text:
Q: SVModalWebViewController - Pass URL from UIWebView I have a main UIWebView and I am trying to open any URL using SVWebViewController. My code can be seen bellow.
- (BOOL)webView:(UIWebView *)webView shouldStartLoadWithRequest:(NSURLRequest *)request navigationType:(UIWebViewNavigationType)navigationType {
    if (navigationType == UIWebViewNavigationTypeLinkClicked ) {
        SVModalWebViewController *webViewController = [[SVModalWebViewController alloc] initWithAddress:@"http://google.com"];
        [self presentViewController:webViewController animated:YES completion:NULL];
        return NO;
    }

    return YES;
}

It seems like SVWebViewController has an initWithAddress parameter. I want to know if I can pass the requested URL in that parameter.
Thank you in advance.

A: Found a way out of this. It seems like I could work with
initWithURLRequest:(NSURLRequest *)request
- (BOOL)webView:(UIWebView *)webView shouldStartLoadWithRequest:(NSURLRequest *)request navigationType:(UIWebViewNavigationType)navigationType {
    if (navigationType == UIWebViewNavigationTypeLinkClicked ) {
        SVModalWebViewController *webViewController = [[SVModalWebViewController alloc] initWithURLRequest:(NSURLRequest *)request];
        [self presentViewController:webViewController animated:YES completion:NULL];
        return NO;
    }

    return YES;
}

redpajama_set_name: RedPajamaStackExchange


text:
Sea-Tac Airport Noise And Pollution
Information to help you fight airport noise and pollution.
How do I determine if I have a Port Package or Avigation Easement?
So You Want A Port Package? Start Here
Why is it getting so much worse? (NextGen For Dummies)
Who decides what happens at Sea-Tac Airport?
Port Package Problems?
SAMP For Dummies
HB2315 (Port Package Update) Frequently Asked Questions
Stay Informedx
I understand that you will never share my information with anyone and will only use it to keep me updated on relevant events.
Noise Reports
Hourly Noise Detail Report
Hourly Noise Summary Report
Daily Noise Summary Report
About The Permanent Noise Monitors
Editorial: Keep Paine Field off list for service expansion
A proposed commission to site a new or expanded commercial airport in the state should bypass PAE.
Friday, March 15, 2019 1:30am Opinion In Our View
By The Herald Editorial Board
For the opponents of regular passenger airline service at Paine Field — the cheers from supporters over this month's first flights still ringing in their ears as loud as a jet engine — news from the state Senate this week might have them packing their bags.
With a lone dissent from Sen. Marko Liias, D-Lynnwood, the Senate approved legislation that would create a new commission that will make a recommendation to locate a new or expanded primary airport in Washington state. Senate Bill 5370 is now before the House transportation committee.
There's no debate regarding the need. Your first clue would be the soaring enthusiasm for the new passenger terminal at Paine Field and the ability for air travelers to avoid the ground traffic south to Seattle Tacoma International, not to mention the crush of passenger at its gates. The other clue is the growth of passenger and cargo flights at Sea-Tac, which was the ninth-busiest airport in the United States for passengers with 22.6 million enplanements in 2017 and 16th for cargo flights that year, handling 2.3 billion pounds of cargo, a 23 percent increase over 2016, according to Federal Aviation Administration figures.
There's little doubt that the boom in online retail businesses, primarily Seattle-based Amazon, is driving much of that growth, even as cargo is being squeezed by the demand for passenger service at Sea-Tac.
The legislation would create a 15-member commission drawing members from state commerce and transportation agencies, ports throughout the state, the airline industry, the private sector and regional planning groups. Following a review of potential sites, the commission would consider a list of six sites for a new or expanded primary aviation airport in the state, winnowing a list of six candidates down to one by Jan. 1, 2021.
At least one senator was ready to clear a landing for her district at Grant County International Airport near Moses Lake. "We have the longest landing strip this side of the Mississippi," offered Sen. Judy Warnick, R-Moses Lake. Along with plenty of available land for cargo operations, Moses Lake also is located in the near-center of the state, just off I-90 and in resonable proximity to frieght rail.
Liias shares no such enthusiasm for Paine Field's consideration in the process. On the floor of the Senate, Liias said he couldn't support the bill because he wouldn't support an additional expansion of service at Paine Field.
A review for new or expanded service somewhere in the state — and perhaps not at just one location — is necessary if the state's airports are to safely keep up with demand for passenger and cargo flights. As it is, nothing will be taking off or landing anytime soon from such an airport; the legislation's timeline wants a airport up and flying by 2040.
For an inclusive review of this sort, Paine Field can't fairly be eliminated at the start but it shouldn't rank high on any list, long or short.
Liias is right to be wary of Paine Field's consideration in the commission's siting review, out of concern — not just for the residential neighbors and officials who opposed the passenger terminal and its flights — but for the success of the new terminal itself.
Paine Field and its new two-gate passenger terminal have potential not just as a convenient, accessible and comfortable option for travelers but as an economic engine in developing tourism and business opportunities for Everett, Mukilteo and the rest of Snohomish County.
In the new terminal's fledgling years, we'll repeat what we said earlier that Paine Field needs local officials, the terminal operator, the airlines and neighboring communities to work as good neighbors to resolve concerns and protect the interests of all for a livable community around the airport.
All need time now to allow those relationships to strengthen wihout new demands for increased service.
Link To Original Content
TagsEverett Herald
Some Suggestions For Protesters
Information Pages on this site
Files To download from this site
Key Documents!
Links to external articles
Each item may be also tagged or organized into categories:

redpajama_set_name: RedPajamaCommonCrawl


text:
package org.cometd.server;

import java.lang.reflect.Method;
import java.util.concurrent.CountDownLatch;
import java.util.concurrent.TimeUnit;
import org.cometd.bayeux.Message;
import org.cometd.bayeux.server.ServerMessage;
import org.cometd.bayeux.server.ServerSession;
import org.eclipse.jetty.client.api.ContentResponse;
import org.eclipse.jetty.client.api.Request;
import org.junit.jupiter.api.Assertions;
import org.junit.jupiter.params.ParameterizedTest;
import org.junit.jupiter.params.provider.MethodSource;

public class CometDServiceWithThreadPoolTest extends AbstractBayeuxClientServerTest {
    @ParameterizedTest
    @MethodSource("transports")
    public void testBayeuxServiceWithThreadPool(String serverTransport) throws Exception {
        startServer(serverTransport, null);

        String channel = "/foo";

        TestService service = new TestService(bayeux, channel);

        Request handshake = newBayeuxRequest("[{" +
                "\"channel\": \"/meta/handshake\"," +
                "\"version\": \"1.0\"," +
                "\"minimumVersion\": \"1.0\"," +
                "\"supportedConnectionTypes\": [\"long-polling\"]" +
                "}]");
        ContentResponse response = handshake.send();
        Assertions.assertEquals(200, response.getStatus());

        String clientId = extractClientId(response);

        Request subscribe = newBayeuxRequest("[{" +
                "\"channel\": \"/meta/subscribe\"," +
                "\"clientId\": \"" + clientId + "\"," +
                "\"subscription\": \"" + channel + "\"" +
                "}]");
        response = subscribe.send();
        Assertions.assertEquals(200, response.getStatus());

        Request publish = newBayeuxRequest("[{" +
                "\"channel\": \"" + channel + "\"," +
                "\"clientId\": \"" + clientId + "\"," +
                "\"data\": {}" +
                "}]");
        response = publish.send();
        Assertions.assertEquals(200, response.getStatus());

        Assertions.assertTrue(service.await(5000));

        Message message = service.getMessage();
        Assertions.assertNotNull(message);
        Assertions.assertNotNull(message.getChannel());
        Assertions.assertNotNull(message.getData());
    }

    public static class TestService extends AbstractService {
        private final CountDownLatch latch = new CountDownLatch(1);
        private volatile Message message;

        public TestService(BayeuxServerImpl bayeux, String channel) {
            super(bayeux, "test", 5);
            addService(channel, "handle");
        }

        @Override
        protected void doInvoke(Method method, ServerSession session, ServerMessage message) {
            // Sleep for a while to simulate a slow dispatch
            sleep(500);
            // Save a copy of the message to test it later
            this.message = message;
            super.doInvoke(method, session, message);
            latch.countDown();
        }

        private void sleep(long time) {
            try {
                Thread.sleep(time);
            } catch (InterruptedException x) {
                Thread.currentThread().interrupt();
            }
        }

        public void handle(ServerSession remote, ServerMessage message) {
        }

        public boolean await(long time) throws InterruptedException {
            return latch.await(time, TimeUnit.MILLISECONDS);
        }

        public Message getMessage() {
            return message;
        }
    }
}

redpajama_set_name: RedPajamaGithub


text:
Public Member of the Advisory Council on Alzheimer's Research, Care, and Services: 2016 Recommendations
Public Member of the Advisory ...
PUBLIC MEMBERS OF THE ADVISORY COUNCIL ON ALZHEIMER'S RESEARCH, CARE AND SERVICES: 2016 Recommendations
Since 2012, the National Plan and its accompanying recommendations have catalyzed progress in the field of AD/ADRD.
The 2016 Recommendations from the public members of the Advisory Council are presented below. Fulfilling the recommendations is contingent on limitations on legislative authority, resources, and data among the Federal Government. Appendix 2 of the National Plan 2016 Update gives federal responses to make clear which of these recommendations have been addressed and which would require congressional authority or additional resources.
The 2016 National Plan should continue to provide a robust, comprehensive, and transformative scientific roadmap for achieving the goal of preventing, effectively treating and providing effective care and services for AD/ADRD by 2025.
A roadmap for accomplishing the primary goal of the Plan should include input from experts in the field through research summits on AD/ADRD dementias including a research summit on care and services.
Recommendations from these summits and the research community should be re-evaluated each year and translated into milestones.
Include specific research milestones to:
Reduce racial/ethnic/socioeconomic disparities in AD/ADRD.
Make significant improvements in research recruitment rates and outreach among diverse populations.
Re-evaluate research priorities among AD/ADRD across all research areas (e.g., from identifying disease modifying treatments to identifying effective care and services).
Include and prioritize specific milestones for populations at high risk for AD/ADRD (e.g., people with Down syndrome).
Increased attention should be paid to person-centered and family-centered outcomes with respect to research planning and the delivery of care and services.
A top priority remains the urgent need to continue to increase annual federal research funding sufficient to meet the 2025 goal.
Initial estimates of that level are $2 billion per year but may be morThis investment would be applied to AD/ADRD research initiatives spanning basic, translational, clinical, care and services research.
The annual research funding target should be dynamically modified to approximately 1% of the cost of caring for persons with AD/ADRD.
The annual professional judgment budget recommended by the Alzheimer's Accountability Act and prepared by NIH should reflect the science-driven funding needs for the budget year to enable investigators to reach the 2025 goal of the plan.
The 2016 National Plan should develop research goals aimed at the establishment of recommendations to improve uptake, spread and delivery of evidence-based and evidence-informed care and services.
Enhance methodologies to effectively engage persons with dementia and families in research on care decision making and planning.
Develop and implement quality care measures across all settings that include person-centered and family-centered outcomes.
Identify and evaluate (non-drug) care strategies that reduce disease burden and delay disease progression, and evaluate their costs and downstream effects.
Study comprehensive dementia care from time of diagnosis to end-of-life and associated costs.
Develop and evaluate effective care programs across diverse settings, disease etiologies and disease trajectories to address key clinical features including NPS and functional decline.
Convene a conference of key stakeholders to identify a meaningful pathway or pipeline for developing and testing non-pharmacological treatments, and scaling up and implementing effective approaches.
Emphasis should be given to the standardization of terminology in dealing with cognitive and dementing disorders.
An integrated conference should be convened to develop consistent language for cognitive disorders among the scientists, care providers and the public.
Engage all of the stakeholders around these issues to reach a consensus for the benefit of persons with dementia, their family members and caregivers, and the scientific and service communities.
As recommended in the National Plan the United States government should support global efforts to address issues of research, care and services.
United States public and private entities should acknowledge and scrutinize the work of the WDC.
Continued collaborations on international research efforts should be promoted.
The 2016 National Plan should increase early detection and diagnosis of AD/ADRD by encouraging and promoting cognitive assessment; and confirm measurement strategies to track progress within 2 years.
Encourage clinicians to implement GSA's Workgroup on Cognitive Impairment Detection and Earlier Diagnosis' four-step process. The steps include: (1) "Kickstart the cognition conversation;" (2) "Assess if symptomatic;" (3) "Evaluate with full diagnostic workup if cognitive impairment detected;" and (4) "Refer to community resources and clinical trials, depending on the diagnosis."
Promote early detection and diagnosis: support continuing education efforts that improve health care providers' ability to recognize early signs of dementia, including AD/ADRD, and to offer counseling to individuals and their care partners. Sessions should enhance health care provider awareness and understanding of the Medicare AWV and knowledge of validated cognitive assessment tools, through local and state conferences.
Determine if and how the Medicare AWV can be used to measure the rate of screening for cognitive impairment.Also, determine if and how other measures, such as items within the Physician Quality Reporting System (PQRS), could be used to track progress regarding the rate of screening for cognitive impairment.
Measure and publicly report data on AD/ADRD diagnostic levels nationally and by state, released within 6 months of year end.
Expand Diagnosis Disclosure, Improve Assessment and Care Planning, and Enhance Care Coordination.Develop and implement educational campaigns directed towards: (a) persons at risk for dementia and their family and caregivers; and (b) clinicians capable of conducting cognitive screening assessments.For the education of clinicians, include information about best practices for how to conduct the cognition conversation such that the diagnosis is understood, how to conduct conversations about care planning, and how to enhance care coordination through referrals to community resources. For the education of persons at risk for dementia and their family and caregivers, include information about what to expect after cognitive screening.
The 2016 National Plan should enhance care planning and care coordination by increasing the use of person-centered and caregiver goals, and improving measurement within 3 years.
Identify standards of care that reflects delivery of a comprehensive assessment to establish the diagnosis of dementia, identification of contributing factors, identification of support needs, and formulation of a care plan.
Develop and implement a plan to improve measurement capability so that the perspectives and goals of persons with AD/ADRD, their families and caregivers are known.
Incorporate best practices from the CMS Financial Alignment Initiative, including guidance provided in "three-way contracts" between CMS, states and health plans to improve care coordination for dementiOne example is the Dementia Cal MediConnect program which implemented care manager training and technical assistance in response to California's three-way contract specifying that each health plan must have a dementia care specialist.
The 2016 National Plan should increase the number of communities working to become dementia-friendly by 50% within 1 year.
Encourage efforts to foster Dementia-Friendly Communities. As an example, tools and resources used in Minnesota have been replicated through a privately-funded collaboration called Dementia Friendly America; under this initiative all United States communities have access through a website (http://www.dfamerica.org) to free tools, resources, best practices and technical assistance to support them in working to become dementia-friendly. Incorporate examples such as this into an update of the November 2011 Dementia-Capability Toolkit and the September 2014 report, Dementia-Capable States and Communities: the Basics; and/or promote expanded use of the Toolkit and report.
Promote the Dementia-Friendly Community approach as an organizing vehicle to implement state AD/ADRD plans. A public-private collaborative approach should provide funding that is designed to specifically support communities and/or states with seed money to foster the coordination of community efforts and support technical assistance through a centralized hub and/or state lead entity. In 2016, this collaborative should fund at least 20 communities (via an Request for Proposal process) and a technical assistance huThe communities chosen should reflect differences in cultural groups and size of community, as well as rural and urban locales.
The 2016 National Plan should convene a national dementia care and services research summit.
Build on existing work to identify research priorities related to improving early detection and diagnosis of AD/ADRD, providing care and services to persons with dementia and family caregivers, and providing recommendations as to standards of care, best practices and priorities.
States, HHS, and Tribes must assure robust dementia-capable LTSS systems to meet the growing impact of AD/ADRD.
Increase the number of states with an identified state lead entity for AD/ADRD to coordinate activity across state agencies and programs, and to work with state, local and private sector partners to implement strategies in concert with the National Plan.
National partners should work with HHS and states to assure engagement of state governors and legislatures in state efforts to address dementia-capable LTSS, expand use of evidence-based and best practices, and advocate for adequate funding for LTSS.
Double current funding for the ADSSP and ADI-SSS program to increase state and communities' use of evidence-based and evidence-informed strategies, programs, and dementia-capable systems.
Provide adequate funding to support state lead entities to plan and coordinate public and private activities to assure states are able to address the growing impact of AD/ADRD and assure dementia-capable health and LTSS systems.
Increase state and local public health role in supporting brain health, prevention, surveillance, and community policies to support cognitive health, implementation of CDC's Healthy Brain Initiative: Public Health Road Map, and incorporation of brain health and AD/ADRD into other existing public health efforts.
Amend Older Americans Act and expand funding to support making Title III services available to people under age 60 with younger-onset dementia.
Adopt common metrics that states, Tribes, and communities can use to measure and track progress in developing dementia-capable LTSS.
HHS, states, Tribes, and health care and aging services must assure that family or unpaid caregiver health and well-being is addressed.
Assure that health and related systems funded with federal resources provide chronic disease management and related services for people with AD/ADRD, as well as family caregivers.
Educate and clarify for health care providers and health systems how Medicare care planning and other covered benefits can be provided to a beneficiary with AD/ADRD in compliance with HIPAA, when a family caregiver is present and the individual with the disease is not.
Provide full funding for the National Family Caregiver Support Program, including funding to ensure regular evaluation of the impact of the program on family caregivers for people with AD/ADR
The process of diagnosis should include engaging individuals and families in care planning and referrals to appropriate community resources to support this planning. Care planning should address health, LTSS, caregiving resources, legal, estate planning, and finances.
Provide care planning with an unpaid/family caregiver as a covered benefit under Medicare and Medicai
Identify family/unpaid caregivers in EHRs of individuals with AD/ADRD, as well as in the caregiver's own medical records.
Expand pilot payment programs in Medicare and Medicaid models that include caregiver support for patients with AD/ADRD, many of whom have complex care needs.
Identify and advocate for employment practices and policies that allow employers to balance paid employment with unpaid care.
Support the expansion to scale of evidence-based and evidence-informed caregiver support programs and their cultural adaptations.
Federal agencies in partnership with national organizations and states, support research to identify standards and best practices to improve quality of life and LTSS for individuals and families affected by AD/ADRD.
Provide training for paid/paraprofessional caregivers in every care setting to address cultural and dementia competence.HHS should identify model state standards of care and policies that promote fair and reasonable compensation and appropriate dementia care trainin
Assess and share findings on the impact of CMS's 2014 HCBS settings rule on individuals with AD/ADRD and their caregivers.
Assess and share findings on the impact of states' managed LTSS systems on individuals with AD/ADRD and their caregivers.
National Alzheimer's Project Act Home Page
National Plan to Address Alzheimer's Disease and Other NAPA Documents Page
Advisory Council Recommendations Page
"2016PubMemRec.pdf" (pdf, 40.35Kb)


Mormon | Get the Word out!
This week's design is called Clown (I know, it's pretty original…). The design came to mind while I was thinking about how silly some of the arguments against Christianity are and how arrogant some of the attackers are. They purport to know for a fact that God doesn't exist or that He's really a different "god" altogether.


text:
Q: CakePHP redirect entire page instead of div When I'm logging in with my CakePHP login function in the Users controller using ajax. The errors will be displayed in an Div above the login form. But when I have a successful login, I want to redirect the page to the homepage. When I'm using $this->redirect('home'); in the Users controller, the Div will only be updated.
How can I make sure that the entire page will be reloaded? I rather fix this problem with PHP than Javascript 'cause I'm using the Writebuffer method with the JSHelper.
Thanks!

A: This should be solved in client side. Because client browser gets the AJAX response and puts the output inside the DIV.
Although you can embed javascript code inside the AJAX response. For example, if login is incorrect, then put a window.location javascript code inside the output. But this is not a good solution.
Return an HTTP status code within AJAX response. If for example code is 401, then redirect.
if (data == '401') {
  document.location.href="http://example.com";
}


text:
Альберт Едвард 'Едді' Калверт (  15 березня 1922, Престон —  7 серпня 1978, Йоганнесбург) — англійський трубач, який користувався найбільшим успіхом у 1950-х роках. У період з 1953 по 1958 рік Калверт сім разів із своїми інструментальнимих хітами потрапляв до британського чарту, а двічі його очолював з мелодіями «Oh, Mein Papa» в 1953 році і «Cherry Pink (and Apple Blossom White) в 1955 році.

Біографія
Калверт народився в Престоні, Ланкашир, Англія. Незабаром він навчився грати на різноманітних інструментах, найбільше грав на трубі

Після Другої світової війни, демобілізувавшись із армії, він позичив гроші у батька, щоб отримати першу роботу в манчестерському оркестрі Після його виступу на телебаченні з оркестром Стенлі Блека, захоплений диктор представив його як "Людина з золотою трубою" — влучний опис, який залишився з ним до кінця його музичної кар'єри.

Стиль Калверта був незвично індивідуалістичним, і він став популярним музикантом на радіо та телебаченні BBC протягом 1950-х років. Розпочавши з лейблу Melodisc у 1949—1951 роках, надалі він почав співпрацювати із Columbia, яка видала дві платівки:  (Oh Mein Papa), а через рік —  (Cherry Pink and Apple Blossom White). Він став першим британським інструменталістом, який досяг першого місця в UK Singles Chart, перебуваючи там протягом протягом дев'яти тижнів, і першим отримав золотий диск у Великій Британії за інструментальний трек.

Подальші записи "John and Julie" і "Mandy", теж потрапляли до топ-10 чарту. Серед інших мелодій були «Stranger in Paradise» (1955), «The Man with the Golden Arm» (1956) і «Jealousy» (1960). Також 1958 року він зіграв роль трубача у американсько-британському пригодницькому фільмі За межами Момбаси.

Калверт у співавторстві написав пісню «My Son, My Son», яка стала хітом для Віри Лінн у 1954 році. Незважаючи на те, що він був інструментальним музикантом, його тематична музика до фільму «Людина із золотою рукою» була заборонена BBC «через зв'язок із фільмом про наркотики».

Оскільки музика почала змінюватися в 1960-х роках, із світовою популярністю таких груп, як «Бітлз» та жанру рок-н-ролу, музичні виступи Калверта стали менш популярними серед покупців платівок.

До 1968 року Калверт розчарувався в лейбористському уряду Гарольда Вільсона і особливо критично ставився до політики Лондона щодо Родезії. В результаті після світового туру, який включав кілька зупинок в Африці, він покинув Велику Британію, зробивши Південну Африку своїм домом. Він продовжував виступати там і був постійним відвідувачем Родезії.

7 серпня 1978 року Калверт помер від серцевого нападу у ванній кімнаті свого будинку в Ривонії, Йоганнесбург. Йому було 56 років.

Ранні записи

 Melodisc — 78rpm (c 1949—1951)
 1022 Eddie Calvert & His Rumba Band — «Miserlou» / Eddie Calvert & Orchestra — «Hora Samba»
 1023 Eddie Calvert & Orchestra — «Gypsy Lullaby» / «Son Mambo»
 1178 Eddie Calvert & Orchestra — «With A Song in My Heart» / «Kiss Me Again»
 Melodisc 45rpm EP (c 1955)
 EPM 7–58 Eddie Calvert and His Rumba Band — Eddie Calvert Plays Latin American — «Miserlou» / «Hora Samba» / «Gypsy Lullaby» / «Son Mambo»

Сингли

 «Oh Mein Papa» (#1) — 1953
 «Cherry Pink and Apple Blossom White» (#1) — 1955
 «Stranger in Paradise» (#14) — 1955
 «John and Julie» (#6) — 1955
 «Zambesi» (#13) — 1956
 «Mandy (La Pense)» (#9) — 1958
 «Little Serenade» (#28) — 1958

Примітки

Посилання

 45-rpm.org.uk article with discography
 http://www.britishpathe.com/video/the-trumpeters-meet

Померли 1978
Народились 1922
Британські музиканти

redpajama_set_name: RedPajamaWikipedia


text:
Censored: Focus on the Family's The Daily Citizen
The Ministry Reacts to Alarming Rise in Big Tech's Censorship of Conservative Voices
"Twitter suspended the account of Focus on the Family's The Daily Citizen for telling the truth in a tweet. The tweet included the following sentence: 'Dr. Levine is a transgender woman, that is, a man who believes he is a woman.' Twitter called that hate speech. The science of DNA says that you can't change the gender you were born with. And the Word says, Am I therefore become your enemy, because I tell you the truth? (Gal. 4:16). We stand with Focus on the Family, and we stand against censorship. We love all people—and that love compels us to tell the truth."
Andrew Wommack, President and founder of Andrew Wommack Ministries and Charis Bible College
On January 29, 2021, the ministry sent out the following press release to draw attention to the latest chapter in the alarming rise in the censorship of conservative viewpoints by Big Tech:
Andrew Wommack Ministries joins conservative voices to protest Twitter's decision to block Focus on the Family's The Daily Citizen
Woodland Park, CO, Jan. 29, 2021—Andrew Wommack Ministries (AWMI) stands with concerned Americans across the country today to express its opposition to the decision by Twitter to block Focus on the Family's The Daily Citizen due to an alleged rules violation. Twitter blocked the Christian outlet, even after an appeal. Twitter carried out the account block stating its position that the organization had posted "hateful" content. "Twitter's decision is blatant censorship," said Richard Harris, General Counsel for Andrew Wommack Ministries. "Focus on the Family's statement poses no danger to anyone and does not incite violence or any other improper behavior. It seems, according to Twitter, simply acknowledging the undisputed fact of a person's biological gender is now 'hateful'."
The tweet posted on @FocusCitizen included this sentence discussing President Biden's new transgender Assistant Secretary for Health at the Department of Health and Human Services: "Dr. Levine is a transgender woman, that is, a man who believes he is a woman." "Our concern is that with Focus on the Family's account being blocked, all Christian conservative organizations could be next," said Harris. "If stating the facts from a biblical perspective of what constitutes gender gets you banned, then the freedom to speak of all Christian organizations is in jeopardy." "Andrew Wommack Ministries is deeply concerned that there is a coordinated effort to silence those who hold Christian convictions," Harris said. "We ask all Americans to pray and to speak out to let Big Tech and our elected representatives know that this assault on essential freedom is not acceptable. This targeting of free speech, religious liberty and the whole 'Cancel Culture' is a rapidly growing phenomenon that has no end in sight. We must act now."
Here's something easy that we can all do: sign Focus on the Family's petition today. Please don't leave this page thinking you'll return to it later. Follow the button below now…your signature can make a real difference!
Oppose Big Tech Censorship: Sign The Petition
For more on this developing story, follow the button below:
Read Focus on the Family's The Daily Citizen
Written by Andrew Wommack Ministries Staff | February 2, 2021 October 18, 2021 | Categories: Biblical Worldview, Blog, Important, News | Tags: 2021
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Use Wal-Mart, Aldi's, Dollar General fake flavored water to make or brew tea, coffee. It can also be used to make rice.
I hope to see Watermelon, Canalope, Musk Melon, Rocky Road, Cinnamon Apple, Sweet Potatoe, Pecan, Nutmeg, Pumkin Pie, Rubbarb, Vanilla, Chocolate Chip Cookie Dough, Cream Soda, Banana, Grape Fruit, even vegatable flavored.


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Androgens affect the processing of secretory protein precursors in the guinea pig seminal vesicle. II. Identification of conserved sites for protein processing
Hagstrom, J.E.; Harvey, S.; Madden, B.; McCormick, D.; Wieben, E.D., 1989: Androgens affect the processing of secretory protein precursors in the guinea pig seminal vesicle. II. Identification of conserved sites for protein processing. Molecular Endocrinology 3(11): 1797-1806
The guinea pig seminal vesicle epithelium is an androgen-dependent tissue that synthesizes and secretes four major secretory proteins (SVP-1, SVP-2, SVP-3, and SVP-4). Sequencing of near full-length cDNA clones corresponding to the two most abundant mRNAs produced by the seminal vesicle reveals that all four secretory proteins are cleaved from two secretory protein precursors. Amino acid sequences from purified SVP-2 match the central region of the predicted amino acid sequences from the smaller cDNA clone, GP2 (581 nucleotides). Similar analysis demonstrates that the predicted amino acid sequence from the longer cDNA clone, GP1 (1368 nucleotides), codes for the related proteins SVP-3 and SVP-4 as well as SVP-1. The 43.2 kilodalton polyprotein precursor coded by GP1 contains two different sets of 24 amino acid tandemly repeated sequences. The two secretory protein precursors have extensive regions of peptide sequence homology, particularly in regions where protein processing must occur to produce the mature secretory proteins. Analysis of the predicted secondary structure of the two precursor polypeptides revealed a strong correlation between structural features and sites of protein processing.
DOI: 10.1210/mend-3-11-1797
Dickinson K.A., 1976: Sedimentary depositional environments of uranium and petroleum host rocks of the Jackson Group, South Texas. Journal of Research of the U S
Kirby, R.R., 1980: A priori and a posteriori knowledge in medicine. Chest 77(5): 597-598
Hifumi, E.; Yamada, Y.; Uda, T., 2006: A catalytic antibody heavy chain HpU-2 degrading its epitope peptide and H-pylori urease. The HpU-2 monoclonal antibody (mAb) raised against Helicobacter pylori urease mainly recognized the a-subunit of the urease. On the other hand, the heavy chain of HpU-2 mAb (HpU-2-H) isolated from the parent mAb recognized both the alpha- and beta...
Mitter, W., 1982: Comprehensive, diversified and flexible educational structures in the context of lifelong education: a comparative analysis of four case studies. Conceived as a contribution towards clarifying how schools can foster lifelong education, the project comprises case studies from Belgium, Brazil, Nigeria and Romania, focusing on the transitions which confront children as they progress through fo...
Oliver, A.C.; Woods, R.P., 1959: Interim report of T.D.A. test at Shoreham. Resistance of timber to marine borers. Describes the type of damage caused by Teredo and Limnoria spp. In the tests, begun in 1950, 23 species of tropical woods have been examined, for periods of immersion from 1/2 to 6 years. At least 4 years' immersion is necessary to be certain...
McInnes, M.F., 1972: Tracheal stenosis: treatment by an endoscopic method. Canadian Medical Association Journal 106(5): 577 Passim-577 Passim
Lagarreta, G.; Aceves, V.C.; Solis, J.L.; Valverde, R.C., 1984: Interrelations between season, physiological state and circulating levels of thyroxine in Holstein cows in the humid tropics. Serum thyroxine (T4) was determined in 95 Holstein-Friesians classified as either non-lactating non-pregnant, non-lactating pregnant, lactating non-pregnant, or lactating pregnant cows from the tropical region of the Gulf of Mexico during 2 period...
Rohr, H.; Kues, U.; Stahl, U., 1999: Recombination: organelle DNA of plants and fungi: inheritance and recombination. Progress in Botany. 1998( ); 60: 39-87
Schön, T.; Kühne, M., 2016: Not Available. Therapeutische Umschau. Revue Therapeutique 73(6): 333-339
Chouvelon, T.; Chappuis, A.; Bustamante, P.; Lefebvre, S.; Mornet, F.; Guillou, G.; Violamer, L.; Dupuy, C., 2014: Trophic ecology of European sardine Sardina pilchardus and European anchovy Engraulis encrasicolus in the Bay of Biscay north-east Atlantic inferred from 13C and 15N values of fish and identified mesozooplanktonic organisms. European sardine (<italic>Sardina pilchardus</italic>) and European anchovy (<italic>Engraulis encrasicolus</italic>) are two species of economical and ecological significance in the Bay of Biscay (north-east Atlantic). How...


Bordering the town of Harlow, Sawbridgeworth can be found just four miles south of Bishop Stortford and nine miles north of Epping. Located on the A1184 as well as having its own railway station with links to London Liverpool Street, makes this a prime location for a general storage facility that offers a variety of solutions for commercial storage requirements.
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From flannels to kurta pyjama: Laxmi Ratan Shukla starts new journey
His Cricket Career Had Its Share Of Regrets But Laxmi Ratan Shukla Wants To Forget All About It As He Begins A New Innings, Albeit On The Political Pitch, By Becoming One Of The Youngest Ministers In Mamata Banerjee's Newly-sworn-in Cabinet. Just Three Weeks After His 35th Birthday, The Former Bengal Captain Shukla, Who Had Played 3 ODIs For India In 1999, Traded His White Flannels For White Kurta Pyjama.
PTI | Updated on: 27 May 2016, 07:02:09 PM
His cricket career had its share of regrets but Laxmi Ratan Shukla wants to forget all about it as he begins a new innings, albeit on the political pitch, by becoming one of the youngest ministers in Mamata Banerjee's newly-sworn-in cabinet. Just three weeks after his 35th birthday, the former Bengal captain Shukla, who had played 3 ODIs for India in 1999, traded his white flannels for white kurta pyjama.
Shukla, who had also played for Bengal this season, announced his retirement in not so happy circumstances, having relinquished his captaincy at the start of the season. He was, in fact, playing club cricket in CAB league when Banerjee told him that he has to fight the elections from Howrah, always a tricky area.
"From today, I want to forget the past. What led to my retirement and why could not play more than 3 matches for India, why I did not get a recall after 1999. I might have had some regrets on field but off it, in my second innings, I would like to start with a clean slate and make up by working for the development of people," said Shukla.
It was the hallowed turf of Eden Gardens that made Shukla a Bengal legend and as he settles down at 'Nabanna' (Government headquarters), Shukla is keen to do justice to the resounding mandate that people of North Howrah has given him.
"It's a different 'pitch' but as it has been the case with me, I am ready to slog it out. Earlier, for the cover drive, I had to 'reach' to the pitch of the delivery. Now I have to again 'reach' but it will be to the people of my constituency and the state. The people of Howrah (North) has blessed me as they had faith in Mamata Banerjee's candidate," Shukla told PTI while getting ready after the CM summoned a meeting of the new ministers.
While the buzz is that he will be given the sports ministry, Shukla said he has not been told about the portfolio.
"Didi's (Banerjee) wish is my command. I am ready to do anything for the development of the people. You don't get this kind of a mandate had there been no development in the state. My job is to be one of the soldiers, who will be the torch-bearer of that development," said the former all-rounder, who scored 6217 first-class runs and took 172 wickets.
At the centre, there has been instances of sportspersons getting ministerial berth during various regimes.
It has not been the case in West Bengal, where professional sportspersons have been perceived as potential ministerial candidates because not many could win tough elections.
Shukla's rival was BJP's actress-turned politician Roopa Ganguly but the former KKR and Delhi Daredevils all-rounder never had any doubts about his victory.
"Self belief is something which I have always had in abundance. I had no doubts in my mind that my victory margin will be a big one," said Shukla.
First Published : 27 May 2016, 07:00:00 PM
Laxmi Ratan Shukla Mamata Banerjee


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HomeBrooklyn's Torah Animal World Seeks Savior
Brooklyn's Torah Animal World Seeks Savior
Talia LavinDecember 31, 2013torah animal world
torah animal world
(JTA) — Brooklyn Torah Animal World, an idiosyncratic collection of stuffed animals the New York Post has called "NYC's weirdest museum," is set to close due to financial hardship.
The museum aims to lay out, for the viewer's pleasure and edification, an array of animals depicted in the Hebrew Bible, including ibexes, emus, peacocks and buffalo.
"My real goal was to create a zoo in Brooklyn," Rabbi Shaul Shimon Deutsch, 47, told the New York Times. "But we didn't want any wild lions getting loose in Borough Park, so we did the next best thing and used taxidermy."
For many schoolchildren in Borough Park, the appointment-only museum offers a rare opportunity to gaze on the wonders of the natural world, though the Biblical focus limits the museum's scope. Still, the motley collection, much of which was donated, include such curios as a $40,000 elephant head and a stuffed orex. Animals that appear in prayers, including Psalms, have their own display, along with an exhibit of all the varieties of kosher birds.
But despite the Bible's endurance, most other things must end — including Torah Animal World's long stay in Borough Park.
Deutsch told the New York Post that if a suitable sponsor appeared, he would not sell, but saving the museum would require at least $1 million.
The modest, teal-walled rowhouse that is the museum's current domain is on the market for a hefty $995,000, not including the animals. Those are set to relocate to another museum owned by Deutsch in the Catskills. One can imagine the strange journey up the New York State Thruway, ibexes and antelopes crammed glassy-eyed in the trunk, a strange ark making its way to a resting place — like Noah's — in the green mountains.
Talia Lavin
Talia Lavin is a fact checker for the New Yorker and a Forward columnist writing about Jews in American politics.
The Forward welcomes reader comments in order to promote thoughtful discussion on issues of importance to the Jewish community. All readers can browse the comments, and all Forward subscribers can add to the conversation. In the interest of maintaining a civil forum, The Forward requires that all commenters be appropriately respectful toward our writers, other commenters and the subjects of the articles. Vigorous debate and reasoned critique are welcome; name-calling and personal invective are not and will be deleted. Egregious commenters or repeat offenders will be banned from commenting. While we generally do not seek to edit or actively moderate comments, our spam filter prevents most links and certain key words from being posted and the Forward reserves the right to remove comments for any reason.


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Supernus Pharmaceuticals (NASDAQ:SUPN) Downgraded by Stifel Nicolaus
November 10th, 2019 - By Jessica Moore - Comments Off on Supernus Pharmaceuticals (NASDAQ:SUPN) Downgraded by Stifel Nicolaus
Filed Under: Analyst Articles - US - Finance
Stifel Nicolaus lowered shares of Supernus Pharmaceuticals (NASDAQ:SUPN) from a buy rating to a hold rating in a research report sent to investors on Thursday, The Fly reports. Stifel Nicolaus currently has $23.00 price target on the specialty pharmaceutical company's stock, down from their prior price target of $55.00.
Several other research analysts have also commented on the company. ValuEngine lowered Supernus Pharmaceuticals from a hold rating to a sell rating in a research report on Wednesday. TheStreet lowered Supernus Pharmaceuticals from a b- rating to a c+ rating in a research report on Thursday, August 29th. BidaskClub raised Supernus Pharmaceuticals from a hold rating to a buy rating in a research report on Tuesday, November 5th. Cowen set a $50.00 price target on Supernus Pharmaceuticals and gave the stock a buy rating in a research report on Wednesday, August 7th. Finally, Mizuho reaffirmed a buy rating on shares of Supernus Pharmaceuticals in a research report on Wednesday, August 7th. One equities research analyst has rated the stock with a sell rating, five have given a hold rating and five have issued a buy rating to the company. Supernus Pharmaceuticals has an average rating of Hold and a consensus price target of $46.50.
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Supernus Pharmaceuticals stock traded up $0.57 during midday trading on Thursday, reaching $21.72. 1,010,300 shares of the stock traded hands, compared to its average volume of 579,923. The firm has a market cap of $1.53 billion, a PE ratio of 10.60, a price-to-earnings-growth ratio of 1.02 and a beta of 1.63. Supernus Pharmaceuticals has a 12-month low of $19.35 and a 12-month high of $49.25. The company has a 50-day simple moving average of $26.80 and a two-hundred day simple moving average of $30.29. The company has a current ratio of 2.72, a quick ratio of 2.53 and a debt-to-equity ratio of 0.70.
Supernus Pharmaceuticals (NASDAQ:SUPN) last released its quarterly earnings results on Tuesday, November 5th. The specialty pharmaceutical company reported $0.54 EPS for the quarter, missing the consensus estimate of $0.59 by ($0.05). The firm had revenue of $102.14 million for the quarter, compared to analyst estimates of $108.70 million. Supernus Pharmaceuticals had a return on equity of 21.80% and a net margin of 25.92%. The company's quarterly revenue was down .8% on a year-over-year basis. During the same period last year, the firm earned $0.52 EPS. Equities research analysts anticipate that Supernus Pharmaceuticals will post 2.14 earnings per share for the current year.
In related news, CEO Jack A. Khattar bought 7,200 shares of the stock in a transaction on Friday, August 23rd. The shares were bought at an average cost of $26.39 per share, for a total transaction of $190,008.00. The acquisition was disclosed in a document filed with the SEC, which is available at this hyperlink. Company insiders own 6.57% of the company's stock.
Hedge funds have recently made changes to their positions in the business. Capital Management Corp VA grew its stake in shares of Supernus Pharmaceuticals by 10.7% in the 2nd quarter. Capital Management Corp VA now owns 190,290 shares of the specialty pharmaceutical company's stock valued at $6,297,000 after purchasing an additional 18,420 shares during the last quarter. Creative Planning boosted its stake in shares of Supernus Pharmaceuticals by 28.3% in the second quarter. Creative Planning now owns 17,228 shares of the specialty pharmaceutical company's stock valued at $570,000 after buying an additional 3,802 shares in the last quarter. Point72 Hong Kong Ltd boosted its stake in shares of Supernus Pharmaceuticals by 324.1% in the second quarter. Point72 Hong Kong Ltd now owns 1,692 shares of the specialty pharmaceutical company's stock valued at $56,000 after buying an additional 1,293 shares in the last quarter. Los Angeles Capital Management & Equity Research Inc. purchased a new stake in shares of Supernus Pharmaceuticals in the second quarter valued at approximately $548,000. Finally, Provident Investment Management Inc. boosted its stake in shares of Supernus Pharmaceuticals by 13.8% in the second quarter. Provident Investment Management Inc. now owns 726,333 shares of the specialty pharmaceutical company's stock valued at $24,034,000 after buying an additional 88,099 shares in the last quarter. Institutional investors own 99.14% of the company's stock.
Supernus Pharmaceuticals Company Profile
Supernus Pharmaceuticals, Inc, a pharmaceutical company, focuses on the development and commercialization of products for the treatment of central nervous system diseases in the United States. It offers Oxtellar XR, an extended-release oxcarbazepine for use in the treatment of epilepsy; and Trokendi XR, an extended-release topiramate, which is used for the treatment of epilepsy and migraine.
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Rieter has a unique product portfolio and tailor-made systems for all customer requirements.
Fiber Preparation
Spinning Preparation
Ring Spinning
Compact Spinning
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Air-Jet Spinning
Ring and Compact Spinning
Preventive Maintenance Packages
Customer-Specific Engineering
ESSENTIAL – Rieter Digital Spinning Suite
Spinning Systems
Ring Spinning System
Compact-Spinning System
Rotor Spinning System
Air-Jet Spinning System
Recycling Spinning System
Rieter services contribute to the success of the customer.
Spinning Mill Restart
Textile Technology and Customer Training
Performance Optimization Services
Freight Damage
Com4® Yarns
Sustainability with Rieter Machines and Systems
The Rieter Manual of Spinning
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Rieter Calculator
Sales and service centers
Rieter offers a wide variety of attractive positions in a multicultural work environment around the world.
Your Career at Rieter
Discover Rieter
The market leader among global competition.
Rieter is the world's leading supplier of systems for short-staple fiber spinning.
Rieter Award
Demand picks up in the first half of 2017
July 20, 2017 / Ad-hoc 2017
Order intake in the first half of 2017 increases by 26% compared to the second half of 2016
Sales in the first half of 2017 reaches CHF 415.2 million, compared to CHF 436.9 million in the same period last year
EBIT of CHF 16.0 million and net profit of CHF 10.9 million at the previous year's level
Acquisition of SSM – a move into adjacent fields of the textile value chain
Due to increasing demand since March 2017, Rieter posted order intake of CHF 495.2 million in the first half of 2017. This was 3% below the previous year's level (first half year 2016: CHF 510.7 million) and with an increase of 26% was well above the second half of 2016 (CHF 394.5 million).
At CHF 415.2 million, sales were 5% down on the previous year (first half year 2016: CHF 436.9 million). On these sales, Rieter generated an EBITDA of CHF 34.8 million (first half year 2016: CHF 34.4 million) and an EBITDA margin of 8.4% (first half year 2016: 7.9%).
The order backlog rose to around CHF 545 million (December 31, 2016: around CHF 440 million). It already extends into 2018.
Sales trend by region
CHF million
January ‒
in local
Sales 415.2 436.9 -5% -5%
Asian countries1 111.2 152.3 -27% -26%
China 83.8 105.1 -20% -18%
India 94.7 81.5 16% 14%
Turkey 49.1 31.7 55% 56%
North and South America 42.7 45.4 -6% -7%
Europe 17.9 15.5 15% 16%
Africa 15.8 5.4 191% 191%
1 Not including China, India and Turkey
In the period under review, Rieter achieved the most significant sales in Asian countries (not including China, India and Turkey) with a total of CHF 111.2 million. The decline in sales compared to the previous year was mainly due to reduced shipments to Bangladesh and Vietnam. The order intake recorded in the period showed a positive development. It was significantly above the accomplished sales and benefited from the dynamism of the Central Asian countries.
In China, sales declined by 20% compared to the first half of 2016, to CHF 83.8 million, with one third of sales generated in Xinjiang province. Order intake was slightly below sales. In the second quarter of 2017, Rieter recorded increasing demand for the model R 36 of the semi-automatic rotor spinning machine, which was introduced in 2016.
In India, at CHF 94.7 million, sales exceeded the previous year's level by 16%. This is mainly due to the delivery of compact spinning machines K 42 and EliTe compact spinning systems, which were ordered in the second half of 2016. While the first months were characterized by restraint due to the "demonetarization" at the end of 2016, demand in the second half of the semester was increasingly robust.
In Turkey, with sales of CHF 49.1 million, Rieter generated growth of 55% compared to the previous year, which was attributable to the delivery of orders from the previous year's period. The hesitant recovery in the last two months of the reporting period meant that order intake was below the level of sales.
In terms of sales and order intake, the North and South America and Africa regions were characterized by large individual orders in the machinery business.
Order intake 495.2 510.7 -3% -3%
Machines & Systems 325.2 343.4 -5% -5%
After Sales 77.7 71.2 9% 9%
Components 92.3 96.1 -4% -3%
Machines & Systems 255.1 256.9 -1% 0%
After Sales 70.1 70.7 -1% -1%
Components 90.0 109.3 -18% -17%
The Machines & Systems Business Group benefited from growing demand since March 2017. At CHF 325.2 million, order intake was down 5% on the previous year (first half year 2016: CHF 343.4 million). Here, Machines & Systems succeeded in largely compensating for the low level of order intake from Turkey by fulfilling projects from other regions, in particular thanks to orders for the ring spinning machine G 32. In addition, the first orders were booked for the further developed air-jet spinning machine J 26.
In the first half of 2017, Machines & Systems achieved sales of CHF 255.1 million, thereby roughly matching the level of the previous year (first half year 2016: CHF 256.9 million). As a result of the cost reduction measures implemented in Winterthur (Switzerland), Machines & Systems significantly improved the loss on the EBIT level, from CHF –12.1 million (first half year 2016) to CHF –3.8 million in the first half of 2017.
The order intake of the After Sales Business Group showed positive growth. Thus, order intake increased by 9% to CHF 77.7 million (first half year 2016: CHF 71.2 million). Sales were stable at CHF 70.1 million (first half year 2016: CHF 70.7 million). Continued investments in the expansion of the business meant that, at CHF 12.8 million, the business group's EBIT in the first half of 2017 fell slightly below the previous year's level (first half year 2016: CHF 13.2 million).
The Components Business Group also benefited from growing demand since March 2017. At CHF 92.3 million, order intake was below the first half of 2016 (CHF 96.1 million), but significantly higher than the second half of 2016 (CHF 82.3 million). The lower order intake in the second half of 2016 led to a corresponding decline in sales in the first half of 2017, to CHF 90.0 million, compared to an extraordinarily strong comparison period (first half year 2016: CHF 109.3 million). Product mix and the resulting lower utilization of individual plants led to an EBIT decline to CHF 12.6 million in the first half year (first half year 2016: CHF 18.4 million).
As of June 30, 2017, the Rieter Group had 5 232 employees (June 30, 2016: 5 067 employees). This figure includes the newly added employees of SSM Textile Machinery. In addition, as of June 30, 2017, Rieter had 652 temporary employees (June 30, 2016: 574 temporary employees).
Operating result and net profit
Rieter's first half year in 2017 was characterized by improved profitability in the Machines & Systems Business Group, a stable result for After Sales and a weaker result in Components. EBIT reached CHF 16.0 million, which compared to the previous year corresponds to a slightly higher margin of around 3.9% of sales (first half year 2016: CHF 15.7 million and 3.6%, respectively). In the first six months of 2017, Rieter achieved a net profit of CHF 10.9 million, thereby reaching the previous year's level (first half year 2016: CHF 11.0 million).
Acquisition of SSM Textile Machinery
On June 30, 2017, Rieter acquired the SSM Textile Machinery Division (SSM) from Schweiter Technologies AG in Horgen, Switzerland. SSM is the world's leading supplier of precision winding machines in the fields of dyeing, weaving and sewing thread preparation and enjoys success in individual segments of filament yarn production. The business has been attached to Rieter's Components Business Group as an independent unit.
The purchase price for SSM of CHF 124.2 million consists of an enterprise value of CHF 100.2 million and cash and cash equivalents of CHF 24.0 million and was financed from existing funds. The transaction costs of CHF 1.9 million related directly to the acquisition, of which CHF 1.3 million was incurred in the first half of 2017 and CHF 0.6 million in the 2016 financial year, were recorded in the income statement.
Free cash flow and balance sheet
The Group reported a free cash flow of CHF –125.6 million (first half year 2016: CHF 4.5 million) during the reporting period. This development is mainly due to the cash outflow of CHF 100.2 million for the acquisition of SSM Textile Machinery and a temporary increase in net working capital. After payment of a dividend of CHF 22.6 million (CHF 5.00 per share) out of legal capital reserve in April 2017, as at June 30, 2017, cash and cash equivalents, marketable securities and time deposits amounted to CHF 207.5 million and net liquidity to CHF 101.3 million.
Rieter had an equity ratio of 43.8% on the balance sheet date (June 30, 2016: 43.8%).
Improvement program STEP UP
In the first half of 2017, Rieter again focused on innovations, after sales excellence and increasing profitability.
Innovations: Rieter is specifically focused on the development of new products and services. The single-head draw frame generation RSB-D 50, which was successfully introduced in 2016, registered strong demand in the second quarter of 2017. In the first half of 2017, the Group invested a total of CHF 22.8 million in research and development. This corresponds to 5.5% of sales.
After Sales Excellence: The After Sales Business Group aims to increase sales to CHF 166 million by 2018, representing growth of 30% compared to 2014. In the period under review, Rieter continued to work on this target as planned. Thus, spare parts logistics were contracted out to a service provider within the framework of a European solution, which will allow Rieter to achieve a significant reduction in delivery times. At the same time, Rieter opened a service branch in Kahramanmaraş, to support its customers in the south east of Turkey with an even faster and better service. The order intake of CHF 77.7 million in the first half of 2017 underlines the growth ambitions.
Increasing Profitability: As announced on February 1, 2017, Rieter plans to relocate production from the Ingolstadt site in Germany to the Ústí site in the Czech Republic. Rieter is currently negotiating with the employees' representatives.
In the first half year, demand for components, spare parts and services was stable and order intake for new machines increased.
Despite the still low visibility, Rieter assumes that demand will develop at the level of the first half year in the coming months.
The acquisition of SSM Textile Machinery will make a positive contribution to sales and EBITDA in the second half of 2017.
Overall in 2017, Rieter expects slightly higher sales than in the previous year and an EBIT slightly below the previous year (before restructuring costs), due to the product and country mix.
At the appropriate time, Rieter will provide information on the restructuring costs associated with the reorganization concept for the Ingolstadt site in Germany, which was announced on February 1, 2017.
Telephone conference for investors and analysts
In the context of the publication of the half-year results, a telephone conference for investors and analysts will take place today, July 20, 2017, at 11.00 am (CEST):
Dial-in details:
Europe: +41 58 310 50 00
UK: +44 203 059 58 62
USA: +1 631 570 56 13
China: +86 400 120 23 19
India: +91 446 688 60 46
Forthcoming dates
Trading update 2017: October 27, 2017
Publication of sales 2017: January 31, 2018
Deadline for proposals regarding the agenda of the Annual General Meeting: February 22, 2018
Results press conference 2018: March 13, 2018
Annual General Meeting 2018: April 5, 2018
July ‒
Rieter
Order intake 495.2 394.5 510.7 -3%
Sales 415.2 508.1 436.9 -5%
Operating result before interest, taxes, depreciation and amortization (EBITDA) 34.8 61.4 34.4 1%
- in % of sales 8.4% 12.1% 7.9%
Operating result before interest and taxes (EBIT) 16% 40.8 15.7 2%
- in % of sales 3.9% 8.0% 3.6%
Net profit 10.9 31.7 11.0 -1%
Basic earnings per share (CHF) 2.39 6.97 2.42 -1%
Purchase of tangible fixed and intangible assets 7.7 20.2 10.7 -28%
Number of employees (excluding temporaries) at the end of the reporting period 5 2322 5 022 5 067 3%
Machines & Systems Business Group
Operating result before interest and taxes (EBIT) -3.8 15.7 -12.1 -69%
- in % of sales -1.5% 4.5% -4.7%
After Sales Business Group
Order intake 77.7 64.0 71.2 9%
Sales 70.1 70.9 70.7 -1%
Operating result before interest and taxes (EBIT) 12.8 12.3 13.2 -3%
- in % of sales 18.3% 17.3% 18.7%
Components Business Group
Orders received 92.3 82.3 96.1 -4%
Sales 90.0 90.7 109.3 -18%
Total segment sales 128.8 130.0 141.3 -9%
Operating result before interest and taxes (EBIT) 12.6 16.7 18.4 -32%
- in % of segment sales 9.8% 12.8% 13.0%
1 Change January ‒ June 2017 vs. January ‒ June 2016
2 Including number of employees of SSM Textile Machinery
PDF / 87 KB
PDF / 687 KB
Semi-Annual Report 2017
PDF / 1 MB
Head Group Communication
Relindis Wieser
E-mailmedia(at)rieter.com
About Rieter
Rieter is the world's leading supplier of systems for short-staple fiber spinning. Based in Winterthur (Switzerland), the company develops and manufactures machinery, systems and components used to convert natural and manmade fibers and their blends into yarns. Rieter is the only supplier worldwide to cover spinning preparation processes as well as all four end spinning processes currently established on the market. With 18 manufacturing locations in ten countries, the company employs a global workforce of some 5 230, about 20% of whom are based in Switzerland. Rieter is listed on the SIX Swiss Exchange under ticker symbol RIEN. www.rieter.com
All statements in this report which do not refer to historical facts are forecasts for the future which offer no guarantee whatsoever with respect to future performance; they embody risks and uncertainties which include – but are not confined to – future global economic conditions, exchange rates, legal provisions, market conditions, activities by competitors and other factors which are outside the company's control.
For media professionals and journalists, Rieter offers media kits comprising all important information such as media releases, presentations and photos.
Rieter News
Interested in media releases, customer magazines, products and services? If you would like to be informed on a regular basis, simply mark the category with a cross.
Rieter always wants to answer your queries quickly and competently. The contact page simply leads you to the respective area.


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Our Director of Golf, Mr. Alan Ehnes has been affiliated with the club since 1984 and has been a golf professional since 1994. Ali Peyvandi, was recently appointed House Manager after serving for many years as Assistant Manager.


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Strong Island Clothing Co.
Coburg's Widow
Founding members of indie rock band Coburg's Widow, Jason Kaye and Jack Goodwin came up with the bands name while enjoying a few drinks in The Belle Isle. The story goes, Jason and Jack live on Albert Road, it being named after Prince Albert who was from the town of Coburg, Germany. When Prince Albert died his wife Queen Victoria became known as Coburg's Widow.
Inspired by local band and friends Blackfoot Circle Jason & Jack formed 'The Lager Boys' with friends playing a series of small shows in 5th Hants. The line up has changed slightly and the band now consists of Jason Kaye (vocals), Jack Goodwin (rhythm/bass), Dave Wells (drums), Dave Payne (lead guitar) and Jack Evans (bass/rhythm & backing vocals).
The boys are playing this friday from 8pm at Bar 56, Albert Road. The highlight of the summer for the boys will be when they play the Southsea Bandstand on Sunday 26th August. You can find out more information on their Facebook page.
5th Hants, Bar 56, Blackfoot Circle, Coburg's Widow, The Belle Isle
Stuart Barker
Good Bye to The Bye Belle Isle, Hello to The Greenwich
The Belle Isle's New Menu
by Emily Priest
Preview: This week at the Wedgewood Rooms


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Colleen Parrish is the owner of Raleigh Baby Planner. She is a pediatric nurse practitioner, lactation consultant, Happiest Baby educator and mother of two turned baby planner. Basically Colleen works with expectant families- educating and supporting them on their journey to parenthood. I am excited to share her very first birth story with you (stay tuned for her second)! For more information on her wonderful business check out her face book page here!
So, where do I begin? Ella's birth was nothing that I expected but ended up being everything I wanted. Leading up to her arrival I was DONE being pregnant. It was early September, hot and humid, and I had gained 50lbs! I was nearly begging my OB's for an induction. I had tried everything, and I mean everything, I could think of to try and get things going but nothing worked and I was so frustrated. The nursery was ready, the house was clean, the hospital bag was packed, the birth plan was written, and my husband and I were prepared but still no baby.
So, we get to triage and the poor nurse, so sweet, said, "Oh, is this like your second or third?" She's thinking to herself, surely a first timer wouldn't wait until she was so clearly so progressed before coming to the hospital. I said, "No, it's my first and my first contraction was just over an hour ago." She could tell I was far along, so she nervously called for the doctor several times. He got there in a few minutes and calmly checked me, "Oh, well you are 8 centimeters! Let's get you to a room!" What, 8cm? What about all the waiting around and walking the halls and eating ice chips for hours? By the time I got to the room, about 5 minutes later, I was ready to push.
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Excerpts: Next Is Now: 5 Steps for Embracing Change―Building a Business that Thrives into the Future
By: 800-CEO-READ @ 12:35 PM – Filed under: Management & Workplace Culture
If you read a lot of business books, you're bound to come across similar anecdotes, case studies, surveys, and statistics from time to time. But nothing is cited more often than Gallup's employee engagement surveys and the resulting State of the American Workplace report, and the picture it paints is as consistently woeful as it is constantly cited.
Employee engagement typically hovers in the lower 30th percentile. The latest results pegged it at 32 percent, while the number of participants replying that they were not engaged sat at a whopping 51 percent, the same number that replied they were actively "searching for new jobs or watching for openings." 16 percent replied that they were actively disengaged.
Lior Arussy and his team at Strativity developed their own survey to study the issue, and Arussy offers insight and remedies to the problem in his new book, Next is Now. We have received permission to share a piece of that with you here.
The Secret to Employee Engagement
In May 2016, Strativity launched a nationwide study of 30,183 adults, employed full- or part-time, in an attempt to better understand employee engagement. We gave participants a list of statements in order to explore what factors played the biggest role when it came to engagement at work—and, by extension, their readiness and willingness to change and adapt. (From previous work, we had already learned that engaged employees demonstrate a greater willingness to adapt to change.) Here's what we discovered:
Only 31 percent of employees agreed that "our company's leaders inspire me to follow them."
Only 34 percent said "my direct supervisor inspires me."
Just 37 percent believed "this job is aligned with my career goals."
The same proportion, just 37 percent, could say "my direct supervisor helps me develop my skills."
Finally, only 38 percent felt that "I have complete ownership of the issues I deal with."
As bad as the scores were, what else we discovered about them might surprise you: none of these factors had any clear correlation to engagement—or lack thereof.
In fact, each of the needs expressed in the above statements was perceived by employees to be a basic requirement. So what else could be responsible for engagement? Education, or income level? Think again. Neither had any link to engagement.
As it turned out, the strongest correlation to engagement was demonstrated by three statements that comprise what we call the Impact Index:
"Our leaders inspire me to follow them."
"I understand our customers' needs and expectations."
"Our company's leaders effectively communicate with me."
What is so special about these statements? In fact, several things. While other factors the employees rated treated them in a passive way—statements such as "Work/life balance"—the Impact Index statements focused on the employee as an active participant. While others focused on the big picture—"Competitive strategy," for instance—which some employees may feel is too big for them to influence, these statements focused on the power that employees do have.
When people are inspired to act, understand the need they are addressing for their customer, and have their role in making an impact clearly communicated, they are ready to make a difference.
In other words, people demonstrate the highest engagement not when their personal needs are being met, but rather when they feel empowered to make an impact and help others. People in our study felt most engaged when they were doing something meaningful with a clear impact on a real human being.
An organization that provides its employees with the tools to make a real impact on people's lives is the company that will have the most engaged employees. When employees say they receive the support to deliver exceptional customer experiences, what they are really saying is:
"I can make an impact."
"I own the issue."
"There are people who need me."
"I am not helpless."
"I am in control."
"I can perform to the highest (exceptional) level."
This surprising finding was reinforced by the fact that employees who interacted directly with customers demonstrated a higher level of engagement than their colleagues (48 percent compared to 37 percent).
When working with a client in the automotive industry, we saw this problem firsthand. Technicians were consistently the least-engaged group in the entire organization. The nature of their work requires them to focus on fixing cars, which leaves minimal time for face-to-face interaction with customers.
While the technicians felt that they needed more support and tools, we suspected the lack of customer contact was the real issue. At first, the dealership's owners opposed the idea of allowing the technicians to speak to or meet with customers. The owners believed it would disrupt the process, and that only service advisors should speak to customers.
But they agreed to a pilot program to test the idea: once a week each technician would join the 5 p.m. service drive—their role would be simply to thank customers for the opportunity to service their cars.
This simple act delivered amazing results. The technicians felt appreciated. For the first time, they were able to see the gratitude in the eyes of the customers. Allowing them to speak to customers gave their work greater meaning and provided them with a sense of empowerment. It helped them realize that they were not moving metal, they were moving people.
Their work was valuable.
Engagement Driver #1: Give people the power to have an impact on someone else's life.
Not long ago, I reviewed a training material for a logistics company. In the 137-page document, the word customer appeared only seven times. The topic of the correct angle at which to hold the keys as a driver picked up a package, however, was thoroughly discussed and documented.
It was evident from the manual what mattered to the company: process. Employees were not encouraged to deliver exceptional customer experiences (unless, of course, it had to do with holding their keys at the designated angle!).
When an employee is trained at that level of granularity to submit and accept, he will not have any room left for change resilience—or for the customer. The customer was referred to as a recipient or a shipper but not treated as a human being with needs.
Employees were referred to as an integral part of the process, but were expected to behave in a predictable one-size-fits-all way.
Only when employees feel that they are empowered to do what is right will they feel engaged. The company defined its employees as process operators and never bothered to show them how their work made a difference. It failed to contextualize the work and robbed the employees of understanding the impact of their work.
A much better approach would be to introduce even the technicians to their customers and their customers' expectations early on.
Engagement Driver #2: Put customers at the center and empower people to serve them.
True or false: If managers are engaged, then their employees will be too.
False. While 53 percent of managers and supervisors demonstrated engagement, only 40 percent of nonmanagers did. The management-employee engagement gap was even more striking when we compared the engagement level across different management ranks. Some 69 percent of the C-suite demonstrated engagement compared to 47 percent of employees.
While our study conducted in conjunction with Harvard Business Review revealed that communication is an issue between senior executives and employees, it is not the only issue. There is a real disconnect when it comes to ownership. In most cases, senior leadership creates change programs and dictates strategies around change. Employees are just expected to jump on board.
Employee ownership = engagement.
Passive attitudes and a victim mentality = low engagement and poor performance.
We recommend a fundamentally different approach: one that puts employees in the driver's seat. We train them to face the facts just as their CEO would, enabling them to make their own decisions and own the outcome.
Engagement Driver #3: Give employees personal ownership of the strategy.
If you're a manager and you want engaged employees, you need to give each and every employee ownership over the strategy, as well as the tools, training, and authority to execute it. You also need to give every employee—even the technicians—ample face time with customers.
Reprinted from Next Is Now by Lior Arussy.
By permission of Simon & Schuster.
Available wherever books are sold.
Lior Arussy is the founder of Strativity Group and one of the world's leading authorities on customer experience and customer-centric transformation. Many of the world's top brands work with him to drive successful change efforts: Mercedes-Benz, Royal Caribbean Cruises, Thomson Reuters, HSBC, E.ON, FedEx, SAP, University of Pennsylvania, and Johnson & Johnson, among many others. In addition to his work with Strativity, Lior is the author of Exceptionalize It! He's written over 250 articles for publications around the world, including the Harvard Business Review and has been featured in a multitude of magazines and media outlets including MSNBC, CNBC, Bloomberg TV, The Wall Street Journal, and Fast Company.
NEW RELEASES: Business Books to Watch in May
By 800-CEO-READ, published May 2, 2018, at 12:00 PM – Filed under: Big Ideas & New Perspectives, Current Events & Public Affairs, Innovation & Creativity, Leadership & Strategy, Management & Workplace Culture, Marketing & Sales, Narrative & Biography, Personal Development & Human Behavior, Publishing Industry
In order of their release dates, these are just some of the books we're hoping to get to know better in May.
EXCERPTS: Passionate and Profitable by Lior Arussy
By 800-CEO-READ, published April 4, 2005, at 10:21 PM – Filed under: Management & Workplace Culture
Passionate & Profitable: Why Customer Strategies Fail and 10 Steps to Do Them Right! by Lior Arussy Wiley - February 2005 224 Pages - ISBN 0471713929 We are going to publish the first chapter of Passionate and Profitable. Lior talks about Ten Fatal Mistakes as to how companies treat their customers.
EXCERPTS: Exceptionalize It!
By Dylan Schleicher, published April 14, 2015, at 8:30 AM – Filed under: Innovation & Creativity, Management & Workplace Culture, Personal Development & Human Behavior
Now that you've found success, it's smooth sailing from here on out, right? Wrong, says Lior Arussy in The Success Trap.
NEW RELEASES: New Releases - 2/9/04
By 800-CEO-READ, published February 9, 2005, at 4:27 PM – Filed under: Management & Workplace Culture
As with most of my lists, this one has some releases from last week, this week, and next week. It is also not a complete list. It is a list of titles that caught my attenttion.
NEWS & OPINION: Passionate and Profitable
Companies are paying lip service to their customers. We call it lipstick on a pig because whats going on today, cleverly disguised as customer relationship, is nothing more than a shrewd way to make more money from the customers at the lowest value possible. It is an attempt to create efficient relationships.