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The Sky May Be The Limit
Something very unusual happened May 2: When auto makers released April U.S. sales results, Toyota Motor Corp. was in the red. Vehicle sales for the No.1 global auto maker fell 4% behind year-ago on a volume basis. Fellow Japanese auto makers Honda Motor Co. Ltd. and Nissan Motor Co. Ltd. also saw U.S. deliveries slump.
Christie Schweinsberg | Aug 01, 2007
Something very unusual happened May 2: When auto makers released April U.S. sales results, Toyota Motor Corp. was in the red.
Vehicle sales for the No.1 global auto maker fell 4% behind year-ago on a volume basis.
Fellow Japanese auto makers Honda Motor Co. Ltd. and Nissan Motor Co. Ltd. also saw U.S. deliveries slump.
Toyota blamed a weak month overall, but the blip got tongues wagging.
Was the April drop-off a sign mighty Toyota and its Asian rivals were not infallible after all? Were they finally running out of momentum?
As a group, Asian auto makers, including South Korea based-Hyundai Motor Co. Ltd., Kia Motors Corp. and the smaller Japan-based Mitsubishi Motors Corp., Suzuki Motor Corp. and Mazda Motor Corp., have seen their U.S. market share surge to 42.9% in the year's first half, from 23.7% in 1996.
After gobbling up market share from the Detroit Big Three for the past 10 years and adding capacity in North America at a breakneck pace, could they all finally be running out of steam?
May and June brought a flurry of speculation, when circumstantial evidence began piling up that Asian auto makers finally had peaked in the U.S.
Unfortunately for Detroit's Big Three, as well as industry pundits who were selling the Asians short, the speculation abruptly ended with the release of June sales.
The Asians were back on track, and April's troubles now look like little more than a bump in the road.
While the top four Asian OEMs in the U.S. each are indeed struggling with specific problems, nothing appears to threaten continued market share gains.
And, lumped in with European OEMs, they now are barreling toward an unprecedented 50% share of the U.S. market, perhaps as soon as August.
North American production for Toyota, Honda, Nissan and Hyundai/Kia will continue to rise as well. Together, they will be producing 5,635,994 vehicles in the U.S., Canada and Mexico by 2014, up almost 1.4 million units from 2007, according to Ward's data.
"If someone told us 20 years ago that Toyota would have stronger retail share than anybody but General Motors (Corp.) and was working on its eighth assembly plant in North America, they would have been called crazy," says Michael Robinet, vice president-global vehicle forecasts, CSM Worldwide Inc.
CSM's forecast sees each of the top four Asian OEMs continuing to increase market share over the next five years.
Rebecca Lindland, director of industry research-Global Insight Inc. agrees, although she says growth likely will be slower than the swift ramp-up of the past 10 years.
"A lot of (the Asian OEMs) growth over the past decade has come from penetrating new segments, and there are not that many new segments left," she points out.
What's more, an increasing number of cracks in Toyota's armor are appearing and drawing more scrutiny from the media now that the auto maker is in a battle with GM for the title of world's No.1 auto maker — especially after the year's first-half global sales results found GM only 42,000 units shy of Toyota's 4.716 million tally.
The launch of the '07 Tundra also has put Toyota under the microscope as never before. Most consider the fullsize pickup the most credible effort yet at breaking into Detroit's last and most important stronghold.
Since it first established a sales arm in the U.S. 50 years ago, Toyota's ascent has been breathtaking. Forecasters expect the trend to continue, even as company insiders publicly say a slowdown is looming.
CSM forecasts a 3.5% increase in Toyota's market share between 2006 and 2012, from 15.3% to 18.8%, the biggest increase for the Japanese Big Three and Hyundai in that period.
The all-new Tundra will play a leading role, as the auto maker tries to carve a place for itself in the fullsize-pickup segment the same way it did in the midsize car category with the Camry.
Since launching in February, Tundra sales have climbed steadily over year-ago figures, with deliveries up 44.2% through June. However, sales of 82,840 units in the year's first half were less than half Toyota's 200,000-unit goal for Tundra in 2007, according to Ward's data‥
With the goal looming, and generous spiffs on U.S. Big Three pickups, Toyota has begun playing the incentives game heartily, with $3,000 cash back or 0% financing for up to 60 months as of mid-July on all '07 Tundras.
Such deals previously were unheard of for the auto maker, at least this early in one of its model's lifecycles.
"(Toyota has) continuously outperformed expectations on a year-over-year basis, and they did it again in June," says Jeff Schuster, executive director-global forecasting, for J.D. Power & Associates.
"But the way they got those numbers, meaning the stronger use of incentives, has been creeping into their bag of tricks," he says, suggesting a looming "incentive war" may be coming if Toyota continues to put cash on the hood more liberally than in the past.
But Global Insight's Lindland says there's no way around it: Pickup truck buyers expect incentives.
"The pickup-truck market is different," she says.
Courting buyers with this dissimilar attitude is one reason Toyota joined the sport dearest to America's heartland: NASCAR.
After earlier tiptoeing into the Craftsman Truck Series, Toyota this season signed up for NASCAR's Nextel Cup Series with the Camry.
Results so far have been underwhelming, maybe even disastrous, with Toyota 100 points behind leader Chevrolet as of mid-July.
Jim Lentz, executive vice president-Toyota Motor Sales U.S.A. Inc., maintains Toyota's entry into NASCAR wasn't a mistake.
"We got into the NASCAR arena, No.1, because we've been competitive in racing in every segment that we've been in," he says. "But most importantly, when you look at where the largest share of NASCAR fans are, they are in markets that we would like to do better."
As with Toyota, Honda also has been using incentives more liberally than in the past, largely due to weaker sales of its light trucks, excluding the compact CR-V cross/utility vehicle, that now is the best-selling model in its class.
The No.2 Japanese auto maker has been more cautious than Toyota in its U.S. market share pursuit, vowing to act responsibly, eschewing V-8 engines for V-6 and 4-cyl. mills, for example, and maintaining a higher ratio of domestic production.
Honda, with a strong commitment to small cars, has been the beneficiary of the recent rise in gas prices. Sales of the Fit subcompact and CR-V have grown 85.9% and 36.5%, respectively, in the year's first half.
"When fuel prices are topical, Honda benefits in general, not just small cars but across the board, because we either lead or are among the leaders in every segment where we compete with fuel economy," says John Mendel, executive vice president-American Honda Motor Co. Inc.
That said, Honda's Achilles' heel has been its desire to move into luxury territory with Acura.
The oldest of the Japanese Big Three's upscale brands, Acura debuted in 1986. Even in good times it was criticized as not up to Tier 1 standards due to its "Honda-plus" brand image and lack of rear-wheel-drive, V-8 passenger cars.
Acura sales through June fell 4.9%, with the top-selling midsize TL down 14.5% and the year-old RDX compact CUV running well below its 40,000-unit annual target.
Unlike Toyota's Lexus, Acura has failed to create a special image for itself, says J.D. Power's Schuster.
"We never fulfilled in our own minds the true luxury purpose of what Acura needed to be," admits Mendel: "I think in the last two years we've put a much sharper point on our vision."
Mendel points to the RDX and MDX CUVs as indicative of Acura's product direction, noting with the former that while sales are off to a slower-than-expected start, it's already splitting the segment's sales with the BMW X3, the only other vehicle Honda considers a direct competitor.
Mendel says the RL, which receives a midcycle fix next year with some significant sheet metal changes planned, isn't "as distinctive a vehicle as it needed to be and not as strong a flagship as we hoped it would be for Acura."
He is hopeful that a new dedicated design center, which opened in May in Los Angeles, will lead to unique products for Acura, separating the brand from mass-market Honda.
But J.D. Power's Schuster doesn't see an image makeover occurring anytime soon and says Acura needs a more upscale product plan.
And even though Honda has the most fuel-efficient fleet in the U.S., Toyota still has consumers convinced it is the most environmentally friendly auto maker.
Schuster says Honda's upcoming dedicated HEV, due in 2009, may prove a match for the Toyota Prius, unlike the underpowered and undersized Insight HEV. He argues it's "still not a given" Honda can be thought of in the same environmentally minded way as Toyota, though.
But Robinet predicts Honda will enjoy success with its upcoming 4-cyl. diesel engine, due in 2009, because the powerplant doesn't require a urea exhaust aftertreatment system that requires periodic dealer visits, as does Mercedes-Benz's Bluetech.
"There's no consumer interface with the diesel other than changing the oil and putting fuel in it," he says. "We joke about it, but Honda thinks it builds cars just so it can put its engines in them. Honda will always be a leader in powertrain."
Like Honda, Nissan is struggling with its luxury brand.
Infiniti, which debuted in 1989 in the U.S., is heavily reliant on the G midsize sports coupe and sedan. G35s made up 35,819 of the 63,796 Infinitis sold in the U.S. in the year's first half, according to Ward's data.
"They've been living and dying by the success of the G," Schuster says of Infiniti. "When the (G) is new the brand does well. When it starts to age a bit, the brand goes back into hiding."
On the horizon, Infiniti will launch its RDX and X3 competitor, the EX, this fall, and is developing a new flagship to replace the discontinued Q. Thomas Lane, corporate vice president-product planning and strategy for Nissan Motor, told Ward's last fall the Q didn't have a "clear enough advantage in meaningful areas."
Dominique Thormann, senior vice president-administration and finance for Nissan North America Inc., says despite a sales slump in 2006 and parent company Nissan missing its profit target for the fiscal year, the auto maker in the U.S. is "in growth mode, and that is both in the number of cars that we sell, as well as the footprint we have."
He also points out the increasing number of models in the auto maker's U.S. lineup, now at 16 from "six to seven" in 2000.
However, more than half are midsize or large body-on-frame utilities and trucks. Slowing demand for those thirsty vehicles sapped Nissan's total U.S. gains this year. While Nissan and Infiniti passenger car sales rose 18.3% through June, light truck deliveries fell 10.7%.
"They are a little too focused in the full-frame side of the business," Robinet says, pointing out Nissan doesn't build any CUVs in North America (its Nissan Murano and Infiniti FX models come from Japan, as will the new Nissan Rogue compact CUV).
"Compare that to what Toyota will have in the future, (and) I think that's something Nissan is going to have to rectify quickly," Robinet adds. Nissan suffered a black eye in the U.S. several years ago, when the vehicles built at its newest North American plant in Canton, MS: the Titan fullsize pickup truck; Armada SUV; and Quest minivan; suffered some of the worst quality of any models in the first 90 days of ownership according to J.D. Power's Initial Quality Study.
The auto maker took drastic steps, most famously by bringing in teams of engineers from Japan, to remedy the problem.
But Nissan's biggest challenge going forward may be deciding if it's a small-car or truck brand.
"(The) Titan (fullsize pickup) obviously was a miss," says J.D. Powers' Schuster. "Where they go with that in this very competitive segment is certainly going to give us a picture" of what Nissan's future brand image will look like.
Unlike Nissan, Hyundai-brand quality scores have continually improved, placing second only to luxury marques Porsche and Lexus in last year's J.D. Power IQS.
But that hasn't translated into increased sales. After eight consecutive years of gains, Hyundai's deliveries in the U.S. grew only 0.1% last year, and 2006 marked the second straight year Hyundai missed its sales targets. The brand wanted to sell half a million units by 2006; first-half 2007 sales are up just 1.1% vs. prior year.
"Interestingly, I don't think it's time to hit the panic button" on Hyundai, says Robinet. "I think we all knew their trajectory was so strong upwards for a while that there had to be a point of inflection, where they did slow down to an extent."
Hyundai's U.S. executives want to create a buzz around the brand and move up-market, partly through the debut next year of a large rear-wheel-drive sedan and the just-launched Veracruz large CUV.
But surveys show Hyundai is winning more Buick, than Toyota, buyers, suggesting conquesting Lexus and BMW owners will be a stretch.
Kia is one of the newer brands marketing in the U.S., arriving here in 1994. Since that time, deliveries have risen every year, with first-half sales at 154,392 units, up 5.3% from year-ago as Kia strives to break the 300,000-unit mark this year.
The Korean auto maker's problem is the reverse of Toyota's: lots of middle-America buyers but not enough on the coasts and in metropolitan areas.
"The battleground we move toward is the big cities: L.A.; New York; Miami; Chicago — top 10 markets where a lot of affluent people live," says Kia Motors America Chief Operating Officer Len Hunt.
Hunt says "design-conscious cars" is Kia's next step to entice new-car buyers in these areas. The upcoming Soul CUV, due in late 2008 as an '09 model and slotting between the subcompact Rio and compact Spectra cars, will be Kia's first means of attracting hip urban dwellers, he says.
Most analysts agree the largest Asian brands will continue to see sales increase, but they don't envision an entirely smooth road ahead.
While he sees "fairly strong" sales from Asian makes over the next five to seven years, Schuster predicts the rate of growth will slow as interbrand competition rises.
Global Insight's Lindland says Baby Boomers, the group that first embraced the Asian brands 20 years ago, and their children will keep the Asian auto makers on an upward trajectory, although the domestics, especially GM, have some good products in their pipelines.
"Baby Boomers are only 41 to 61 (years old)," she says. "They've got 40 more years until the last is out of the (new-car) market."
Laughs Lindland: "I don't mean dead, just out the new-car market. So I think that's something to consider."
— with Eric Mayne, Tom Murphy, Byron Pope and Drew Winter
Asian Growth in U.S. Market
Unit Sales
Honda 1,509,351 1,856,261 346,910
Hyundai 753,163 1,138,273 385,110
Nissan 1,020,138 1,278,368 258,230
Toyota 2,542,499 3,292,236 749,737
Honda 9.1% 10.6% 1.5%
Hyundai 4.6% 6.5% 1.9%
Nissan 6.1% 7.3% 1.2%
Toyota 15.3% 18.8% 3.5%
Source: CSM Worldwide Inc.
North American Production: 2007-2014
Honda Car 841,914 936,558 966,096 844,385 924,666 866,395 906,517 916,630
Light Truck 592,528 708,677 685,813 785,000 794,090 772,096 783,824 793,968
Honda Total 1,434,442 1,645,235 1,651,909 1,629,385 1,718,755 1,638,491 1,690,341 1,710,598
Hyundai Car 148,095 164,032 150,966 152,152 147,206 133,182 161,376 164,525
Hyundai Total 285,935 337,952 375,440 382,554 361,718 348,566 381,005 386,515
Kia Light Truck - - 39,440 154,128 197,205 177,840 184,992 188,928
Kia Total - - 39,440 154,128 197,205 177,840 184,992 188,928
Nissan Car 825,826 909,909 958,178 900,862 856,620 706,896 751,914 759,347
Nissan Total 1,197,112 1,362,392 1,437,470 1,389,266 1,400,906 1,219,051 1,285,446 1,310,003
Toyota Car 745,755 706,469 723,693 726,085 723,019 861,800 878,054 898,218
Light Truck 584,985 783,066 984,688 1,110,110 1,118,539 1,081,960 1,108,067 1,127,408
Med./Hvy. Truck 8,620 14,452 14,138 14,838 15,311 13,630 14,324 14,324
Toyota Total 1,339,360 1,503,987 1,722,518 1,851,032 1,856,869 1,957,390 2,000,445 2,039,949
Grand Total 4,256,848 4,849,566 5,226,778 5,406,365 5,535,454 5,341,339 5,542,229 5,635,994
Source: Ward's Auto Forecasts
Autoline Daily 2023: Top Industry News for Jan. 30
Nikola Adds Hydrogen Production to Business
The Brazil and South American Automotive Industry: 2022 Results and Prospects for 2023


text:
SDBA eNews: June 26, 2014
SDBA Taxation Equality Awareness Campaign Sample Ads Available
ABA Testifies on Ag Credit Availability
SBS Launches New Certification Program
OCC Sees Risk in Sluggish Economy, Interest Rates, Cyber Attacks
FHFA Considers Suing Servicers, Insurers over Lender-Placed Insurance
ABA, AARP to Join to Fight Elder Financial Abuse
Registration Open for SDBA's 2014 IRA School
The SDBA is offering its 2014 IRA School Sept. 3-5 at the Clubhouse Hotel & Suites in Sioux Falls.
IRAs still have unlimited potential. Fewer people are qualifying for pensions, and more than 50 percent of all employees work for an employer that doesn't offer any type of retirement plan. IRAs are the alternative, so let's work together to see how we can increase your IRAs.
CFPB, Fed Offer TILA-RESPA Integration Webinar Recording
The Consumer Financial Protection Bureau and the Federal Reserve have made available a recording of a June 17 webinar answering basic compliance questions about the TILA-RESPA integrated mortgage loan disclosures.
The webinar was the first in a series that will help financial institutions implement the new forms, known as the Loan Estimate and the Closing Disclosure.
Download the webinar recording.
View CFPB resources on the TILA-RESPA integration.
SDBA Taxation Equality Awareness Campaign
Learn more and get involved.
SDBA 2014 IRA School: Sept. 3-5, 2014, Sioux Falls
SDBA 2014 Bank Technology Conference: Sept. 23-24, 2014, Sioux Falls
SDBA 2014 School of Compliance: Sept. 29-Oct. 3, 2014, Sioux Falls
IRA Update/Current Events: Oct. 30, 2014, Sioux Falls
View all SDBA events
Sponsorship Opportunity
Learn more about sponsoring the SDBA eNews.
Contact Alisa DeMers, SDBA, at 800. 726.7322 or via email.
A sample newspaper ad and 60-second radio ad for the SDBA's Taxation Equality Awareness Campaign are now available via the SDBA's website. The goal is to help convince Congress to remove outdated and costly tax exemptions that credit unions and Farm Service offices have enjoyed for generations.
The ads were created and utilized by banks in the Brookings area in May 2014. The SDBA encourages banks to modify and use the ads in their local communities. The ads are branded as being sponsored jointly by the SDBA and local community banks.
"The SDBA will continue to carry the message of need for a current-day congressional review of these old exemptions in the face of mounting evidence that tax code change should be a natural byproduct of mission change," said SDBA President Curt Everson. "I hope that all of South Dakota's banking leaders will carry that same message— within your bank, within your community and finally to our members of Congress."
For questions or assistance with the ads, email Alisa DeMers with the SDBA or call 605.224.1653.
Sample Newspaper Ad
Sample 60-Second Radio Ad
60-Second Radio Ad Script
View all campaign materials on the SDBA's Taxation Equality Awareness Campaign Webpage.
The banking industry is well-positioned to serve America's agricultural credit needs, ABA Agricultural Credit Task Force Vice Chairman Leonard Wolfe told a congressional agriculture subcommittee yesterday -- which reduces the need for the taxpayer-backed Farm Credit System.
More than 80 percent of banks have farm loans on their books and banks with an agricultural specialty increased their farm lending 9.1 percent in 2013, said Wolfe, who is also chairman, president and CEO of United Bank and Trust, Marysville, Kan. Moreover, he added, the repeal of borrower term limits for USDA Guaranteed Farm Loans will further increase banks' ability to meet farmers' credit needs.
This reduces any need for the Farm Credit System, which was chartered nearly a century ago when farmers had no other source of long-term real estate credit. "The conditions that led to the creation of the Farm Credit System nearly 100 years ago no longer exist, and yet we continue to have a government-assisted, tax-advantaged farm lender providing credit to customers who would be able to easily borrow from taxpaying institutions like mine," Wolfe said, noting that the FCS is today shrinking the share of new loans going to young, beginning and small farmers, despite its taxpayer backing.
A Farm Credit System witness also testified at the hearing, and committee members questioned her aggressively. They specifically asked about the FCS's "mission creep," its extraordinary loan last year to Verizon and the appropriateness of a tax-advantaged GSE competing directly with banks. Read the testimony.
Secure Banking Solutions (SBS), an SDBA endorsed vendor, has announced the opening of its SBS Institute.
The SBS Institute will offer certifications in a variety of technology related fields for bankers across the nation. These certifications will help bring best practices in security to the community banking industry and allow banks to prepare and pass their state and federal examinations.
The SBS Institute serves community banks by providing educational programs that will verify a banker has the knowledge and skills to protect against today's information security threats. The certification programs offered by the institute are uniquely designed to address community banking needs following today's community banking problems and solutions.
The instructors will guide the students through the course, which can be delivered online or onsite. The online course is a 10-week option which allows the student to fit the course into their schedule. The student is able to watch lectures and complete any and all work at their convenience. An onsite option is also available. Learn more.
Generating acceptable returns, the interest rate environment, and increasing cyber attacks remain among the top risk challenges for banks, according to the Office of the Comptroller of the Currency's new Semiannual Risk Perspective report released yesterday.
While the OCC noted that financial performance, asset quality and profitability continued to improve across the industry in the second half of 2013 -- including a new record for net income among federally chartered banks -- its report focused on a long list of potential risks.
The OCC cautioned that with loan and noninterest income growth lagging, banks must be careful when identifying new products to consider the necessary expertise, systems and risk controls.
The report also noted that a rise in long-term interest rates in 2013 could challenge banks that have reached for yield in a low-rate environment. "Banks with significant concentrations in longer-term assets should assess their vulnerability to a sudden rise in interest rates," the OCC said. Read the report.
The Federal Housing Finance Agency will consider litigation over lender-placed insurance purchased for foreclosed mortgages owned or guaranteed by Fannie Mae and Freddie Mac. The agency is following a recommendation yesterday by its inspector general, which argued that the housing GSEs should seek to recover past LPI charges it called excessive.
According to the inspector general, LPI rates in several jurisdictions were too high due to various kinds of commission structures and profit-sharing arrangements between insurers and servicers. The inspector general estimated that in 2012 Fannie and Freddie were charged $158 million in excessive LPI premiums.
ABA and its American Bankers Insurance Association subsidiary are following the issue closely and will engage in further discussions with FHFA. Read the report. For more information, contact ABA's Kevin McKechnie.
ABA and AARP on Tuesday announced their intention to work together to protect older Americans' financial security through a joint commitment to the Clinton Global Initiative.
During the two-year commitment, the two organizations will conduct research on fraud, financial caregiving and senior-friendly banking, create resources for bankers to discuss the prevention of fraud against older Americans, help banks make branches more senior-friendly and help bankers educate older Americans and their caregivers about ways to protect their assets during retirement.
"America's aging population will transform the way banks provide financial services to their customers," said ABA President and CEO Frank Keating. "Our planned alliance with AARP will help us provide bankers, older Americans, and their caregivers, with the tools they need to thwart financial crimes."
The first year of ABA and AARP's commitment is expected to focus on gathering information, including surveys on existing practices and the development of new materials to help educate bankers and consumers. During the second year, AARP and ABA envision a nationwide campaign with the goal of reaching 1 million older Americans and their financial caregivers. Read more.

redpajama_set_name: RedPajamaCommonCrawl


text:
Eight volunteers test positive for dengue fever
Eight volunteers in a group who recently returned from Sri Lanka have been diagnosed with dengue fever, local health authorities announced on Thursday.
Among the group of 35, six initially tested positive for the virus, while two others who later showed similar symptoms were confirmed Thursday by the National Research Institute of Health to be infected with the disease, officials from the Centers for Disease Control and Prevention (CDC) said.
The two had previously tested positive in medical tests performed in Sri Lanka.
The patients were part of a volunteer group of students, professors and faculty members from Keimyung University, based in Daegu, who visited the South Asian nation on Dec. 23.
The six people initially confirmed to have dengue fever left early on Dec. 31, while the rest remained in Sri Lanka until Monday, when two more members were believed to have been affected.
The group is currently being monitored by local health officials.
According to the CDC, this is the first time in Korea that dengue fever has been detected in a traveling group. The mosquito-borne tropical disease is usually brought in by people who are infected outside the country, with some 100 to 200 cases reported each year.
Dengue viruses are transmitted to humans through bites from female mosquitoes carrying the disease; the Aedes aegypti mosquito is the primary vector of dengue, according to the World Health Organization (WHO). The mosquito originated in Africa and spread to tropical and subtropical regions in Asia, with Korea as an exception. The CDC emphasized in a statement that the virus cannot be transmitted person-to-person.
According to the WHO, there is no specific treatment or vaccine for dengue fever, but early detection and access to proper medical care lowers fatality rates to below 1 percent.
The infection, also known as breakbone fever, causes flu-like symptoms, and occasionally develops into a potentially lethal complication called severe dengue, which often manifests in children.
Of the estimated 500,000 people who are diagnosed with severe dengue worldwide each year, about 2.5 percent die, data compiled by the WHO show. Symptoms include high fever, headache, muscle and joint pain, nausea and vomiting. The incubation period is between four and 10 days after a bite from an infected mosquito.
BY LEE SUNG-EUN [lee.sungeun@joongang.co.kr]


text:
.class public Lcom/android/settings/FallbackHome;
.super Landroid/app/Activity;
.source "FallbackHome.java"

# annotations
.annotation system Ldalvik/annotation/MemberClasses;
    value = {
        Lcom/android/settings/FallbackHome$1;,
        Lcom/android/settings/FallbackHome$2;
    }
.end annotation

# instance fields
.field private mHandler:Landroid/os/Handler;

.field private final mProgressTimeoutRunnable:Ljava/lang/Runnable;

.field private mProvisioned:Z

.field private mReceiver:Landroid/content/BroadcastReceiver;

# direct methods
.method static synthetic -wrap0(Lcom/android/settings/FallbackHome;)V
    .locals 0

    invoke-direct {p0}, Lcom/android/settings/FallbackHome;->maybeFinish()V

    return-void
.end method

.method public constructor <init>()V
    .locals 1

    invoke-direct {p0}, Landroid/app/Activity;-><init>()V

    new-instance v0, Lcom/android/settings/-$Lambda$9-yYTJhSrbkIuBiNrK5eDFWDqoY;

    invoke-direct {v0, p0}, Lcom/android/settings/-$Lambda$9-yYTJhSrbkIuBiNrK5eDFWDqoY;-><init>(Ljava/lang/Object;)V

    iput-object v0, p0, Lcom/android/settings/FallbackHome;->mProgressTimeoutRunnable:Ljava/lang/Runnable;

    new-instance v0, Lcom/android/settings/FallbackHome$1;

    invoke-direct {v0, p0}, Lcom/android/settings/FallbackHome$1;-><init>(Lcom/android/settings/FallbackHome;)V

    iput-object v0, p0, Lcom/android/settings/FallbackHome;->mReceiver:Landroid/content/BroadcastReceiver;

    new-instance v0, Lcom/android/settings/FallbackHome$2;

    invoke-direct {v0, p0}, Lcom/android/settings/FallbackHome$2;-><init>(Lcom/android/settings/FallbackHome;)V

    iput-object v0, p0, Lcom/android/settings/FallbackHome;->mHandler:Landroid/os/Handler;

    return-void
.end method

.method private maybeFinish()V
    .locals 7

    const/4 v6, 0x0

    const-class v2, Landroid/os/UserManager;

    invoke-virtual {p0, v2}, Lcom/android/settings/FallbackHome;->getSystemService(Ljava/lang/Class;)Ljava/lang/Object;

    move-result-object v2

    check-cast v2, Landroid/os/UserManager;

    invoke-virtual {v2}, Landroid/os/UserManager;->isUserUnlocked()Z

    move-result v2

    if-eqz v2, :cond_1

    new-instance v2, Landroid/content/Intent;

    const-string/jumbo v3, "android.intent.action.MAIN"

    invoke-direct {v2, v3}, Landroid/content/Intent;-><init>(Ljava/lang/String;)V

    const-string/jumbo v3, "android.intent.category.HOME"

    invoke-virtual {v2, v3}, Landroid/content/Intent;->addCategory(Ljava/lang/String;)Landroid/content/Intent;

    move-result-object v1

    invoke-virtual {p0}, Lcom/android/settings/FallbackHome;->getPackageManager()Landroid/content/pm/PackageManager;

    move-result-object v2

    invoke-virtual {v2, v1, v6}, Landroid/content/pm/PackageManager;->resolveActivity(Landroid/content/Intent;I)Landroid/content/pm/ResolveInfo;

    move-result-object v0

    invoke-virtual {p0}, Lcom/android/settings/FallbackHome;->getPackageName()Ljava/lang/String;

    move-result-object v2

    iget-object v3, v0, Landroid/content/pm/ResolveInfo;->activityInfo:Landroid/content/pm/ActivityInfo;

    iget-object v3, v3, Landroid/content/pm/ActivityInfo;->packageName:Ljava/lang/String;

    invoke-static {v2, v3}, Ljava/util/Objects;->equals(Ljava/lang/Object;Ljava/lang/Object;)Z

    move-result v2

    if-eqz v2, :cond_2

    invoke-static {}, Landroid/os/UserManager;->isSplitSystemUser()Z

    move-result v2

    if-eqz v2, :cond_0

    invoke-static {}, Landroid/os/UserHandle;->myUserId()I

    move-result v2

    if-nez v2, :cond_0

    return-void

    :cond_0
    const-string/jumbo v2, "FallbackHome"

    const-string/jumbo v3, "User unlocked but no home; let\'s hope someone enables one soon?"

    invoke-static {v2, v3}, Landroid/util/Log;->d(Ljava/lang/String;Ljava/lang/String;)I

    iget-object v2, p0, Lcom/android/settings/FallbackHome;->mHandler:Landroid/os/Handler;

    const-wide/16 v4, 0x1f4

    invoke-virtual {v2, v6, v4, v5}, Landroid/os/Handler;->sendEmptyMessageDelayed(IJ)Z

    :cond_1
    :goto_0
    return-void

    :cond_2
    const-string/jumbo v2, "FallbackHome"

    const-string/jumbo v3, "User unlocked and real home found; let\'s go!"

    invoke-static {v2, v3}, Landroid/util/Log;->d(Ljava/lang/String;Ljava/lang/String;)I

    const-class v2, Landroid/os/PowerManager;

    invoke-virtual {p0, v2}, Lcom/android/settings/FallbackHome;->getSystemService(Ljava/lang/Class;)Ljava/lang/Object;

    move-result-object v2

    check-cast v2, Landroid/os/PowerManager;

    invoke-static {}, Landroid/os/SystemClock;->uptimeMillis()J

    move-result-wide v4

    invoke-virtual {v2, v4, v5, v6}, Landroid/os/PowerManager;->userActivity(JZ)V

    invoke-virtual {p0}, Lcom/android/settings/FallbackHome;->finish()V

    goto :goto_0
.end method

# virtual methods
.method synthetic lambda$-com_android_settings_FallbackHome_1627()V
    .locals 4

    invoke-virtual {p0}, Lcom/android/settings/FallbackHome;->getLayoutInflater()Landroid/view/LayoutInflater;

    move-result-object v1

    const v2, 0x7f0d0103

    const/4 v3, 0x0

    invoke-virtual {v1, v2, v3}, Landroid/view/LayoutInflater;->inflate(ILandroid/view/ViewGroup;)Landroid/view/View;

    move-result-object v0

    invoke-virtual {p0, v0}, Lcom/android/settings/FallbackHome;->setContentView(Landroid/view/View;)V

    const/4 v1, 0x0

    invoke-virtual {v0, v1}, Landroid/view/View;->setAlpha(F)V

    invoke-virtual {v0}, Landroid/view/View;->animate()Landroid/view/ViewPropertyAnimator;

    move-result-object v1

    const/high16 v2, 0x3f800000    # 1.0f

    invoke-virtual {v1, v2}, Landroid/view/ViewPropertyAnimator;->alpha(F)Landroid/view/ViewPropertyAnimator;

    move-result-object v1

    const-wide/16 v2, 0x1f4

    invoke-virtual {v1, v2, v3}, Landroid/view/ViewPropertyAnimator;->setDuration(J)Landroid/view/ViewPropertyAnimator;

    move-result-object v1

    const v2, 0x10c000d

    invoke-static {p0, v2}, Landroid/view/animation/AnimationUtils;->loadInterpolator(Landroid/content/Context;I)Landroid/view/animation/Interpolator;

    move-result-object v2

    invoke-virtual {v1, v2}, Landroid/view/ViewPropertyAnimator;->setInterpolator(Landroid/animation/TimeInterpolator;)Landroid/view/ViewPropertyAnimator;

    move-result-object v1

    invoke-virtual {v1}, Landroid/view/ViewPropertyAnimator;->start()V

    invoke-virtual {p0}, Lcom/android/settings/FallbackHome;->getWindow()Landroid/view/Window;

    move-result-object v1

    const/16 v2, 0x80

    invoke-virtual {v1, v2}, Landroid/view/Window;->addFlags(I)V

    return-void
.end method

.method protected onCreate(Landroid/os/Bundle;)V
    .locals 3

    const/4 v0, 0x0

    invoke-super {p0, p1}, Landroid/app/Activity;->onCreate(Landroid/os/Bundle;)V

    invoke-virtual {p0}, Lcom/android/settings/FallbackHome;->getContentResolver()Landroid/content/ContentResolver;

    move-result-object v1

    const-string/jumbo v2, "device_provisioned"

    invoke-static {v1, v2, v0}, Landroid/provider/Settings$Global;->getInt(Landroid/content/ContentResolver;Ljava/lang/String;I)I

    move-result v1

    if-eqz v1, :cond_0

    const/4 v0, 0x1

    :cond_0
    iput-boolean v0, p0, Lcom/android/settings/FallbackHome;->mProvisioned:Z

    iget-boolean v0, p0, Lcom/android/settings/FallbackHome;->mProvisioned:Z

    if-nez v0, :cond_1

    const v0, 0x7f1300e3

    invoke-virtual {p0, v0}, Lcom/android/settings/FallbackHome;->setTheme(I)V

    invoke-virtual {p0}, Lcom/android/settings/FallbackHome;->getWindow()Landroid/view/Window;

    move-result-object v0

    invoke-virtual {v0}, Landroid/view/Window;->getDecorView()Landroid/view/View;

    move-result-object v0

    const/16 v1, 0x1006

    invoke-virtual {v0, v1}, Landroid/view/View;->setSystemUiVisibility(I)V

    :goto_0
    iget-object v0, p0, Lcom/android/settings/FallbackHome;->mReceiver:Landroid/content/BroadcastReceiver;

    new-instance v1, Landroid/content/IntentFilter;

    const-string/jumbo v2, "android.intent.action.USER_UNLOCKED"

    invoke-direct {v1, v2}, Landroid/content/IntentFilter;-><init>(Ljava/lang/String;)V

    invoke-virtual {p0, v0, v1}, Lcom/android/settings/FallbackHome;->registerReceiver(Landroid/content/BroadcastReceiver;Landroid/content/IntentFilter;)Landroid/content/Intent;

    invoke-direct {p0}, Lcom/android/settings/FallbackHome;->maybeFinish()V

    return-void

    :cond_1
    invoke-virtual {p0}, Lcom/android/settings/FallbackHome;->getWindow()Landroid/view/Window;

    move-result-object v0

    invoke-virtual {v0}, Landroid/view/Window;->getDecorView()Landroid/view/View;

    move-result-object v0

    const/16 v1, 0x600

    invoke-virtual {v0, v1}, Landroid/view/View;->setSystemUiVisibility(I)V

    goto :goto_0
.end method

.method protected onDestroy()V
    .locals 1

    invoke-super {p0}, Landroid/app/Activity;->onDestroy()V

    iget-object v0, p0, Lcom/android/settings/FallbackHome;->mReceiver:Landroid/content/BroadcastReceiver;

    invoke-virtual {p0, v0}, Lcom/android/settings/FallbackHome;->unregisterReceiver(Landroid/content/BroadcastReceiver;)V

    return-void
.end method

.method protected onPause()V
    .locals 2

    invoke-super {p0}, Landroid/app/Activity;->onPause()V

    iget-object v0, p0, Lcom/android/settings/FallbackHome;->mHandler:Landroid/os/Handler;

    iget-object v1, p0, Lcom/android/settings/FallbackHome;->mProgressTimeoutRunnable:Ljava/lang/Runnable;

    invoke-virtual {v0, v1}, Landroid/os/Handler;->removeCallbacks(Ljava/lang/Runnable;)V

    return-void
.end method

.method protected onResume()V
    .locals 4

    invoke-super {p0}, Landroid/app/Activity;->onResume()V

    iget-boolean v0, p0, Lcom/android/settings/FallbackHome;->mProvisioned:Z

    if-eqz v0, :cond_0

    iget-object v0, p0, Lcom/android/settings/FallbackHome;->mHandler:Landroid/os/Handler;

    iget-object v1, p0, Lcom/android/settings/FallbackHome;->mProgressTimeoutRunnable:Ljava/lang/Runnable;

    const-wide/16 v2, 0x1f4

    invoke-virtual {v0, v1, v2, v3}, Landroid/os/Handler;->postDelayed(Ljava/lang/Runnable;J)Z

    :cond_0
    return-void
.end method

redpajama_set_name: RedPajamaGithub


text:
Simplifying Home Theater
Barb Gonzalez | Aug 13, 2007 | First Published: Jul 13, 2007
This year's TVs are incorporating ease-of-use features.
While I love the amazing picture on my flat-screen HDTV, there are times when I find myself nostalgic for the days when all you had to do to watch TV was pull on a power button, turn the channel dial, and adjust the rabbit ears. It's bad enough that we home theater enthusiasts struggle to decipher menus and muck about a 75-button remote control, but it's our loved ones who curse us when they can't figure out how to use the TV. Manufacturers and retailers have been talking about simplicity in home theater for the past few years. Well, 2007 is the year that easier menus, setup, and remotes have been incorporated into some HDTVs. Some companies have been quietly working toward ease of use; others, like Philips, have made the pursuit a brand tag line: "sense and simplicity." Perhaps you can finally relinquish your remote to your nervous spouse.
Philips Settings Assistant
What makes a TV easier to use? Sometimes simplicity means less: fewer buttons on a remote or fewer cables to connect. Sometimes it's more: more information about what a menu feature does or a second button click or secondary drop-down menu that helps make sense of an action. Or it could be another sticker on a new TV or an additional quick-start guide. It's disturbing when a manufacturer declares that their menus or remotes are intuitive, as if "intuitive" means the same thing to everyone. Just talk to people who love their PCs or their Macs, and let them tell you about what is intuitive to them. If it is so easy to understand, why does one company label their remote's aspect-ratio button "aspect," another calls it "format," and another "aspect ratio?" Average TV viewers rarely change the picture settings on their TVs. They don't understand terms like "color saturation," "black level," and "sharpness." Finally, there is an easy-to-use solution.
Finally! Anyone Can Set Their Picture Preferences
Philips' promise of "sense and simplicity" is one that they take seriously. They've done massive amounts of consumer research. They have observed everything from watching how a consumer unpacks a new TV to testing the words and layouts of manuals for both cultural and language differences. They have revisited the packaging labels and the precise layout of remote-control buttons. The result is clear onscreen instructions, menus that display submenus at the same time, a status bar for channel installation, and fewer remote buttons. TV dimensions, jack-pack illustrations, and pictorial instructions for removing the TV are printed on the box, resulting in a simple experience from the time of purchase through final use.
Hitachi Remote
Philips' best innovation is included in all of their TVs larger than 27 inches. A series of picture choices called the Settings Assistant helps users adjust the picture quality to their room conditions and preferences. I tested the 32PFL7332D 32-inch LCD. I had some confusion with the first screen, which asks your location, Home or Shop. (Choose Home; Shop is for setting up the TV as a store demo.) After that, the rest of the Settings Assistant was not only useful but fun. The first screen was a picture of a butterfly split down the center, followed by images of penguins, people, a golf course, and a canyon. The left and right sides of each picture display different settings. You simply pick the side you prefer. It was obvious to me that I was choosing black level, tint, contrast, sharpness, etc., but the Settings Assistant never asked me anything more than which side I liked. To navigate through the Settings Assistant, there is a green bubble for Next, red for Previous, and blue to Cancel, each corresponding to a colored button on the remote. After the picture settings, you can choose between two settings of audio and (for this model) Ambilight. Voilà! You've set up your TV with a picture that is perfect for you without ever going into a picture menu.
Beauty and Simplicity
I'd seen Pioneer's plasma with the Home Media Gallery and wondered if it was easy to set up. So, I requested a PRO-940HD, and what I found surprised me. While Pioneer is well known for their dedication to picture quality, right away, I spotted signs of simplicity. The remote's buttons had large numbers, and the aspect-ratio button was labeled in plain English "screen size" in a font twice the size of that on a typical remote button. The layout was clean, and there was direct access to each video input, including labels for "PC" and "ANT." Hidden behind a flip cover to prevent confusion are buttons to control other devices, the remote switch to control other components, and buttons for advanced commands. The simplification continues with the onscreen menus. I never had to guess which setting to use or how to use it. When I highlighted "Tint," for example, instructions appeared at the bottom of the menu that read, "Adjust the color tint (arrows left and right). Adjust to the skintone that looks best." To set up the channels, I chose Tuner Adjustment, which brought up a menu bar where I could choose my favorite channels or pick Channel Setup. I chose Channel Setup, and instructions appeared to the right: "To modify channel settings for antenna A, press Enter." It led me step by step to the end of the setup. More kudos go to the owner's manual. I found everything I needed in the table of contents, which made it OK that the manual didn't have an index. It also made up for the manual's organization, which seemed a bit arbitrary.
Note that Pioneer's top-of-the-line PRO-FHD1 remote is further pared down to a mere 17 buttons. This level of simplicity in so many areas was obviously well planned. I was excited to speak with Chris Walker, who is in charge of Pioneer's Worldwide User Interface Project for standardizing the remote and menu user interfaces of all Pioneer products, coordinating efforts with Pioneer Europe and Pioneer Japan. He explained that, not only do they focus on incredible picture quality, they understand that using their products can be a confusing experience for the consumer. Bravo!
Minimal TV Remotes
It's almost a cliché to say that remotes need to be easier to use. Both Philips and Pioneer have made great advances in this area. Hitachi is doing their part by supplying two remotes with their Director's Series TVs. One remote is standard-size, with thumb wheels for volume and channel surfing. The other fits in the palm of your hand and has only 12 buttons: five navigation buttons (which double for channel and volume buttons), Menu, Exit, Input, Mute, Favorite Channel, Guide, and Power. Clearly, this economy of buttons will be less intimidating for the nervous user who glazes over when faced with the 75 buttons on a typical remote.
Philips Menu Explanation
One Button, One Menu to Control Your Home Theater
HDMI is the industry standard in the march toward simplicity. Its single cable carries both audio and video for simpler connectivity. HDMI version 1.3 has HDMI-CEC (Consumer Electronics Control) capability. Connected components that are enabled with HDMI-CEC can detect and transmit the best sound and picture format for your system. It also lets your equipment power on, change inputs, and adjust to your preferences with a single action. Press a channel button on your remote, and the TV turns on to the antenna input. Place a DVD in the player, and the A/V receiver and TV turn on and switch to the right input.
This year, Panasonic and LG have activated HDMI-CEC in their home theater products and taken it a step further. Each remote provides a single button that brings up a home theater menu on the TV. Panasonic's third-generation EZ Sync or LG's SimpLink button both bring up a menu that will ultimately allow you to control all aspects of each device. This year, the menus are limited to changing the sound output from TV to A/V receiver and some rudimentary controls of other devices. Still, it's a movement toward unification and thus simplicity.
Pioneer Channel Menu
When All Else Fails, Call a Help Line
Manufacturers have received so many calls from confused and angry consumers that they have seen the importance of offering not just troubleshooting and repair services, but help in setting up and using their products. Earlier support centers would only help you with gear made by their own company, but most will now help you connect any manufacturer's equipment to your new TV. However, they may not tell you which type of connection is best. Panasonic offers their plasma customers a VIP customer number they call Plasma Concierge. Hitachi prides themselves on their award-winning toll-free support number. And Philips backs up their simplicity with excellent phone support. While there is room for improvement, a confused customer now has someone to turn to for help.
While most manufacturers are not even out of the gate when it comes to simplifying their products, most are at least aware of the need. We now have a few strong leaders to set the example in ease of use. We finally have choices of TVs that are not only simple, but will also deliver quality video. Later this year, manufacturers will release simplified DVD players and A/V receivers. All in all, these products will make our viewing experiences easier, but, more importantly, they make new home theater features accessible to users who have found technology too complicated to tackle.
HDR (High Dynamic Range) Explained
Talking TV: Contrast Is More Than Just Black and White
The New TV Tech: What You Need to Know
State of the Arc: Curved Screens Are Here, But Why?
HDR: The Other OLED
So...What's an OLED?
New Display Measurement: Input Lag
Tech Trends 2013: Video
Contrast ratio vs black level
What's the Deal with Color?
4K is Here!
Color Points and Kelvins
Aspect Ratio Oddities
Your Digital TV To-Do List
Are You Getting All of the HDTV Resolution You Expected? Round 4
Flat Panel Display Lab


If you've been reading Object of the Day blogs you have probably read past articles on bandboxes. Popular in the United States from around 1800-1850, these were made of pasteboard and covered with either a wallpaper or a specially printed bandbox paper. The original intent was to store and transport men's collar bands, but soon evolved and began serving as hat boxes and general carryalls. The boxes of greatest historical interest were produced in the 1830s, with many containing scenes of historical interest such as innovations in transportation and entertainment venues. So when I came across this box with a pair of squirrels I was perplexed.
A little research revealed that while squirrels are indigenous to North America and were quite predominant across the eastern United States in the early 1800s, urban growth and dwindling trees made squirrels a rarity in American cities by the mid-nineteenth century. On the chance occasion when a squirrel was spotted it quickly attracted crowds of people, fascinated by its antics. Squirrels were said to add beauty and interest to city life, and were seen as a way to help city dwellers reconnect with nature.
Recognizing the importance of green spaces within the urban environment, cities began shipping squirrels into city parks to encourage greater resident participation, and to help beautify and enliven these oases. In 1847 Philadelphia shipped three squirrels to Franklin Square, one of the original public parks in downtown Philadelphia, and provided them with food and shelter. In 1877 New York City imported a few dozen pairs of squirrels to Central Park, supplied them with houses, and even handed out bags of peanuts to visitors to encourage feeding.
It is hard to imagine a place like Central Park without squirrels. Not only do they entertain people but dogs as well. Needless to say these squirrel populations have flourished and today environmentalists have the opposite problem, looking for natural ways to control these populations.


text:
Lester Joseph Gillis (Chicago, 6 december 1908 – Barrington, 27 november 1934) was een Amerikaanse gangster. Hij was beter bekend onder het pseudoniem George Nelson of zijn bijnaam Baby Face Nelson.

Biografie

Jeugd
Lester Joseph Gillis was het zevende kind van Joseph Gillis en Marie Douget. Zijn vader Joseph was een Belgische leerlooier die ergens in de 19de eeuw naar de Verenigde Staten was geëmigreerd. Marie Douget behoorde tot de middenstand. Ze kwam uit een Belgische familie van landbouwers en emigreerde in 1889, enkele jaren na Joseph, naar de Verenigde Staten. Joseph en Marie kenden elkaar al van in België en trouwden uiteindelijk in de Verenigde Staten.

Op 6 december 1908 kregen ze hun zevende kind: Lester. De opvoeding werd door de vader overgelaten aan de moeder. De vader had slechts enkele regels: zijn kinderen mochten zijn auto niet aanraken en mochten niet met wapens spelen. Ondanks een liefdevolle opvoeding kwam Lester snel in de criminaliteit terecht. Hij groeide op in Chicago, in een buurt genaamd The Patch. Hij zat zelden in de schoolbanken, maar ging uiteindelijk toch zo'n acht jaar naar school. In eerste instantie pleegde Lester kleine, bijna onschuldige diefstallen. Maar in geen tijd begon hij ook auto's te stelen en pleegde hij ook grotere diefstallen. In 1923 werd hij voor de eerste keer gearresteerd en een jaar naar een verbeteringsgesticht gestuurd. Rond die periode greep zijn vader Joseph vaak naar de drank. Een van de redenen daarvoor was vermoedelijk het criminele leven dat z'n 13-jarige zoon op dat moment leidde. Op 24 december 1924, op kerstavond, pleegde Joseph Gillis zelfmoord. Lester gaf zichzelf de schuld voor de dood van z'n vader en gaf een deel van het geld dat hij had gestolen aan zijn moeder om de familie te steunen.

Huwelijk en kinderen
Tot in zijn late tienerjaren bleef Lester voornamelijk kleine misdaden plegen. In 1928 leerde hij Helen Wawzynak kennen. Ze was een verkoopster en woonde ook in Chicago. De twee werden verliefd en trouwden een jaar later, ondanks Helens ouders die het huwelijk afkeurden. Op 4 april 1930 werd hun eerste kind geboren, Ronald. Zo'n jaar later werd Lester gearresteerd. Hij werd veroordeeld tot het uitzitten van een gevangenisstraf van 12 maanden tot 10 jaar. Bij zijn arrestatie gaf hij zichzelf de naam George Nelson. Tijdens zijn verblijf in Joliet Prison liep er nog een rechtszaak tegen hem. Hij werd schuldig bevonden in die zaak en kreeg een straf die kon oplopen tot levenslang.

Op 17 februari 1932 werd Nelson van Wheaton weer naar Joliet Prison gebracht. De trein die Nelson naar de gevangenis moest brengen, was te laat en de gevangeniswagen was al terug vertrokken. Daarom besloot de man die Nelson moest bewaken om een taxi te nemen. Tijdens de rit haalde Nelson een wapen tevoorschijn en dreigde zijn bewaker te vermoorden. Vervolgens verplichtte hij de bestuurder en de bewaker om uit te stappen. Nelson vluchtte met de taxi weg. Vermoedelijk werd het wapen, dat Nelson tijdens zijn ontsnapping gebruikte, eerder in het station verstopt door zijn echtgenote Helen. Wat later dat jaar werd hun tweede en laatste kind, Darlene, geboren.

Paul Chase
Na een kort verblijf in Reno trok Nelson naar Californië. Daar leerde hij Paul Chase kennen. Chase was een man die al heel zijn leven in Californië woonde. Hij was een gangster en hield zich vooral bezig met de illegale drankhandel die op dat moment in de Verenigde Staten een hoogtepunt bereikte. De twee werden erg goede vrienden en deden soms alsof ze halfbroers waren. Nelson stapte ook in de illegale drankhandel en werd een collega van Chase. Wat later verhuisde ook Nelsons echtgenote, Helen, naar Californië. Tot mei 1933 bleef Nelson in Californië alvorens naar Long Beach in Indiana te vertrekken.

In Indiana ontmoette Nelson verschillende andere gangsters onder wie Homer Van Meter. Vermoedelijk leerde Nelson in Indiana ook John Dillinger en diens bende kennen. In december 1933 nam Nelson contact op met Chase. De twee trokken een jaar samen op en vermoordden vermoedelijk een man in Minneapolis. De daders werden nooit gevonden. Maar het is wel geweten dat de daders wegreden in een auto met kentekenplaten uit Californië. Later ontdekte men dat de auto op naam van George Nelson stond. Chase en Nelson trokken, na een korte tussenstop in Bremerton, even naar Reno. Chase zou later onthullen dat Nelson in Reno een man had vermoord.

John Dillinger

In 1934 verhuisden Chase, Nelson en zijn vrouw Helen naar Chicago. Ze sloten zich er aan bij de bende van John Dillinger, die nog maar net uit een streng bewaakte gevangenis was ontsnapt. Ook Homer Van Meter en John "Red" Hamilton waren lid van de bende. Enkele dagen na de ontsnapping van Dillinger pleegde de bende een bankoverval in Sioux Falls. Nelson bracht een politieagent zware verwondingen toe. Wat later overvielen ze ook een bank in Mason City. Op 20 april 1934 verzamelde de bende zich in de Little Bohemia Lodge, ergens in de buurt van Rhinelander. De FBI werd door de uitbater van de Little Bohemia Lodge op de hoogte gebracht van het verblijf van de gangsters. Op 22 april arriveerde een groepje FBI-agenten onder leiding van Melvin Purvis. Het was avond. De agenten openden het vuur, maar raakten enkel onschuldige omstaanders. Hierdoor hadden de gangsters meteen door dat er agenten rond het gebouw stonden.

Dillinger, Van Meter en Hamilton konden via de achterkant ontsnappen. Tot hun eigen verbazing ontdekten ze dat deze kant van het gebouw onbewaakt was. De gangsters verspreidden zich in het bos rond de Little Bohemia Lodge. Ze stalen auto's en konden zo makkelijk ontsnappen.

Baby Face Nelson bestormde de FBI-agenten en schoot de ene kogel na de andere af. Purvis zelf probeerde terug te schieten, maar Nelson, die zich buiten bevond, geraakte toch terug in het gebouw en kon vervolgens langs de achterkant vluchten. Nelson liep het bos in, weliswaar in de andere richting dan de rest van de bende, en kon ontsnappen. Anderhalve kilometer verder gijzelde hij een onschuldig koppel. Hij dwong het tweetal om hem te vervoeren. Maar de wagen ging niet snel genoeg en dus verplichtte hij het koppel te stoppen in de buurt van een huis waar nog veel licht brandde. De eigenaar van het huis, Alvin Koerner, had meteen door wat er aan de hand was. Hij belde mensen uit de buurt op en kreeg snel hulp van enkele kennissen. Maar Nelson gijzelde ook hen en zag hoe er in de verte een wagen aankwam met daarin twee FBI-agenten en nog een derde man. Nelson opende het vuur. De derde man en één FBI-agent raakten zwaargewond. De tweede FBI-agent, W. Carter Baum, stierf aan z'n verwondingen. Nelson legde later uit dat hij niet begreep waarom Baum niet op hem had geschoten. Uit onderzoek bleek dat de veiligheidsgrendel van het wapen van Baum nog opstond.

Nelson nam de wagen van de agenten in beslag en reed weg. Na zo'n 20 à 30 km rijden kreeg hij een lekke band. Nelson probeerde de band tevergeefs te vervangen en ging vervolgens te voet verder. Hij vond onderdak bij een familie Ojibweg. Na een tijdje stal hij opnieuw een wagen en ging hij er weer vandoor. De drie vrouwen die ook tot de bende behoorden, onder wie Helen, werden in de Little Bohemia Lodge gearresteerd. Ze werden erg hard ondervraagd door de FBI en uiteindelijk voorwaardelijk vrijgelaten. Dillinger, Hamilton en Van Meter reden een dag na Little Bohemia Lodge dwars door een politieblokkade heen. Er vond ook een vuurgevecht plaats. Hamilton kreeg een kogel in de rug en stierf op 30 april of 1 mei. Hij werd snel en in het geheim begraven door Dillinger en nog enkele anderen, onder wie Nelson.

De FBI kreeg de weken nadien erg veel kritiek. Een van hun agenten was gestorven, onschuldigen waren gestorven en vele anderen waren zwaargewond. Bovendien wist de volledige bende van Dillinger te ontsnappen. De media eisten het ontslag van FBI-directeur J. Edgar Hoover en de schorsing van agent Melvin Purvis.

Publieke vijand

De druk op Nelsons schouders werd erg groot. Het hele land was op zoek naar de gangsters en door zijn agressieve aanpak was Nelson zeker niet de meest geliefde van de bende van Dillinger. Eén voor één liepen de criminelen tegen de lamp. Ze werden uitgeroepen tot publieke vijanden. Na Hamilton stierf ook bendelid Tommy Carroll. Hij werd op 7 juni door de politie doodgeschoten in Waterloo. Carroll en diens vriendin Jean Crompton waren goede vrienden van Nelson. Het was dan ook een persoonlijke opdoffer voor Nelson toen hij vernam dat Carroll dood was. Nelson hield zich de weken nadien goed verborgen in de buurt van Chicago. Hij probeerde stiekem met zijn familieleden af te spreken, zonder ontdekt te worden.

Pat Reilly, nog een bendelid dat in de Little Bohemia Lodge wist te ontsnappen, werd op 27 juni gearresteerd terwijl hij lag te slapen.

Drie dagen later overvielen Nelson, Dillinger, Van Meter en één of meer onbekende mannen een bank in South Bend. Een van de onbekende mannen was vermoedelijk Pretty Boy Floyd. Dit werd bevestigd door een vriend/collega van Nelson en enkele ooggetuigen. Sommigen denken dat ook Jack Perkins er bij was. Hij was een jeugdvriend van Baby Face Nelson. Een agent die de bankoverval snel opmerkte, werd door Van Meter doodgeschoten. Nelson zelf schoot op een plaatselijke juwelier die net voordien op hem had geschoten. Nelson werd in de borst geraakt, maar droeg een kogelvrij vest en kwam dus goed weg. Ondertussen probeerde een jongeman om Nelson vast te pakken. Van Meter gaf met zijn wapen de jongen een slag in zijn gezicht. Ondertussen kwam Dillinger en (vermoedelijk) Floyd naar buiten met de buit en drie gegijzelden. De politie bleef ondanks de gegijzelden schieten. Van Meter werd aan het hoofd geraakt, maar kon herstellen. De bende kon ontsnappen. Later zou blijken dat dit hun laatste overval was.

In juli keerden Nelson, zijn echtgenote Helen en zijn vriend Paul Chase terug naar Californië. Ondertussen bleef de FBI gretig op zoek gaan naar de gangsters. Op 15 juli keerden ze terug naar Chicago. De bende kwam samen op een afgesproken plaats. Wanneer twee politieagenten hen benaderden, begon Nelson te schieten. De twee agenten raakten zwaargewond. De bende kon opnieuw ontsnappen.

Op 22 juli 1934 lokten Purvis en enkele FBI-agenten John Dillinger in de val. Dillinger werd doodgeschoten en Purvis riep Baby Face Nelson uit tot de nieuwe "Publieke Vijand #1". Op 23 augustus 1934 werd Homer Van Meter door politie in de val gelokt en doodgeschoten.

Dood
Nelson trok terug naar het westen van het land. Hij hield halt in steden zoals Reno, Las Vegas, San Francisco en Sacramento. Op 22 oktober 1934 werd Pretty Boy Floyd doodgeschoten. Op 1 november 1934 keerde Nelson terug naar Chicago. De FBI had ondertussen een schuilplaats van Nelson ontdekt. Het ging om de Lake Como Inn in Lake Geneva. De FBI vermoedde dat Nelson daar tijdens de winter zou schuilen. Op 27 november trokken Nelson en Chase naar de Lake Como Inn. De FBI was verrast en niet erg voorbereid op de komst van de twee gangsters. De twee konden vluchten nog voor er één kogel werd afgevuurd. Ze reden weg in een zwarte Ford V8 met kentekenplaat 639-578. De politie ging meteen op zoek naar de mannen en hun wagen.

Dezelfde dag reden Nelson, zijn echtgenote Helen en Chase op een weg met hun auto. In de tegenovergestelde richting zagen ze een andere auto aankomen. In die wagen zaten twee FBI-agenten, Thomas McDade en William Ryan. Nelson en de agenten herkenden elkaar meteen. Nelson koesterde een diepe haat jegens politie- en FBI-agenten. Na heel wat ronddraaien met de wagen slaagde Nelson erin om achter de wagen van de twee FBI-agenten uit te komen. Nelson achtervolgde hen en opende samen met Chase het vuur. De wagen van de agenten werd oncontroleerbaar en slingerde van de weg. De twee inzittenden overleefden de klap en wachtten angstig tot Nelson en Chase zouden verschijnen. Maar de twee daagden niet op want Ryan had met een schot onbewust de radiator van Nelsons auto vernield. Bovendien werden Nelson en Chase nu achtervolgd door een nieuwe wagen, een Hudson, die bestuurd werd door FBI-agenten Herman Hollis en Samuel P. Cowley. Hollis had een maand eerder Pretty Boy Floyd gedood.

De achtervolging draaide uit in het voordeel van de achtervolgende agenten. Nelsons wagen verloor snelheid en hij reed daarom erg wild Barringtons North Side Park in. Hij hield halt bij een tankstation terwijl de twee agenten het vuur openden. Zo'n 30 omstanders waren getuige van de schietpartij. Op aanraden van Nelson vluchtte Helen een open veld in. Ze draaide zich om en zag hoe Nelson geraakt werd. Nelson zag de ernst van zijn wonde in en besloot daarom om op de agenten af te stappen. Hij lag onder hevig vuur maar hij schoot snel terug. Cowley liep even weg en probeerde dan opnieuw te schieten, maar zijn kogels waren op. Nelson schoot hem genadeloos neer.

Dan vuurde Hollis een geweer af. Nelson werd in zijn been geraakt, maar stond meteen weer recht. Hollis liep naar de andere kant van de straat en probeerde opnieuw te schieten. Nelson begon vervolgens hevig te schieten en Hollis stuikte in elkaar.

Vervolgens vluchtten Nelson, Helen en Chase met de Hudson van de twee dode agenten. Nelson werd negen keer geraakt tijdens het vuurgevecht. Ze reden naar een schuilplaats. Nelson legde zich op een bed en stierf enkele uren later aan de zijde van zijn echtgenote.

Hollis werd in het ziekenhuis meteen dood verklaard. Hij had verschillende hoofdwonden. Cowley werd naar een ziekenhuis gebracht maar stierf wat later ook aan zijn verwondingen. Hij was na Baum en Hollis de derde FBI-agent die door Nelson werd vermoord. Voor zijn dood sprak Cowley nog even met Melvin Purvis. Na een anonieme tip vond de politie het lichaam van Nelson terug. Het lijk was in een witte doek gewikkeld en lag in de gracht tegenover het kerkhof van Skokie. Na enkele dagen alleen rondgedwaald te hebben, gaf Helen zich aan bij de politie. Ze was nog steeds voorwaardelijk vrij omwille van haar deelname aan de Little Bohemia Lodge. Ze ging voor een jaar de gevangenis in. Chase werd later opgepakt en naar Alcatraz gestuurd.

Baby Face Nelson en zijn echtgenote Helen Nelson werden op het Sint-Jozef Kerkhof in River Grove begraven.

Al Capone

Sommige bronnen vermoeden dat Baby Face Nelson banden had met de bekende maffiabaas Al Capone. Nelson was nog maar een tiener toen hij lid zou zijn geworden van de bende van Capone. Maar omwille van Nelsons temperament en zijn extreem agressieve aanpak zijn Capone en Nelson nooit goede vrienden geworden en was de samenwerking van korte duur.

Capone had een van zijn mannen op pad gestuurd om zware jongens te zoeken. Die zware jongens konden afpersingen doen in dienst van de organisatie van Capone. De man die naar zware jongens op zoek ging, heette Jack McGurn. Hij was een van de bedenkers van de St. Valentine's Day Massacre. Hij vond al snel Nelson, die toen nog gewoon Lester Gillis heette. Gillis blonk uit in het afpersen en kreeg al snel een reputatie. In geen tijd klom hij hogerop en werkte hij voor Al Capone. Maar zijn agressieve aanpak kwam niet overeen met de vredevolle onderhandelingen die Capone in gedachten had. Steeds meer begon de organisatie zich aan Gillis te storen en dus raadde McGurn hem aan om op te stappen. Gillis was razend maar besefte achteraf dat McGurn zijn leven gered had door hem te laten opstappen.

Na deze korte werkperiode voor de georganiseerde misdaad begon Lester Gillis aan een carrière als bankovervaller.

Cultuur
Baby Face Nelson was als personage in verscheidene films te zien.

 In de actierijke serie Gang Busters (1952) werd de gangster vertolkt door Robert Kendall. De acteur speelde hem ook in de film Ma Barker's Killer Brood (1960).
 Mickey Rooney vertolkte hem in de film Baby Face Nelson (1957). Niet te verwarren met Babe Face Nelson (1995) waarin hij vertolkt wordt door C. Thomas Howell.
 John Ashley speelt de gangster in Young Dillinger (1965) en Richard Dreyfuss in Dillinger (1973).
 In de televisiefilms The Kansas City Massacre (1975) en Dillinger (1991) wordt hij vertolkt door respectievelijk Elliott Street en Kurt Naebig.
 In het komische O Brother, Where Art Thou? (2000) van Joel en Ethan Coen wordt George Nelson gespeeld door Michael Badalucco.
 De televisieserie Crime Wave: 18 Months of Mayhem (2008) liet de vertolking over aan acteur Jason Leith.
 In Public Enemies (2009) van regisseur Michael Mann wordt Baby Face Nelson gespeeld door Stephen Graham.
 'Baby Face Nelson' is de naam van een Utrechtse honky-tonk punkrock-band.

Baby Face Nelson

redpajama_set_name: RedPajamaWikipedia


text:
Kithara (řecky κιθάρα) neboli cithara (latinsky), byl strunový drnkací hudební nástroj Starověkého Řecka typem blízký lyře. V novořečtině slovo kithara přijalo význam "kytara", jejíž název ovšem z kithary pochází.

Kithara byla profesionální verzí dvoustrunné lyry, která byla nástrojem lidovým. Kitharu především používali profesionální hudebníci, zvaní kitharodové. Její původ je zřejmě asijský.

Kromě kithary byla ještě basová verze, která se nazývala barbiton, oblíbená ve východních řeckých krajích Egejského moře a Malé Asie.

Související články
 Balalajka
 Brač (hudební nástroj)
 Citera
 Kytara
 Mandolína

Externí odkazy

Reference

Historické hudební nástroje


text:
BlackRock, Neuberger Berman apply for China fund business as Beijing steps up deregulation
By Metro US
FILE PHOTO: The company logo and trading information for BlackRock is displayed on a screen on the floor of the NYSE
SHANGHAI (Reuters) – BlackRock <BLK.N> and Neuberger Berman on Wednesday became the first global asset managers to submit applications to set upmutual fund units in China as Beijing pushes ahead with financial sector deregulation despite the coronavirus pandemic.
The China Securities Regulatory Commission said it has accepted applications from the two money managers as the country scraps foreign ownership caps in the sector on April 1 as planned.
"China is making as clear as China can make clear in its intention that this is a market that is open to foreign participation," said Peter Alexander, founder and managing director of fund consultancy Z-Ben Advisors.
NYC's Economic Fallout from COVID with James Patchett, President and CEO of New York City Economic Development Corporation
https://podcasts.schnepsmedia.com/wp-content/uploads/2020/12/GMT20201201-170155_NEW-ZOOM-L_640x360-1.mp3
"China is trying to demonstrate in this period of heightened uncertainty in Europe and the United States that they were able to work through very successfully the COVID-19 virus, and that very quickly they were able to get back to business as usual."
The announcement came a day after the city government of Beijing said it had launched an outbound investment scheme that attracted applicants including Oaktree, Bridgewater and Amundi.
It also follows China's approval to Goldman Sachs <GS.N> and Morgan Stanley <MS.N> to take majority stakes in their China securities ventures.
A mutual fund unit would expand the China footprint of BlackRock, which already owns a private fund management unit and a joint venture mutual fund house in China.
"We are pleased to have taken this next step in pursuing our onshore presence in China, a market where we expect to see rapid growth in financial assets," Geraldine Buckingham, BlackRock's Chair of Asia Pacific, said in a statement.
"We firmly believe that China is one of the biggest opportunities for BlackRock over the long term."
The applications were expected, as China agreed to fully open its mutual fund and brokerage sectors on April 1 as part of the interim Sino-U.S. trade deal signed in January.
Other global asset managers including Fidelity International and Schroders also plan to submit applications once rules allow, the government of Shanghai said last month.
Fidelity said China is a critical market for the fund manager and it would apply for mutual fund management license when ready. Schroders was not immediately available for comment.
(Reporting by Samuel Shen, Leng Cheng and Andrew Galbraith; Editing by Shri Navaratnam)
Tech, luxury stocks drive European shares higher
Irresistible? Pension funds plot move on China's $16 trillion bond market


text:
Boston Junior Terriers Locker Room Policy
In addition to the development of our hockey players and the enjoyment of the great sport of hockey, the safety and protection of our participants is central to The Canton Sportsplex and the Boston Jr Terriers. The Canton Sportsplex and the the Jr Terriers adheres to the USA Hockey's SafeSport Program as a means to help protect its participants from physical abuse, sexual abuse and other types of misconduct, including emotional abuse, bullying, threats, harassment and hazing.
To help prevent abuse or misconduct from occurring in our locker rooms, The Boston Jr Terriers has adopted the following locker room policy. This policy is designed to reduce the risk of misconduct in locker rooms.
Locker Room Monitoring
The Canton Sportsplex requires direct and regular monitoring of locker room areas. Prior to and at the end of practices and games, the Canton Sportsplex and the Boston Jr Terriers require an adult presence in the locker room. The head coach, assistant coach, or screened parent volunteer must be present in the locker room before practices and games and accompany the team into the locker room at the end of practices and games.
Parents in Locker Rooms
Except for players at the younger age groups [Mites and Squirts] we discourage parents from entering locker rooms unless it is truly necessary. If a player needs assistance with his or her uniform or gear, if the player is or may be injured, or a player's disability warrants assistance, then we ask that parents to let the coach know beforehand that he or she will be helping the player. A lone personnel member should never be in the dressing room with players at any time. Two adults should be present together: called the: "Two Deep Method" of supervision. Should separate dressing rooms be required, both dressing rooms require the appropriate adult supervision.
Naturally, with our youngest age groups it is necessary for parents to assist the players getting dressed. We encourage parents to teach their players as young as possible how to get dressed independently. In circumstances where parents are permitted in the locker room, coaches are permitted to ask that the parents to leave for a short time before the game and for a short time after the game. It is the coaches discretion to allow or prohibit parents from a locker room.
Two parents
Co-Ed Dressing Room Policy
In all cases where members of a team include both male and female players, the following dress code will apply in the team dressing room:
Male players will not undress to less than a minimum of shorts while females are present.
Female players will not undress to less than a minimum of shorts and a tee-shirt while males are present.
When separate facilities exist for both male and female participants, males and females shall make use of these separate facilities in order to change to the point that they can adhere to the co-ed dress code noted above (Note: Once dressed in accordance with the minimum requirements above, all players may return to the team [co-ed] dressing room).
When separate facilities do not exist for both male and female participants:
Players shall dress, undress and shower in shifts while maintaining the minimum dress code noted above.
Players of the under-represented gender shall be granted access to the shower facilities after the balance of the team.
It is the responsibility of the team to ensure that these guidelines are followed.
Cell Phones and Other Mobile Recording Devices
Cell phones and other mobile devices with recording capabilities, including voice recording, still cameras and video cameras, are not permitted for use in the locker rooms. Remember to POWER OFF cell phones before entering the locker room. Mobile devices can be operated in public areas or outside the rink. A violation of the cell phone policy may result in disciplinary action by the rink administration.
Prohibited Conduct and Reporting
The Canton Sportsplex and the Boston Jr. Terriers prohibit all types of physical abuse, sexual abuse, emotional abuse, bullying, threats, harassment and hazing, as described in the USA Hockey SafeSport handbook. Participants, employees and volunteers may be subject to disciplinary action for violation of these locker room policies or for engaging in any misconduct or abuse that violates the USA Hockey SafeSport Policies.
Physical Contact
Team personnel should avoid touching a player. Use the "Two Deep Method" (two personnel, or two players) supervision system. The comfort level and dignity of the player should always be the priority. Limit all touching to "safe areas" such as hand to shoulder.


The highlight of most trips to Peru – our tours of the Sacred Valley and Machu Picchu had finally arrived. People come from all over the world to view these sites as they are the shining examples of the Incan empire. We spent a day traveling through the Sacred Valley taking in some of the amazing green vistas and by midday had arrived at an old Jesuit monastery that had been converted to a hotel. Our tour guide told us about his being haunted in a room at the hotel twenty years ago and we snuck into some of the rooms which undoubtedly held a mystic energy.
We spent the rest of the afternoon with a tour of Ollaytaytambo – a famous town and archaeological site. The ancient streets of the town still have a working canal system built by the Incans that carries fresh water throughout the city. The temple next to the town was built and inhabited by an Incan King and served as the major stronghold and resistance point of the Incans against the Spanish conquistadors. Impressive farming terraces and temples are built into the hillside directly adjacent to the town and it is quite a hike to get to the top. During our tour, we found out some of the advanced scientific practices of the Incans included successful brain surgeries and tooth implants. It is impressive to know that they were able to successfully perform operations that invasive in the 1500's - undoubtedly more advanced than the medical practices of their Spanish conquerors at the time.
After our tour of the city we boarded a train from Ollaytaytambo to Aguas Calientes – the jumping off point for Machu Picchu. Aguas Calientes exists solely to service the people who want to visit Machu Picchu and the town is so remote that there really aren't any cars. The only vehicles are the various trains shuttling people to and from town, delivery trucks and shuttle buses ferrying tourists to Machu Picchu. I was struck with how this town came out of nowhere – a collection of gift shops, hotels, bars and restaurants. An economy and sizable urban collective solely devoted to tourism. We checked into our hotel at around 11pm and after a brief meeting with our guide we concluded that catching the 5am bus up to Machu Pichu would be the best way to avoid the crowds... I wanted to cry because we had been running on not much sleep the last few nights and I wasn't looking forward to another four-hour night sleep, but I knew it would be worth it.
The next morning, we woke up at four, grabbed breakfast, brought an extra banana and roll to our guide and we were on our way up the big hill to Machu Picchu. I honestly didn't think we were going to make it there alive judging by the high speeds and narrow roads as well as a few close calls passing by buses careening down the mountain.
By way of background, Machu Picchu is a 15th century citadel constructed by the Incan emperor at the time to be utilized as a country estate. It was abandoned about 100 years later as a result of the Spanish conquista and remained unknown to the western world until it was rediscovered by American explorer Hiram Bingam in 1911. He cleared the property of the plants overgrowing it and began a restoration. It is now possible to view a large portion of the community as it was built over a half millennia ago. In 1983, it was declared a UNESCO world heritage site and is recognized as one of the seven new wonders of the world.
There is a certain feeling in the air at Machu Picchu – a kind of mystic energy that draws you up hundreds of stairs to the first lookout point. The morning we made it to the lookout point where 99% of the "postcard" photos for Machu Picchu are, it was an incredibly overcast day. The clouds intermingled between the peaks and over the village obstructing a good photo of the view. While not a feast for the lens of a camera, it was a feast for the eyes. In some ways, the mist-obscured views of the mountain and village below added to the mystic energy of the space and forced your mind back to the time of the Incans. Given our very early arrival, there were not many people around and we walked the grounds on a guided tour learning the function and meaning behind the varied structures inhabiting the site. However, since great photos were elusive due to the weather, we spent a few hours in the park café waiting for the clouds to clear enough for good pictures of the site.
Machu Picchu is undoubtedly one of the largest, if not the largest attraction to tourists in South America. As a result, the number of visitors regardless of the season is staggering. When we reentered the park to grab some photos as the fog had cleared, we were floored by the throngs of tourists exploring the site. The once quiet and mystic fog scene was transformed into a sea of humanity elbowing for their postcard photos. We made countless attempts to get a few unobstructed shots of the site and finally succeeded after what felt like a few hours.


text:
MAHSA University
Institution Profile
MAHSA University stands as the epitome of success in a journey which started from the humblest of beginnings. It is the pillar that envelops the optimistic visions and hopes for excellence in health care service and education. MAHSA, which is the acronym for Malaysian Allied Health Sciences Academy was founded by Professor Tan Sri Dr. Hj. Mohamed Haniffa (P.S.M, P.J.N, D.I.M.P, F.I.C.G.P, MBBS) and his wife Puan Sri Datin Dr. Mumtaz Begum in 2004 and was officially opened in 2005 as a nursing college with only 36 students.
MAHSA was then elevated to University College status in 2009 and in 2013, it received its full-fledge University status – making this a colossal achievement in less than 10 years.
MAHSA started out by offering only allied health science programmes and then expanded to Medicine (MBBS) and Dentistry (DDS) respectively. At present MAHSA University houses eight faculties and two centre, which are, the Faculty of Medicine and Biomedical Sciences, Faculty of Business, Finance and Hospitality, Faculty of Nursing & Midwifery, Faculty of Health and Sport Sciences, Faculty of Engineering and Information Technology, Faculty of Pharmacy, Faculty of Dentistry, Centre for Pre-University Studies and Centre for Post-Graduate Studies – all perched on its 50-acre campus in Bandar Saujana Putra.
All of MAHSA's programmes, though of various fields such as business and engineering, are positioned alongside the healthcare industry – staying true to its founders' roots and forte. Today MAHSA University is home to students from 75 different countries including Asia, Australia, United Kingdom, Canada and the United States of America.
MAHSA University is the flagship of MAHSA Group which owns businesses nationwide in six prominent sectors that are EDUCATION, HEALTHCARE, IT, RETAIL, HOSPITALITY and FINANCE.
Believing that life is to be lived for the service of others as an extension to one's self-achievement, MAHSA strongly upholds its BE MORE maxim as a foundation to its future plans in education excellence through its wide range of distinguished collaborations, and the extended, holistic and professional development of its students, staff and stakeholders.
Click on a programme name for full details.
Pre-University/Foundation Studies
Foundation in Business
Level: Pre-University/Foundation Studies
Fees (Local): 7100/Course
Duration: 1 Yr Add to Educart
Enquiry About Course
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Foundation in Science
Fees (Local): 12200/Course
Post Basic Certificate in Renal Nursing
Level: Certificate Level
Duration: 6 months Add to Educart
Diploma in Accounting
Level: Diploma Level
Duration: 2 Yrs Add to Educart
Diploma in Business Administration
Duration: 2.5 Years Add to Educart
Diploma in Dental Technology
Diploma in Early Childhood Education
Diploma in Education (TESL)
Diploma in Electrical & Electronics Engineering
Diploma in Environmental Health
Diploma in Hotel Management
Diploma in Information Technology
Diploma in Marketing
Diploma in Medical Imaging
Duration: 3 Years Add to Educart
Diploma in Medical Laboratory Technology
Diploma in Nursing
Diploma in Occupational Safety & Health
Fees (Local): Refer to Univ.
Diploma in Paramedical Science
Diploma in Physiotherapy
Diploma in Quantity Surveying
Diploma in Restaurant Management
Advanced Diploma Level
Advanced Diploma in Midwifery
Level: Advanced Diploma Level
Advanced Diploma in Paediatric Nursing
Bachelor's Degree Level
Bachelor of Accounting (Hons)
Level: Bachelor's Degree Level
Bachelor of Biomedical Sciences
Bachelor of Business Administration (Open & Distance Learning)
Bachelor of Civil Engineering (Hons)
Bachelor of Engineering in Electrical and Electronic Engineering
Bachelor of Environmental Health & Safety (HONS) (ODL)
Bachelor of Environmental Health and Safety (Hons)
Bachelor of Hospital Management (Hons)
Bachelor of Hospitality Management (Hons)
Bachelor of Information Technology (Hons)
Bachelor of Mechanical Engineering (Hons)
Bachelor of Medical Imaging (Hons)
Bachelor of Medicine and Bachelor of Surgery (MBBS)
Fees (Local): 371850/Course
Bachelor of Nursing (Hons) Public Health
Bachelor of Pharmacy (Hons)
Bachelor Of Physiotherapy (HONS) (ODL)
Bachelor of Science (Hons) in Islamic Finance
Duration: 3.5 Yrs Add to Educart
Bachelor of Science (Hons) Nursing
Bachelor of Science (Hons) Physiotherapy
Bachelor of Science Biotechnology (Hons)
Doctor of Dental Surgery (DDS)
Masters Degree Level
M.Sc. (Public Health)
Level: Masters Degree Level
Master in Pharmacy
Master in Physiotherapy
Duration: 1 year (FT) 2 years (PT) Add to Educart
Master of Business Administration (Hospital Management)
Master of Business Administration (ODL)
Master of Medical Science (Anatomy)
Duration: 1.5 years - 3 years (Full time) 3 years - 6 years (Part Time) Add to Educart
Master of Nursing
Master of Science in Public Health (Online)
Postgraduate Certificate
Post Basic Certificate in Gerontology
Level: Postgraduate Certificate
Post Basic Certificate in Perioperative Nursing
Doctoral Degree (Ph.D) Level
Doctor of Philosophy (PhD) in Nursing
Level: Doctoral Degree (Ph.D) Level
Duration: 3 - 6 years (FT) 4 - 8 years (PT) Add to Educart
PhD in Pharmacy
Level 10, Unity Building, Jalan SP 2
Bandar Saujana Putra
42610 Jenjarom
Type: Private University & University College
Website: https://mahsa.edu.my/
MAHSA College - Pusat Bandar Damansara (PBD)
Level 5, Block A
Pusat Bandar Damansara
Type: Private College
Website: http://mahsa.edu.my
MAHSA College (Sabah Campus)
Lot No.C-100B, Concourse Floor
1 Borneo Hypermall
88400 Kota Kinabalu
Tel: 088-448819 / 088-447082 / 088-447112
Fax: 088-448817
MAHSA Learning Centre, Kuching
No.191, Lot 1508, Ground & 1st Floor
Wisma Tek
93350 Kuching
Tel: 082-451 606
Fax: 082-458 176
Professor Tan Sri Datuk Dr. Haji Mohammed Haniffa bin Haji Abdullah
FOUNDER/EXECUTIVE CHAIRMAN AND PRO-CHANCELLOR , MAHSA University
MAHSA was established as MAHSA College in 2005 with the belief that higher education in the field of healthcare was a vital gear in the development of the nation. MAHSA is the brainchild of Prof Datuk Dr. Hj. Mohamed Haniffa who is the founder, Pro-Chancellor and the Executive Chairman of the University. The Pro-Chancellor, himself a clinical practitioner of Medicine, believed in creating a center of excellence, an institution devoted to creating qualified, competent and caring healthcare professionals to address the acute shortage of healthcare professionals in Malaysia.
In the year 2005, MAHSA College was formed with one program, the Diploma in Nursing with 38 students. By the year 2007, the total student population stood at 7000 and within 2 years, MAHSA outgrew its original premise and a second campus was set up. Today, over 10, 000 students are enrolled in over 70 programmes ranging from Certificates to Diploma, Degree and Masters in MAHSA University in Bandar Saujana Putra, MAHSA College Sabah Campus and MAHSA Avenue International College in KL.
In 2008, MAHSA College upgraded to University College. This was a remarkable achievement considering the newness of the institution within the country, something unheard of in the private sector of the education industry. In 2013, MAHSA became MAHSA University.
Tan Sri Haniffa decided to diversify MAHSA's portfolio into other sectors of higher education namely Business, Accounting, IT and Multimedia, Engineering, Arts and Design. Today, MAHSA is known to be not only an Education Institution, but an entity that has penetrated into various service industries namely Healthcare, Retail, Foreign Exchange, IT, and Hospitality, serving too as an incubation hub for its own students and as a channel of employability to its own graduates.
Visit Website Add to Educart
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Community ONE volunteers and students at our recent Star v. Students soccer game.
You've heard it before, but let's say it again: sometimes it's not what you know, but who you know. It's a well-known fact that networking is key to advancing your career, and volunteering is a great way to widen your network. Your fellow volunteer may work in an industry that you're interested in, or at a company you've had your eye on, and you never know what a good relationship with that person could lead to! The key here is to make sure that the relationship is genuine. So get out there and get networking!
When it comes to volunteer opportunities, there's just about something for everybody. Once you find an organization or cause that you're interested in, there may be chances to learn or practice skills that you don't use regularly. For example, maybe potential jobs you're interested in are looking for someone experienced with graphic design. If you handle all of the graphic design for the organization you volunteer with, that's transferrable experience that you can include on your resume – all for a good cause. It's a win-win!
Among the many benefits of volunteering, is the fact that it looks good! As mentioned in the last point, doing volunteer work gives you the chance to practice skills that directly translate into job responsibilities. In addition, it can show that you work well with others, you are passionate about a cause, you take initiative, and are a well-rounded person– all good things!
If you are in a place where you are trying to figure out your career path, volunteering could very well help guide you in the right direction. If you love kids, or the environment, look for ways to volunteer in those areas. Maybe in the process you're inspired to start your own business, or find out what you really love to do (or don't love). The possibilities are endless, you just have to start somewhere!
If you are in-between jobs, volunteering is a great way to fill in that space. Potential employers will more than likely ask about what you've been doing in-the-mean-time-in-between-time, so you should be prepared with an honest answer. Why not fill those holes with a positive experience that could help you hone in on your skills and interests? According to a Corporation for National and Community Service report, 'volunteers have a 27 percent higher likelihood of finding a job after being out of work than non-volunteers.' Volunteer work can show a potential employer that you've been actively trying to make yourself a more marketable candidate, and hopefully help land the job that you've had your eye on!
Overall, volunteering is something that you won't regret. Not only are you bettering yourself, but more importantly, you're helping someone else. So while you look for ways to give back and how to reach your own personal goals, don't forget the real reason why we volunteer. Get up, get out, and give back!


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