin-press/does-combat-exposure-make-you-a-more-violent-or-criminal-person-NgsZFISeRD
Rohlfs, Chris.
Journal of Human Resources
, Volume 45 (2) – Apr 4, 2010
/lp/university-of-wisconsin-press/does-combat-exposure-make-you-a-more-violent-or-criminal-person-NgsZFISeRD
Journal of Human Resources /
University of Wisconsin Press
Copyright © University of Wisconsin Press
Abstract: This study exploits the differential effects of the Vietnam War across birth cohorts to measure the effects of combat exposure on later violence and crime. Combat exposure and violent acts are measured using self-reports from the National Vietnam Veterans Readjustment Study. I find large positive effects on violence for blacks, suggestive evidence of positive effects on violence for whites and on arrests for certain offense types, and negative "incapacitation" effects on arrests during the men's years abroad. The estimates, while imprecise, suggest that the social cost of the violence and crimes caused by Vietnam-era combat exposure was roughly $65 billion.
Journal of Human Resources – University of Wisconsin Press
Published: Apr 4, 2010
Rohlfs, C. (2010). Does Combat Exposure Make You a More Violent or Criminal Person?: Evidence from the Vietnam Draft. Journal of Human Resources, 45(2), 271-300.
Rohlfs, Chris. "Does Combat Exposure Make You a More Violent or Criminal Person?: Evidence from the Vietnam Draft." Journal of Human Resources 45.2 (2010): 271-300.


text:
"Hang On to Your Love" is a 1989 song by Australian singer Jason Donovan. It was released in 1990 as the second single from his second album Between the Lines, on which it appears as the second track. Produced by Stock Aitken Waterman, the song was a top ten hit in the UK and in Ireland. The music video accompagning the song was directed by Paul Goldman. The B-side, "You Can Depend on Me", is not another track from the Between the Lines album, but features on Donovan's previous album, Ten Good Reasons.

Chart performance
Like Donovan's previous singles, "Hang On to Your Love" was a top ten hit in UK and Ireland, peaking respectively at number eight and at number three. It achieved a moderate success in other European countries, peaking at number 12 in Belgium (Flanders), 21 in Finland, 26 in the Netherlands and 51 in Germany where it charted for 13 weeks. On the Eurochart Hot 100, it debuted at a peak of number 23 where it stayed for three consecutive weeks, and remained on the chart for a total of nine weeks. It reached number 30 on the European Airplay Chart.

Formats and track listings
 7" single
 "Hang On to Your Love" — 3:00
 "You Can Depend on Me" — 3:32

 12" maxi
 "Hang On to Your Love" (extended version) — 6:47
 "Hang On to Your Love" (instrumental) — 3:48
 "You Can Depend on Me" — 3:32

 CD maxi
 "Hang On to Your Love" (extended version) — 6:47
 "Hang On to Your Love" (instrumental) — 3:48
 "You Can Depend on Me" — 3:32

Charts

References

1989 songs
1990 singles
Jason Donovan songs
Song recordings produced by Stock Aitken Waterman
Songs written by Matt Aitken
Songs written by Mike Stock (musician)
Songs written by Pete Waterman
Pete Waterman Entertainment singles


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text:
Q: Cannot remove an observer  for the key path "count" I am getting:

*** Terminating app due to uncaught exception 'NSRangeException', reason: 'Cannot remove an observer <NSArrayController> for the key path "count" from <MyElement> because it is not registered as an observer.'

I have a background NSOperation which is populating the properties of MyElement. These MyElement objects are in an array managed by NSArrayController and are bound to a NSTableView.
Could this be related to changing properties on a background thread and if so, how can I disable that so that the table doesn't see those changes until they are complete (and can be updated on the main thread)?
I have it set to sort by a "size" (NSNumber) property and
The crash looks like:
0 CoreFoundation   0x00007fff87ec44f2 __exceptionPreprocess + 178
1 libobjc.A.dylib  0x00007fff85d6cf7e objc_exception_throw + 48
2 CoreFoundation   0x00007fff87f2b4bd +[NSException raise:format:] + 205
3 Foundation       0x00007fff8755d786 -[NSObject(NSKeyValueObserverRegistration) _removeObserver:forProperty:] + 504
4 Foundation       0x00007fff8755d533 -[NSObject(NSKeyValueObserverRegistration) removeObserver:forKeyPath:] + 108
5 Foundation       0x00007fff875ce1a4 -[NSObject(NSKeyValueObserverRegistration)
...
15  Foundation     0x00007fff87572a69 _NSSetObjectValueAndNotify + 274
16  MyApp          0x0000000100051a10 -[MyPropertiesOperation main] + 496

A: It seems that I can't modify these objects in a background thread, and I see no way to temporarily suspend an observer, so instead I am adding all the properties to a dictionary on the background thread and then on the main thread calling:
[element setValuesForKeysWithDictionary:properties];

redpajama_set_name: RedPajamaStackExchange


text:
Q: Unhandled Rejection error in stripe paymnet method i use stripe as payment. here in my code its generate clientSecret and request comes in my stripe account but it's incompltete and shown The customer has not entered their payment method.
and when i click on pay now button error is come that
Unhandled Rejection (TypeError): Cannot read property 'uid' of undefined

and in console...
POST https://api.stripe.com/v1/payment_intents/pi_1HWKxuFi3enyg1Glqirj0Wto/confirm 400
undefine  //that means paymentIntent is not definr
 Uncaught (in promise) TypeError: Cannot read property 'uid' of undefined

at async handleSubmit

here is my code..
useEffect(() => {
       const getClientSecret = async () => {
                   const response = await axios({

                    method: 'post',
                    url: `/payments/create?total=${getBasketTotal(basket) * 100}`
                })
                console.log('response is >>>>>>>>>>>', response)

                setClientSecret(response.data.clientSecret)
            }
            getClientSecret()
        }, [basket])

        console.log('the secrate is >>>>>>>>', clientSecret)

        const handleSubmit = async (event) => {
            event.preventDefault()
            setProcessing(true)
            const payload = await stripe.confirmCardPayment(clientSecret, {
                payment_method: {
                    card: elements.getElement(CardElement)
                }

            }).then(({ paymentIntent }) => {
                console.log(paymentIntent)
                db
                    .collection('users')
                    .doc(user?.uid)
                    .collection('orders')
                    .doc(paymentIntent.uid)
                    .set({
                        basket: basket,
                        amount: paymentIntent.amount,
                        created: paymentIntent.created
                    })

                //payment
                setSucceeded(true)
                setError(null)
                setProcessing(false)

                dispatch({
                    type: 'EMTY_BASKET'
                })
                history.replace('/orders')
            })
        }

whyt is error?
and why i am getting it??

A: my answer is solved...
Just make sure you are putting the same currency.
For example: if you have mentioned India as your country then put "inr" else "usd"


text:
Q: When I add this code to my script Unity crashes Here is the code I am using to generate a map in my RPG game.
Unity does not tell me the error it simply stops responding so I have to force stop the application. I have reviewed all the code and confirmed the settings in Unity, still the same problem occurs.
I am following this tutorial series: https://www.youtube.com/watch?v=HT_eUPBJGZw&list=PLX-uZVK_0K_6JEecbu3Y-nVnANJznCzix&index=23
public class LevelManager : MonoBehaviour
{

    [SerializeField]
    private Transform map;

    [SerializeField]
    private Texture2D[] mapData;

    [SerializeField]
    private MapElement[] mapElements;

    [SerializeField]
    private Sprite defaultTile;

    private Vector3 WorldStartPos
    {
        get
        {
            return Camera.main.ScreenToWorldPoint(new Vector3(0, 0));
        }
    }

    // Start is called before the first frame update
    void Start()
    {
        GenerateMap();
    }

    // Update is called once per frame
    void Update()
    {

    }

    private void GenerateMap()
    {
        for(int i = 0; i < mapData.Length; i++)
        {
            for (int x = 0; x < mapData[i].width; x++)
            {
                for (int y = 0; x < mapData[i].height; y++)
                {
                    Color c = mapData[i].GetPixel(x, y);

                    MapElement newElement = Array.Find(mapElements, e => e.MyColor == c);

                    if(newElement != null)
                    {
                        float xPos = WorldStartPos.x + (defaultTile.bounds.size.x * x);
                        float yPos = WorldStartPos.y + (defaultTile.bounds.size.y * y);

                        GameObject go = Instantiate(newElement.MyElementPrefab);
                        go.transform.position = new Vector2(xPos, yPos);
                        go.transform.parent = map;

                    }
                }
            }
        }
    }
}

[Serializable]
public class MapElement
{
    [SerializeField]
    private string tileTag;

    [SerializeField]
    private Color color;

    [SerializeField]
    private GameObject elementPrefab;

    public GameObject MyElementPrefab
    {
        get
        {
            return elementPrefab;
        }
    }

    public Color MyColor
    {
        get
        {
            return color;
        }
    }

    public string MyTileTag {
        get
        {
            return tileTag;
        }
    }
}

A: I am sure you are creating an endless loop with for (int y = 0; x < mapData[i].height; y++)


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The pharmaceutical rumour mill is still spinning with the latest speculation that UK drug major GSK is interested in Botox manufacturer Allergan causing the US firm's share price to leap 13 per cent on the New York Stock Exchange.
The global economic downturn, impending blockbuster patent expiries and the wave of consolidation sweeping the pharmaceutical industry will drive demand for Patheon's restructuring service according to CEO Wesley Wheeler.
Dermatology drug specialist Stiefel Laboratories may be looking for a Big Pharma buyer according to various media reports.
The year of the mega-merger continues with Merck & Co's move to buy Schering-Plough for $41.1bn, with the intention of boosting its pipeline, entering new markets and creating a "powerful biologics presence".
Merck & Co is to buy fellow US drug major Schering Plough for $41bn (€32.6bn) to boost its pipeline in the face of impending patent expiry for key products.
Genentech believes a far-sighted approach to patent expiration, unique and life saving drugs and an unrivalled scientific culture will protect it from recession and ensure greater growth than Roche envisions.
Indian generics firm Piramal Healthcare says it "has no intention to dilute current ownership levels," but has not commented on rumours that it is in talks with French firm Sanofi Aventis.
Genentech used its investor meeting to retaliate against criticisms made by Roche, saying it will debate its financial model "anywhere, anytime with anyone".
The Indian pharmaceutical and biotech sectors may see more M&A activity this year with rumours that GSK, Sanofi Aventis and Merck KGaA are on the look out for potential deals.
French drug major Sanofi Aventis is in talks about taking over market leading Brazilian generics firm Medley, according to reports the country's Valor Economico newspaper.
New Sanofi Aventis chief Christopher Viebacher has virtually ruled out major acquisitions, eschewing the trend started by Pfizer's $68bn (€53bn) swoop for Wyeth in favour of an anti-mega merger stance like that adopted by UK rival GSK.
The strained relationship between Genentech and Roche has been revealed in a SEC filing, which details their differing valuations and accusations of misleading financial models.
Australian packaging company Amcor is in talks with mining giant Rio Tinto about buying part of the latter's Alcan Packaging Division, confirming speculation that emerged late last year.
Roche has stepped up its pursuit of Genentech, launching a hostile bid of $42bn after growing frustrated with the lack of progress over the past six months.
Pfizer's $68bn swoop for Wyeth looks set to start an epidemic of merger madness according to comments by Frost & Sullivan (F&S) analyst Shabeer Hussain.


A white Georgian grape more properly called Mtsvane Kakhuri, because it comes from the Kakheti region. There are half a dozen Georgian white grapes with Mtsvane in their name, for the same reason that so many Spanish and Italian white grapes have names beginning "Verd…": mtsvane means green in Georgian.
But this is the main one, and the one that will be in the bottle if the label says simply 'Mtsvane'. It's the second most planted white variety behind the equally unpronouncable Rkatsiteli, with all the others (and there are hundreds) trailing in the distance. You say it (roughly) "mits-VAR-nay" but the 'i' isn't really there. The 'm' and 't' are barely voiced; outsiders hearing the word for the first time could be forgiven for thinking it's pronounced "svar-nay", although not by Georgians!
More aromatic, fruitier and fuller-bodied than Rkatsiteli (with which it is often blended), it can attain high sugar levels while retaining good acidity, making it especially suitable for sweet wines. It can also make excellent dry whites provided its tendency to oxidise is controlled. These tend to be crisp, citrussy wines with tree blossom aromas and orchard fruit flavours. Perhaps paradoxically, it's also a preferred variety for making qvevri whites, which are inherently somewhat oxidised. These tend more towards peaches and nuts.


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text:
'I been killing his kind,' says man during racist rant at AT&T
April 18, 2019 at 8:08 AM EDT - Updated April 18 at 8:09 AM
FRIENDSWOOD, TX (KTRK/CNN) - Cellphone video captured a racist rant at an AT&T store in Texas.
A customer berated a store employee all because he had to run a credit check.
The incident was caught on camera and the police were quickly on the scene.
"I'm going to have to ask you to stop being rude," the store employee Mo said to the irate customer.
"I haven't been rude yet," said the customer identified as Joey Christian. "You haven't seen rude yet. I promise you."
That was a promise that Christian intended to keep.
Cellphone video shows Christian continuing to yell at Mo.
"He came into the store loud and yelling already," Mo said after the incident.
Christian was demanding to speak to a manager because Mo asked to see identification for a credit check.
And then things got much worse.
"I really don't give a (expletive) about some little peon Arab who actually doesn't even belong here," Christian said on cellphone video. "People like this are the reason our country is going to what is going to. Cause I been killing his kind for longer than you've probably been alive."
"I kept my cool and tried to be as calm as I could," Mo said after the incident.
Mo said he's seen racism before so he wasn't all that surprised by this.
But he was grateful for the customer who helped.
"That lady was a blessing, she called the cops," Mo said. "She gave me the video, and without her, I think he would have got to walk away scott-free."
The customer stalled and kept Christian talking because she had a surprise of her own.
"We were actually trying to get service," the customer said on cellphone video.
"Oh, sweetie, you're fine, I thought you worked here," Christian said to the customer.
"Uh, OK, and I called the police," the customer replied.
Christian was arrested for charges of public intoxication and disorderly conduct.
Mo said he hopes some good can come from this.
"People don't realize they can't come out like that and have that kind of anger and that kind of tone with people especially in retail jobs because I see it all the time," Mo said.
Copyright 2019 KTRK via CNN. All rights reserved.


In an overall effort to insure more Americans, "pay or play" mandates appear to be a part of the Obama administrations health care reform efforts. While this legislation is still in its infancy, it is moving quickly as Congress attempts to draft a bill before summer recess.
Mandates already exist in the State of Massachusetts, but this legislation would encompass the entire country – affecting employer based groups as well as individuals. Accessing fines to those who are non-compliant should work well to get more individuals, families and groups insured, but it is unclear as to whether this will lower the overall cost of health care.
How Much is the Employer Health Insurance Fine?
Should this legislation pass, employer based groups with 50 employees or more not offering group health insurance would be fined $750 per year per employee. Any collected fines would be theoretically paid to the federal government and used to subsidize health care reform measures.
How Much is the Individual Health Insurance Fine?
Individuals without medical coverage would be accessed a fine ranging from $250-$1000 dollars. At this time, the penalty amount is unclear although most agree that the fine would be closer to $250 per year. Those with low income or who are considered hardship cases would be exempt from the penalty or otherwise be subsidized through government programs.
Legislation would also force health insurance carriers to offer insurance to all regardless of any preexisting conditions. Health insurers would no longer be allowed to choose only the healthiest of Americans to insure. In a nutshell, applicants could no longer be declined due to poor health history.
Additionally, either a government run insurance option or so-called health exchange could be part of any bill. This proposal has met strong backlash from Republicans and private health insurance carriers alike as worries mount over tax payer costs and the ability for private insurers to compete. Another option proposed would be to create a non profit insurance carrier to compete with private companies.
It is difficult to guess what the final draft will look like as health care reform legislation passes through the House, Senate and ultimately to the President, but it is sure to contain mandates, fines and/or penalties of some kind. Most likely, employer groups who do not currently offer insurance to their employees will need to move quickly in order to become compliant. Individuals and families will have more options to purchase health insurance from either private, public or non-profit carriers.


text:
OCC Nudges Banks on Climate Change
By Matt Kelly | November 10, 2021 | 0
One of the country's top banking regulators has outlined five questions that large banks' boards should be asking about climate change, with a notable nudge that the banks' management teams "hopefully should be able to answer these questions with greater accuracy and confidence" within 12 months.
In other words, get on with things, banking industry. Your regulators want to start seeing progress.
The remarks came Monday from Michael Hsu, acting chief of the Office of Comptroller of the Currency. OCC said Hsu's comments were intended "to promote and accelerate improvements in climate risk management practices at their banks." They come on the heels of the COP26 global climate summit in Scotland, but otherwise weren't tied to any specific climate change announcement from the Biden Administration.
Anyway, Hsu offered five questions that the boards of large banks should be asking their management teams these days:
What is our overall exposure to climate change?
Which counterparties, sectors, or locales warrant our heightened attention and focus?
How exposed are we to a carbon tax?
How vulnerable are our data centers and other critical services to extreme weather?
What can we do to position ourselves to seize opportunities from climate change?
As we mentioned earlier, Hsu didn't expressly say that boards must ask these questions, or that banks must be able to provide clear and specific answers. But he did say that banks should start factoring climate change risks into their risk management calculations, and that OCC plans to issue "high-level framework guidance for large banks on climate risk management" by the end of this year.
Hsu's remarks also follow pronouncements from the Biden Administration earlier this year that financial regulators will start paying much more attention to climate issues, and that consequently, banks will need to start doing the same. So we're getting closer to specific compliance obligations, but not fully arrived yet.
The Most Important Climate Question
Among Hsu's five questions, and the commentary he provided with them, the one that came closest to describing a risk assessment methodology was the first: What is the bank's overall exposure to climate change? Hsu recommended that banks try to answer that question by developing scenario-planning capabilities that could tinker with various climate change possibilities.
These are my examples rather than Hsu's, but consider: What if all the bank's real estate investments within 20 miles of the coast were devalued by 20 percent due to rising sea levels? What if investments in coal or natural gas developments turned into stranded assets with little or no value, as society moves to embrace clean energy? What if extreme weather events keep pushing up the cost of recovery from those disasters? (The total cost of U.S. weather and climate disasters has exceeded $690 billion in the last five years, Hsu noted.)
Hsu compared that scenario-planning to the Comprehensive Capital Analysis and Review (CCAR) stress tests that large banks already undergo with the Federal Reserve. The Fed devises various economic scenarios from rosy to disastrous, and then tries to understand which banks might pose systemic risk to the U.S. financial system under what adverse conditions. Bank boards should undertake the same sort of stress-testing analysis, Hsu said, for climate change.
"Banks can and should engage in what I call 'small s' scenario testing — that is, asking more granular 'What if?' questions that directly affect parts of a bank's portfolio," Hsu said. "For banks with strong risk management capabilities, this is bread-and-butter stuff … Boards should push senior management hard to develop scenario analyses, both top down and bottom up, as doing scenario analysis well takes time. But time is running out."
If you want more specific examples of climate change scenarios that you could plan against, try using material from the Network for Greening the Financial System, a coalition of central banks and financial regulators. The NGFS published a bundle of scenarios and related material earlier this year that you could shoehorn into risk management models you might be developing.
Hsu's point about scenario-planning for climate change is valid for any company, regardless of whether you're in the banking sector. Banks in particular, however, already should have risk modeling capabilities for CCAR compliance and other concerns — so you folks should, in theory, be able to move quickly on integrating climate risks into your analyses too.
Other Points in the Other Questions
Hsu's other four recommended questions are all meant to help boards sharpen their thinking about climate change risks. For example…
Which counterparties, sectors, or locales warrant our heightened attention and focus? Boards should assess two types of risks here. First are the physical risks of climate change that might arise from regions battered by extreme weather or rising sea levels. Second are transition risks, as the world moves away from fossil fuels and toward green energy. A bank might, for example, find that some of its major markets in coal country are no longer lucrative, or that large clients have balance sheets suffering with stranded assets no longer worth what they once were.
How vulnerable are our data centers and other critical services to extreme weather? This one is pretty self-explanatory. Indeed, large banks that also operate broker-dealer subsidiaries are already subject to FINRA rules requiring broker-dealers to plan for extreme weather events, pandemics, and the like; to assure that the firms can maintain customer service. So you could review business continuity and disaster recovery plans to see how much those documents incorporate climate change scenarios in their planning.
What can we do to position ourselves to seize opportunities from climate change? Hsu's not wrong to note that astute firms will be able to turn a pretty penny from our future climate strains. He says it best: "Just as strong credit risk management capabilities can provide the assurance and confidence needed for a bank to make risky credit decisions prudently, strong climate risk management capabilities can enable the same prudent risk taking with regards to climate-related business opportunities."
What to Do With Hsu's Comments
For bank boards to address climate change effectively, they need to assign responsibility for it. That is, some committee of the board has to put climate change into its charter and those directors need to start asking questions about the subject.
That might be a bit tricky, since climate change could fall under the jurisdiction of several committees — and of course, when anyone can take responsibility for a problem, that often means that nobody does.
For example, Bank of America has both a Corporate Governance, ESG, and Sustainability Committee, and an Enterprise Risk Committee. But neither committee actually mentions the word "climate" in its charter.
The governance and ESG committee charter does say the committee should review BofA's "ESG and sustainability strategy, initiatives and policies; and receive updates from the company's management committee responsible for significant ESG and sustainability activities." Meanwhile, the enterprise risk committee charter says that committee should oversee management activities "with respect to capital management and liquidity risk," including those CCAR stress tests.
Well, as Hsu outlined in his comments, climate change risks could fall into either category. So first and foremost, a bank board of directors needs to figure out whether such dual oversight is efficient and productive. My gut tells me Hsu would say no, it isn't.
I also can't help but notice that Hsu's comments are just that: comments. They're not guidance; they're not rules. So perhaps his five questions are just a warm-up exercise to capture board directors' attention during the Q4 meeting. After all, Hsu did also say that OCC will be providing more specific "high-level framework guidance for large banks on climate risk management" by the end of this year. Maybe he's priming the audience for the bigger stuff still on its way.
Posted in News and tagged banking, climate change, occ


text:
Champions-only could change the face of Europe
THE UEFA Champions League resumes very shortly and the last 16 this season is a very predictable mix of teams from the big five leagues – four from England and Spain apiece, three from Germany and Italy and two from France. The league leaders of each are included in the 16.
It's actually an ominous picture, the continued polarisation of the European game. Over the past decade, a least 11 of the 16 clubs in the last 16 have come from the five major leagues. This season is the first time that the figure has reached 100%.
Increasingly, people are questioning the Champions League as it includes so many teams that are not the reigning champions of their domestic leagues. Liverpool, who will undoubtedly clinch their first Premier League title this season, won the Champions League last season after finishing fourth in 2017-18. They became the 11th non-champion to win the competition since it expanded, the first to claim such an honour was Manchester United in 1998-99.
Non-title winners lifted the European Cup a number of times as holders of the cup: Real Madrid in 1957 and 1960; Inter Milan in 1965; Ajax in 1972; Bayern Munich in 1976 (after finishing 10th in 1975 in the Bundesliga); and Nottingham Forest in 1979-80.
As good as the Champions League can be, the damage being done to European football's eco-system could prove fatal
If UEFA had not changed the format of their premier competition in 1997-98, the top champion club would have been very different to those who actually lifted the trophy. In 2018-19, the "champion" that went the furthest in the Champions League was Barcelona, an achievement they've managed four times since 1997-98 (2018-19, 2012-13, 2011-12 and 2005-06).
There would be no Real Madrid dominance in the 2010s if La Liga entrants were limited to the top club. Real have been the last man standing just twice since the UEFA expansion – in 2017-18 and 1997-98. Bayern Munich have been very consistent, hanging in there the longest of all competing champions in 2015-16, 2013-14, 2000-01 and 1999-00. Juventus, too, have a strong record, being the most durable top side in 2016-17, 2014-15, 2002-03 and 1998-99.
The rationale for broadening the Champions League was largely a commercial decision but was also aimed at raising the quality and profile of the competition. It is hard to create a shock result and even more difficult and unlikely for a surprise winner to emerge. The structure is designed to be as near to a league as possible, and as we know, leagues will always be won by the best team, while knockout competitions can spring a one-off and an upset. Who were the last "surprise" winners of the Champions League? It was probably Chelsea in 2012, or maybe Liverpool last season, who won a final between the two lowest-placed participants in the qualifying campaign (3rd and 4th in 2017-18) since the competition's expansion.
The Champions League is a riveting competition, despite all the pomp and circumstance and the gearing of the system towards the big clubs. UEFA wants flagship clubs to reach the final from a showpiece, commercial and prestige perspective. This season, UEFA have a good chance of another clash of the titans – Real Madrid and Barca are still there and big guns like Bayern, Juventus and PSG are also still involved.
That's all very well, but the original idea by L'Équipe and Gabriel Hanot was for champions to come face to face. The competition really gets interesting when the two-legged knockout stages get underway. And the swollen Champions League has all but killed the Europa League because it has taken all the cream from European football. This makes the Champions League an all-consuming cash cow grazing on elite football. Meanwhile, the Thursday night club looks and feels like a second-rate apology at times – not even UEFA seem convinced.
But UEFA probably won't change things too dramatically because TV and the big clubs won't let them, but the governing body would do well to explore the possibility of trimming down the Champions League and dispensing with the groups in both major competitions. Bring back the element of the unexpected.
The tragedy of it all is that everyone knows what's wrong with football but nobody will move to solve the problems. While the cash keeps rolling in, there is little motivation to enforce change. As good and absorbing as the Champions League is, it is damaging the rest of football and before too long, the dominoes will start to fall. We are already seeing the early signs.
Photos: PA
February 1, 2020 February 2, 2020 Europe, Lead, Liverpool, top slot, UEFA, UEFA Champions League
One thought on "Champions-only could change the face of Europe"
onyourbikeweb says:
A sad reflection of a once-proud competition between true champions. I like many will savour the memories of European club knock-out football when it truly was a beautiful game!
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Griffen Outhouse and the Victoria Royals downed Carsen Twarynski and the Kelowna Rockets 6-1 in WHL action -Image: Marissa Baecker/Shoot the Breeze
Royals ground Rockets in weekend opener, teams tied for first
Victoria wins 6-1 in the first of three games in four days against the Rockets
Warren Henderson
Feb. 9, 2018 10:00 p.m.
The Victoria Royals downed the Kelowna Rockets 6-1 Friday night at Save on Foods Memorial Arena in the first of three games in four days between the B.C. Division rivals.
Tyler Soy had a goal and four points and Matthew Phillips scored twice for the Royals (33-19-3-1) who pulled into a tie for top spot with the Rockets (33-17-3-1), who have lost three of their last four games.
Dillon Dube, with his 24th of the season, scored the lone goal for Kelowna in the second period.
Brodan Salmond stopped 21 of 25 shots in the Rockets net before being replaced by James Porter to start the third period, who made 13 saves on 15 shots.
It was Porter's first action since Jan. 13 after being sidelined with an upper body injury. Each team finished with 40 shots on goal.
Forward Erik Gardiner played for the Rockets for the first time since October, a span of 39 games.
Gardiner, 19, was struck on the helmet by a puck while blocking a shot late in the third period of a 4-3 overtime victory over Tri-City.
The Rockets and Royals will battle again Saturday night in Victoria, before finishing up the three-game set Monday afternoon at Prospera Place. Face is 2:05 p.m.
Canadians lukewarm about Olympics without NHL: poll
After Rugby World Cup qualifying loss, Canada looks to rebound against the U.S.


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Contemporary Sex Comedy 'The Boomerang Effect' at Odyssey Theatre is a Guilty Pleasure
By Mia Bonadonna
Published Mar 29, 2012 12:00 AM
Emerson Collins and Jonathan Slavin in 'Boomerang Effect' (photo by Ed Krieger).
Matthew Leavitt's contemporarily humored new play The Boomerang Effect is playing at Odyssey Theatre. This arched framework of vignettes features five fighting couples impacted by the unanticipated consequences of their actions and interactions. Each scene and couple is connected through slight references to varying degrees of separation. Leavitt's sex comedy is undeniably well-written, entertaining and amusing with lots of honest insight into the disillusionment that comes with being young, educated, and underemployed...yet its scope is quite narrow. The Boomerang Effect is a bit of a guilty pleasure—fun to watch, but it won't leave you feeling enriched in any meaningful way.The ensemble cast of The Boomerang Effect is talented, but some outshine the others. Jonathan Slavin plays David, an unemployed man with a floundering marriage and career punctuated by a festering Words with Friends rivalry. Slavin is a sharp and spirited performer with impeccable comedic timing that gets the lion's share of genuine laughter from the audience as he engages every element of himself to give rise to his character. In the short-tempered role of Stephanie, Kim Hamilton infuses her character with brightness and intensity that culminates into for a an efficacious and believable portrayal. The scenes with the Kat Bailess (as Julie) and Charles Howerton (as Alexander) are particularly juicy as the pair dukes it out in a deliciously premeditated power scheme. Bailess is gutsy and electric, while Howerton is poised, subtle and potent.
Joel Bryant and Liza de Weerd
Under Damaso Rodriguez's well-orchestrated direction, The Boomerang Effect is enticing and playful. The lighting, set and costuming elements of this production are simple and not particularly artful, but absolutely appropriate for a play that depicts geographically local, modern characters dealing with the private aspects of their lives within the comforts of their own home. This reviewer has only one real bone to pick with The Boomerang Effect and that is that this staging seems to pander to a white, middle-class, and largely superficial demographic that is a better reflection of people at an Orange County mall than the actual and lovely diversity of Los Angeles.
The Boomerang Effect is playing at Odyssey Theatre through April 29. Tickets are $25 to $30 and available online or via phone at 310-477-2055.


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Russia unveils new maritime defence system
Russia has unveiled a new maritime defence system featuring surface, underwater and flying robots, to the Defence Ministry, a defence official has said.
Speaking at the Defence Ministry-organised Innovation Day exhibition, Morinformsystem-Agat general director and chief designer Georgy Antsev was quoted by RIA Novosti as saying: "The global (maritime defence) command and control system, which we are developing, is ready for a large-scale testing phase.
"The global (maritime defence) command and control system, which we are developing, is ready for a large-scale testing phase."
"A patrol ship or submarine[s] are not always capable of monitoring large regions, while an integrated information control robotic system may solve tasks related to the defence of whole regions, as well as providing navigation in difficult conditions."
The system consists of remotely-controlled patrol boats, unmanned aerial vehicles, a range of different floating beacons and sensors, as well as monitoring, communications and data-management.
According to Morinformsystem-Agat, the robotic systems can be used to perform missions such as the detection of non-static underwater objects and their positioning, as well as guard missions for sea areas of interest and search and inspection of sunken objects.
The systems have been designed to carry out online monitoring of sea areas, a wide range of hydrographic surveys and searches for mineral and biological resources.
The company said that the robots may be integrated with either traditional internal combustion engines or solar or water-energy powered engines.
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Founded in 2012 and based in New York, Emm Kuo is a designer accessories brand founded by Emmaline Kuo Ranzman. Appreciation for quality materials and a strong integrity to design and workmanship are the main principles behind the Emm Kuo accessories line. Architectural influences, strong textural contrasts and clean shapes render the collection modern yet classic. The Emm Kuo brand aims to create accessories that are a harmonious mix of style, sophistication and versatility. Each piece is treated like a work of art; intertwining only the most luxurious European leathers, exotic skins and customized hardware in a intricate, but understated way. Born in Taipei and raised between Hawaii, New York and Hong Kong, Emmaline Kuo Ranzman developed an early love of travel and appreciation of world cultures that has left an indelible mark on her design aesthetic.


Do you know why technology giant Apple has been able to earn the numero uno position among its peers and scale new peaks every year? It was a result of a small change which won big results for the company.
When Steve Jobs took over reins the second time around, he shrunk the company's product basket to five core products as he felt that lighter the product bouquet the faster the company would be able to sprint.
Critics would claim that a limited product basket increases the chances of heavy losses if even one product fails to click with buyers. But Jobs proved them wrong and he wasn't the only one to follow a focused approach.
Legendary tales of the focused approach are often recounted in the world of equity investments too. Celebrated equity investor Warren Buffett has demonstrated the miracle of betting on few horses than is usually advocated.
The top five investments made up nearly 65% of his total portfolio.
But aren't lay investors incessantly nudged not to put all eggs in one basket? Well, results thrown up by our research concludes that splitting the eggs in too many baskets – also termed as diversification in – doesn't always reduce the risk.
Putting all your eggs in the same basket means you should have identified the right basket and you should work overtime to ensure that basket is safe. On the other hand, putting your eggs into too many baskets in the name of diversification puts an onus on you to identify many more baskets.
The study of risk associated with open-ended equity schemes measured using standard deviation strongly points out that a broader portfolio doesn't reduce risk. Standard deviation captures the performance swings of a scheme. The higher the fluctuations in a fund's returns the greater will be its standard deviation. So, if a fund has an average return of 15% with a standard deviation of 4% then most of the times the returns of the fund would be between 11% (15%-4%) and 19% (15% +4%).
For the ease of comprehension, we call the schemes that held less than 25 stocks as focused, the ones that held 25-50 stocks as diversified and those beyond 50 stocks as over-diversified (they should be really called "spray-and-pray" because no one can profess to thoroughly conduct bottom-up research on over 50 companies at the same time).
The data shows that focused or concentrated portfolios (having less than 25 stocks) have generated higher average returns and their standard deviation as a measure of volatility is not significantly higher than the other schemes. On the other hand, there's nothing to really pick between schemes that were supposedly diversified and had between 25 to 50 and over 50 stocks as two separate groups. In fact, the average return for >50 group is same as the 25-50 group and there is no decline in standard deviation as a measure of volatility.
If we peg this standard deviation against the returns, we realise that there is more to gain by following a focused equity strategy. Concentrated equity schemes delivered better returns and were even able to curtail the downside during the shorter period as compared with the mixed bag schemes. In turn, these mixed bags were able to steer past equity schemes that had a larger universe of stocks.
What is ailing diversified schemes? They are facing what can be termed a problem of plenty. Splitting the apples into too many baskets forces the fund manager to spend more time on monitoring each basket rather than picking up the right apples.
If the fund manager has fewer stocks to scrutinise day-in-day-out and track monthly toplines and quarterly results, he would be able to allocate more time to cherrypick the right horse that would lead him to victory. We all know one cannot change a horse mid-race.
It is worth noting here that a fund house widened the cap of 30 stocks held by its focused scheme in 2010 to accommodate 50 stocks. The performance of the scheme among its peers slipped ever since it expanded its portfolio.
The reason is simple. If you have a limited basket to invest you would place your best bets only after doing adequate research as one wrong move could abysmally impact the returns. One can draw similarities between a fund manager and a gardener, who has to choose a handful of plants for the given area. He would always handpicked the most rewarding plants leaving out the rest as he wouldn't want the fertility and his efforts to be wasted on plants, which merely occupy space.
Similarly, a focused scheme's fund manager would dive in only if he is convinced about the business. He/she would be privy to superior information about specific market segments and players. He would then invest and nurture for long them to bear the fruits. Unless he sows a higher area (read high concentration in stocks), he won't be able to multiply the profits well.
As Indian equities come under pressure and foreign institutional investors start logging out of India in search of value, the schemes investing overseas appear attractive. But not many individuals can time this move from Indian equities to foreign equities. Also lack of awareness about foreign markets is another challenge for many. Hence it makes sense to go with a scheme that offers to invest in Indian shares as well as shares listed overseas. If such a scheme comes with a good track record, it is a good investment pick. ICICI Prudential Indo Asia Equity Fund (IPIA) fits the bill and can be looked at as a core portfolio holding with a minimum three years view – longer the better.
IPIA was launched in October 2007. As on March 31, it has an asset size of Rs 151 crore. The scheme is benchmarked against 65% CNX Nifty + 35% MSCI Asia ex-Japan Index. Sankaran Naren, Atul Patel and Shalya Shah are the fund managers of this scheme.
The fund intends to invest 65% to 95% of the money in shares listed in India. Up to 35% money can be invested in Asia Equity Fund.
IPIA sticks to fund route when it comes to taking 'Asia' exposure. As of March 31, 25% money was invested in Eastspring Inv Asian Equity Fund. Remaining money is invested in Indian shares along with 2.7% exposure to short term debt and other current assets. Banking and finance, services and automobiles are the top three sectors with 26.18%, 10.24% and 9.08% respectively. These three sectors account for 45.5% of the scheme. There are 21 stocks in Indian stock portfolio. Hence the portfolio can be termed as concentrated portfolio if compared with other portfolios of the fund house and the industry average.
Fund managers have built a portfolio that offers exposure to companies of varying sizes. Though this is a concentrated portfolio, sector diversification and focus on quality ensures that investors are not taking undue risks. The fund managers avoid taking exposure to companies that come with highly leveraged balance sheets. Fund managers believe in continuing their Asia exposure as long as they find it attractive.
Over three and five year time period IPIA has given 26.6% and 17.7% returns respectively. The fund has beaten the category average for international funds and Nifty by a good margin. Do refer table for better understanding of the performance numbers.
Source: Moneycontrol.com / All numbers are annualized.
The scheme did well compared to peers.
Source: Moneycontrol.com /All numbers are annualized.
Scheme has done well across time periods. IPIA also managed to contain downside in bad times like CY2011, when it lost 15.05% as compared to 24.62% loss in Nifty. The scheme is not solely dependent on Indian markets. This diversification has helped the fund post better risk-adjusted returns in the long term.
As this scheme invests in shares, it must be seen as a high risk investment. Exposure to mid-sized and small sized companies may cause some intermittent volatility due to concentrated bets the fund managers have taken. Sudden fall in stock markets across Asia can lead to loss of capital in this scheme. Also the scheme can underperform broader Indian equity markets in case of euphoric up-move in very short time period.
For investors keen to take a three year view on Indian equities and looking for some amount of diversification beyond Indian equities, this can be a good investment vehicle. IPIA is treated like an equity fund for the tax purpose as it invests minimum 65% of money in Indian equities. If you hold on to the investments in this scheme for more than one year, capital gains earned on this scheme are tax exempt. It is better to invest through systematic investment plan to benefit from stock market volatility.
Inflation may be down but a major expense of the average Indian household is growing at a fast clip. The cost of higher education is already high and rising at 10-12% a year. Children's education is one of the biggest cash outflows that families must plan for. A four-year engineering course costs roughly `6 lakh right now.In six years, the cost is likely to touch `12 lakh. By 2027, it would cost `24 lakh to get an engineering degree.
Lifestyle inflation, too, has affected the cost of children's education. "As your standard of living rises, it affects the decision about where you send your children for higher education," says Vishal Dhawan, chief financial planner, Plan Ahead Wealth Advisors.
The question worrying Indian parents is: will they be able to fund their children's higher education? They can, if they plan ahead and take the right steps. We look at the challenges parents face while saving for their child's education and how they can be overcome.
One obvious solution is to start saving early. The individual will not only be able to amass a larger sum, but the money will also gain from the power of compounding. A corpus of `1 crore may seem daunting, but it's possible to save this amount with an SIP of `9,000 for 18 years in an equity fund that gives a 15% return. "Since the rate of education inflation is so high, you need compounding to work for you over a longer period," says Vidya Bala, Head of Research at Fundsindia.com.
A delayed start not only yields a smaller corpus but can also jeopardise other financial goals. If you start investing for your child's education in your 40s, you are likely to fall short of the required amount. Often, parents dip into their retirement savings to fill the gap, but this can be a risky move.
Parents must also invest right to get optimum resturns. Equity mutual funds, for instance, have delivered average annualised returns of 16.5% in the past 10 years. However, equity investment is not everybody's cup of tea. This year's DSP BlackRock Investor Pulse survey shows that though Indians have a high propensity to save and invest, they still seek safety. Almost 52% of the 1,500 respondents said they wanted guaranteed returns from investments.
However, if you have 15-18 years left before your child starts college, equity funds should be the preferred invest ment for you. Over such a long period, the volatility in returns is flattened out.If you have the risk appetite, your allocation to equities can be as high as 75%. The balance 25-30% of the portfolio can be in safer options like the PPF, bank deposits and tax-free bonds.
If you have a time horizon of less than five years, you will have to rely primarily on fixed income instruments, which are likely to offer a lower rate of return. However, these offer guaranteed returns and safety of capital. In the short term, these factors become very important.
Once your portfolio is in place, you need to review it at least once a year.You should also check whether the amount required for meeting the goal has changed. "Education goal has two components: tuition fee and cost of living. Any of these could rise faster than anticipated. You need to find out whether the 12% inflation rate that you have assumed is realistic," says Dhawan.
Next, check whether your portfolio is on track to meet the goal. Bala suggests using step-up SIPs. "Raise the amount invested in line with your salary increments," she suggests.
If a fund is lagging, do not sell it immediately. Stop your SIP in that fund and start it in another better performing fund. Watch the performance of the laggard for 3-4 quarters and only then decide to sell it. Rebalance your portfolio at the end of each year. Rebalancing essentially entails selling an outperforming asset and investing the proceeds in one that is underperforming. By doing so, you curtail the risk that your portfolio could face due to over-exposure to a particular asset class.
Approaching the goal The investment process is never static.We have suggested equity funds for those with an investment horizon of over 12-15 years. However, five years before your goal, you should start shifting money out of equities to the safety of debt. Start a systematic transfer plan from your equity fund to a short-term debt fund (average maturity of 1-3 years).
Keep in mind that the date of your child's admission to college is fixed.You can't let a downturn in the stock markets jeopardize your child's college education.


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Quick Review: Disney's The Jungle Book (dir. by Jon Favreau)
Posted on April 19, 2016 by Leonard Wilson
Without giving away the film, I haven't much to say about Disney's The Jungle Book other than I enjoyed it. Granted, it's one that's been done a number of times.
When the trailer for Disney's The Jungle Book was released, I was happy for it. It was good to see Jon Favreau back to directing bigger productions. After the misstep of Cowboys & Aliens and the success of Chef , it seems like he's really back on track in a big way. That was my reason for seeing the film this past weekend.
Note that I've never seen the Disney Animated Version of The Jungle Book. I can't really make any comparisons, other than the music, having listened to songs as a kid.
The Jungle Book is the story of Mowgli (newcomer Neel Sethi), a young boy who lives in the jungle and is raised by both a pack of wolves (lead by Lupita Nyong'o and Giancarlo Esposito) & a Panther named Bagheera (Sir Ben Kingsley). Evil rears its ugly head in the form of a Tiger named Shere Khan (Idris Elba), who wishes to have Mowgli killed because he knows how dangerous he can become once grown. Can the pack protect him, or will have have to find a way to save himself? That is pretty much what you need to know about the plot. I felt the movie had a number of comparisons to the Lion King (and even one reference to Return of the Jedi). Still, it manages to move at a good pace. Unlike Batman v. Superman: Dawn of Justice, I didn't find myself rolling my eyes or counting the minutes until a bathroom break appeared.
Casting in the Jungle Book is pretty good. There's hardly a cast member out of place, though not everyone is given a great deal of screen time. It is Mowgli's story, after all. Idris Elba is menacing as Shere Khan. Scarlett Johannson (Chef, Iron Man 2) plays Kaa the Snake and has a song on the score. Bill Murray's Baloo is cute and cuddly, but the biggest casting surprise has to be Christopher Walken as Big Louie. The film even manages to contain a few musical numbers, though I don't know if it could be classified as a musical. Those moments are few and far between.
Visually, The Jungle Book is downright beautiful. The animals are rendered so well (in some cases) that one might suspect they had actual animals on hand for a reference or at least some on set. It's still early, but this is a movie I'd tuck away until the next awards season, at least where the Visual Effects are concerned. The 3-D version of the film has some great moments, but I wouldn't consider it a requirement to actually see it in this format.
Some elements early in the film may be frightening for the youngest of viewers. Tigers are meant to be scary, so Shere Khan definitely worked for me. The same goes with Kaa and with Louie. Overall, The Jungle Book is set to be a major hit and it's nice to see Favreau with a directorial win.
This entry was posted in Film Review, Uncategorized and tagged Ben Kingsley, Bill Murray, Christopher Walken, Disney, Giancarlo Esposito, Idris Elba, John Debney, Jon Favreau, live-action, Lupita Nyongo, Neel Sethi, Quick Review, Scarlett Johansson, The Jungle Book. Bookmark the permalink.
20 responses to "Quick Review: Disney's The Jungle Book (dir. by Jon Favreau)"
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Biografia
Figlio di Sir James Cockburn (1729-1804) e della sua seconda moglie Augusta Anne Ayscough. All'età di 14 anni iniziò il suo interessamento per il mare che rapidamente lo portò alla Royal Navy. Si distinse durante le guerre napoleoniche. Comandò diverse fregate e Sloop-of-war.

Nel 1809, al comando delle forze navali contribuì notevolmente all'invasione della Martinica. Nella Guerra del 1812 era contrammiraglio al servizio di John Borlase Warren ed in seguito di Alexander Cochrane. Operò insieme al generale maggiore Robert Ross in alcune azioni militari dove si distinse.

Trasportò Napoleone sull'isola di Sant'Elena nel 1815.
Tra i suoi discendenti vi sono il giornalista Alexander Cockburn e l'attrice Olivia Wilde.

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Bibliografia

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George Cockburn
George Cockburn