Monte Vista resident Jose Antonio "Tony" Garcia passed away on March 10, 2018. He was born on September 28, 1929 in Taos, New Mexico to Fidel and Magdalena Avila Garcia. He honorably served his country in the United States Army during the Korean War. He married Priscilla Mary Rivera on May 19, 1952.
Tony was a member of the Alamosa American Legion, a life member and past Commander of the Veterans of Foreign War Post #3228 in Monte Vista, as well as a member of the Disabled Veterans and a former member of the Knights of Columbus in Monte Vista. He enjoyed fishing and bingo. Tony above all, loved his family and especially enjoyed spending time with his grandkids.
He is survived by his wife of 65 years, Priscilla Garcia of Monte Vista, his sons, Gerald Garcia and Jerry Garcia, grandchildren, Linda (John Green) Garcia, Gerald (Blanca) A. Garcia, Jr., Tiffany Garcia, Mathew Garcia and Damian Gallegos, his great grandchildren, Jeremiah Garcia, Jaden Garcia, Skye Garcia, Gerald Garcia, Antonio Garcia, Alyssa Garcia and one great great grandchild, Joziah Garcia as well as his sisters, Naomi Alire of Monte Vista, Lorraine (Ben) Sandoval and Karen Annette Garcia both of Longmont and many nieces, nephews, cousins and extended family.
Tony was preceded in death by his parents, his daughters, Linda M. Garcia and Benina Elizabeth Garcia, his son Timothy Garcia, sisters, Dora Garcia, Beatrice Medina, Reghina Garcia and his brother Jose Leo Garcia.
Cremation was selected and a Memorial Mass will be held at 10:00 a.m. on Friday March 16, 2018 at the St. Joseph Catholic Church in Monte Vista. A Vigil Service with Recitation of the Rosary will be held at 7:00 p.m. on Thursday March 15, 2018 also at the church in Monte Vista. Inurnment will take place following the services in the San Luis Valley Cemetery. Contributions are suggested to the Colorado State Veterans Center at Homelake and may be made in care of the funeral home office.
Monte Vista resident Jose Antonio "Tony" Garcia passed away on March 10, 2018.


Symantec has released an update to address an issue in the Symantec Encryption Management Server product.
A denial of service (DoS) attack is a type of attack whereby the perpetrator attempts to make a particular machine or network resource unavailable to its intended users by temporarily or indefinitely disrupting services of a specific host within a network.
The aforementioned issue was validated by product team engineers. A Symantec Encryption Management Server update, version 3.4.2 MP1, has been made available. Note that the latest product releases are available to customers through normal support channels. At this time, Symantec is not aware of any exploitations or adverse customer impact from this issue.


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Shortly after my husband passed away, I could tell that our son was using distraction to cope with his grief. If he saw me crying or felt sadness at a memory of his dad, he immediately would turn his attention to his video game and focus completely on what was happening. He didn't want to talk about his dad, or ask questions.
I decided to make a memory journal. I made it so that my son would have his dad's history, even if just the happier moments, and could read it and smile at the memories whenever he was ready to do it. And by having my son put some memories in the book himself, I thought it may help him come to terms with his grief.
If you want to make a memory journal, there is no right or wrong way to do it. Yours doesn't have to be only happy memories inside, either. Here is how we made ours, and you can follow what we did or make your own unique version. But journaling is a healthy coping activity for ourselves and our children.
If your child is too young to write, perhaps they can draw pictures of the memories they want to preserve.
I didn't buy anything fancy for our memory book. I found a sketch book at a craft store, like this one, and I liked the way the pages weren't lined. There are also guided grief journals you can purchase to give you inspiration and encouraging thoughts along the way.
I gathered a few photos: ones where my husband was making silly faces (we have a LOT of those), pictures of their special father-son moments, pictures of he and I together. I will admit, this part was extremely difficult for me. It's possible that I was trying to do this too soon. My own grief process was very similar to my son's: stay busy, try not to think about it. Distract, distract, distract.
When you are gathering your own pictures, it's a good time to talk to your child about it and perhaps relive those special moments, like vacations, special events, parties. When we can learn to smile at the memories, it doesn't mean the journey is over, as there are always good days and bad, but it means we've taken a huge step in the process of healing.
I asked a few family members to submit their special memories of my husband. My son and I especially loved the ones his older brother told us: stories of them growing up and getting into trouble. I'm so glad my son now has these little histories -moments in time- about his dad.
Making this memory book wasn't an easy thing to do. It was hard on my heart at the time because everything was so fresh and raw. But now, I'm thankful we did it. We have something preserved of my husband's wacky sense of humor, and a history of the great times we shared.
Do you have any tips for helping your child deal with grief? Please comment below!


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Home Business Companies MTN – setting the standard as an Investor in People
MTN – setting the standard as an Investor in People
Amma Benneh-Amponsah, Chief Human Resource Officer, MTN Ghana
People are the most important element of any organisation; that is a given. Despite the universal acknowledgment of this truism, not many organisations translate it into action. From lax national labour laws to apathetic company culture, reports abound of people being treated as disposable pawns, at best, or modern-day slaves, at worst, with little regard for their welfare and development.
This comes, despite studies showing the immense benefits of employee development, even to the firm. For instance, a report by the Association for Talent Development (ATD), showed that companies that offer comprehensive training programmes have 218 percent higher income per employee than companies without formalised training. Additionally, these companies, on average enjoy a 24 percent higher profit margin than those who spend less on training.
Whilst a long-term research project commissioned by Middlesex University for Work Based Learning found that from a 4,300 workers sample, 74 percent felt that they weren't achieving their full potential at work due to lack of development opportunities.
In another, 70 percent of the respondents indicated that job-related training and development opportunities influenced their decision to stay at their job. 87 percent of younger persons cited access to professional development or career growth opportunities as being very important to their decision of whether to stay or go
MTN is acutely aware of these and more. With evidence from academia but more importantly, its own experience, it has developed a people-first approach, that has seen it set the bar for how employees (and other stakeholders) should be engaged.
The impact of this company culture has culminated in MTN being awarded the Investors in People Platinum Accreditation by the United Kingdom-based Investors in People (IiP) International; a rigorous, fact-based testament to its commitment to people development within (and outside) its organisation. The company implemented business improvement initiatives proposed following the initial assessment and subjected itself for further assessments resulting in Gold accreditation in 2015 and 2017.
A four-year plan to deploy specific initiatives were put together in readiness for the company's August 2021 assessment. MTN Ghana has been accredited Platinum which is the High Performing Accreditation on the IiP performance model and the highest level on the IiP Standard.
"MTN Ghana has most definitely matured in the IiP context in the last 3+ years since my last visit but importantly, not because you just wanted to get on the next rung of the ladder, but because you identify with the continuous improvement IIP brings to the business. To achieve a 'straight' Platinum accreditation is no mean feat, and this is what you have done. You are Number One in the Production and Services Telecommunications sector organizations in your category, exceeding the organization in second place by 47 points; and Number Two against all industry sectors in your category. This is a fantastic result," Gill Brown, IiP International said.
On the occasion of this enviable achievement, the B&FT's Bernard Yaw Ashiadey and Ebenezer Chike Adjei Njoku engage MTN's Chief Human Resource Officer (CHRO), Amma Benneh-Amponsah (ABA) to find out what informed the company's approach to people and how this has helped the company grow. The interview also inquiries about the IiP accreditation – the processes, impact, and expectations, as well as the MTN's CSR initiatives, amongst others. Enjoy the read.
B&FT: What is the Investors in People certification?
ABA: Investors in People is a standard for people management, offering accreditation to organizations that adhere to the Investors in People Standard. Investors in People is one of the world's leading people management standards and it is a business improvement tool designed to help organizations attain sustainable performance through their people.
B&FT: Why is it important?
ABA: The Investors in People accreditation has been proven to be essential in delivering sustainable results for organizations whose people practices adhere to the nine Investors in People performance indicators. Enabling a sustainable organization is important for our valued customers, employees, shareholders, partners, communities and other stakeholders. Platinum is the highest level of accreditation possible to achieve and is something only 2% of organizations achieve globally. This provides assurance that we are on the right path and focused on continuous improvement.
B&FT: How fact-based is the process? Is it not entirely subjective?
ABA: The process towards accreditation includes an extensive assessment of our people practices through a series of strategic reviews, employee surveys, context discussions, employee interviews, observatory and documentary evidence to establish consistency of people practices across all employee touchpoints.
From 2014 to date, our people management practices have been assessed against all the Investors in People Indicators. The latest 6th generation standard framework focuses on three key areas: Leading, Supporting and Improving. Within these sit nine performance indicators based on the features of organizations that consistently outperform industry norms.
IiP assessments prioritize latest workplace trends, leading practices and employee conditions required to create outperforming teams. The outcome is based on consistency across all the assessment touchpoints. Evidence is required for every initiative shared as part of the assessment and an employee survey and interviews conducted to confirm practices shared.
B&FT: Prior to investing in persons under your employment, how crucial is recruiting the right people?
ABA: MTN Ghana's Recruitment & Selection philosophy is to attract and retain high performing talent who buy into and believe in the business' purpose, strategy, values and vital behaviors. MTN Ghana's recruitment and selection process ensures that the candidate with the closest fit to the role from both a technical and behavioral perspective is selected. In ensuring that the right candidate is recruited, MTN uses different types of selection criteria and tools.
Both internal and external assessment tools are adopted before the final candidate is selected. This is to ensure objectivity, fairness, consistency and an overall l fit to the role. Candidates who excel at the interview stage undertake an Independent behavioral assessment that is web-based. This assesses their behavioral and leadership qualities required for the role. Each assessment is specifically tailored to the role and the level of the role.
B&FT: How important is a company's culture around the value of people?
ABA: In MTN we prioritize culture as an important enabler for overall organizational success and sustainability. A conscious effort is made to create an employee centric culture and leverage every employee touchpoint to promote the required culture. Continuously souring employee feedback and gauging the employee pulse help us assess the employee experience and to cocreate culture with employees. In the past 24 months we have enhanced our focus on employee wellness, mindfulness in the workplace and benefits that matter to employees.
B&FT: Is it not prudent to invest in the more 'glamorous' employees – who drive revenue, than investing in all employees?
ABA: We believe that every employee has the potential to grow if inspired by a purpose that advances the employee, the organization and our communities. Skills development is integrated within our business strategy and blended learning opportunities are made available to employees to explore innovative aspirations, acquire future skills and bridge performance gaps.
We ensure that employees have access to learning content 24/7 and in different formats. We partner with local and international learning content providers who can deliver content that is applicable to everyday work. Measurement of learning impact is prioritized at both the employee and company level. Overall, we champion investment in our people.
B&FT: How crucial is how people are treated for the concept of business as a going concern?
ABA: In MTN, people are our most valuable resource. Our aspiration for our employees is to "Live Inspired". This is operationalized in our value proposition to employees to "Work with Meaning", ensure they are "Connected to Develop", Allows every MTNer to "Grow with Purpose" and promotes an environment to "Thrive in Positivity". Our employee value proposition (EVP) has evolved, and major changes took place in quarter one of 2021 to make it relevant to our organization today and into the future. Wellness, a positive experience, flexibility, agility, growth, ownership, genuine inclusion, meaning and fairness underpin the finer details of our EVP.
B&FT: What does this certification imply, and MTN's treatment of employees indicate about its CSR initiatives, which critics say is often just for the camera?
ABA: As a business we value all our stakeholders be it our customers, regulators, media and communities in which we operate. We value our staff and put in equal measures to support them just as we support our communities. Supporting both internal and external stakeholders are key to the sustenance of our business, and we don't engage in them for the optics but an integral part of our purpose as a business.
B&FT: Is it not economically prudent for firms to use low-cost, easily replaceable labour?
ABA: We promote what we call the one MTN Experience for all categories of Employees in the MTN Ecosystem. This means a seamless experience once you contribute to the delivery of MTN Ghana's products and services. This philosophy and principle underpin how we enable a positive employee experience for all categories of employees.
B&FT: What would you say to companies with high rates of employee attrition?
ABA: People spend most of their adult lives at the workplace and a conscious effort to enable work life balance, promote a meaningful workplace, emphasize psychological safety, have in place benefits that matter and create an environment where people can grow and learn. The workplace should be a human centric environment to not just retain talent but also to get the most out of our talent.
B&FT: Some employers are concerned about employees leaving for competitors after they have been equipped. Won't people hold their employers to ransom? How best can this be addressed? What steps has MTN Ghana taken in this regard?
ABA: The priority for every organization is to retain its talent and MTN puts in a multipronged retention strategy that focus on both the immediate and long term. Key to retention is the company's position on enabling an ownership culture. It is work flagging that some level of attrition is healthy.
B&FT: Has the pandemic influenced MTN Ghana's view of investing in its people?
ABA: The pandemic has had a positive effect on learning as we have increased our virtual learning options which allow as to scale. A conscious effort is made to simulate the physical learning experience for majority of our programs. The priority is on "bringing learning to the learner". We adopt a more "push-content" approach to help employees easily access suitable content for their development. More bite size videos are deployed to facilitate easy and fast learning consumption.
B&FT: Should employees be afforded an opportunity to own a portion of the company they work for?
ABA: Ownership in a company is good for both the employer and the employee in many ways. This does not only align the interest of employees with shareholders but also motivate employees to be more productive whilst understanding the fundamental business realities and basis for short- and long-term strategic positions taken.
B&FT: Shouldn't companies invest more per capita in capital expenditure than on its people?
ABA: A balance is required for the long-term sustainability of any business. Both are assets worth investing in for value and the most important aspect is to ensure that related investments deliver impact to the business today and into the future.
B&FT: When we are all finally able to safely return to office spaces, what measures can employers put to make the return more comfortable for their people?
ABA: Until COVID is fully eradicated, enabling awareness round vaccinations, investing in technology that allows employees to work anywhere and anytime based on their role requirements, maintaining an interest in employee wellness and overall workplace safety is critical for reintegration.
B&FT: Is MTN Ghana investing more in women? If so, how?
ABA: As part of the organization's efforts to promote a diverse and inclusive workplace, the Women-in-Technology Programme has been in place since 2018, to build readiness for leadership roles for women in areas of the business where women are underrepresented.
The programme is aimed at deploying bespoke development to help women to effectively manage their careers and navigate their way in the workplace. We believe in pipeline development on this subject, and we partner with tertiary institutions and organizations to identify and grow female talent via internships, the national service programme and our graduate development programme.
B&FT: How expressive should employees be?
ABA: One of our vital behaviors as an organization, is Complete Candour. We believe in enabling and encouraging all employees to speak up – openly and candidly share their views regardless of the level of the person being addressed. This is operationalized in our ways of working, company polices and initiatives,
B&FT: Does high rate of employee attrition have any bearing on a company's reputation? Can there financial/business implications based on a company's reputation and goodwill as a result of how it invests in its people?
ABA: Attrition of talent is expensive not just because of the investment in the person but also the potential contribution lost.
B&FT: In what areas should companies invest in their people, regardless of position?
ABA: People development should be holistic, with a focus on making employees future-fit. People should be supported to perform, enabled for decision making and equipped to be agile. Employees should have access to resources and programmes that help to enhance both their technical and behavioural skills and competencies.
B&FT: Whilst this award is laudable, it is also a responsibility. What standards should people – inside and outside of MTN Ghana – hold the company to?
ABA: We are keen to maintain this accreditation by upholding global best practices and people standards which is a key enabler for a great place to work, an inspired workforce and a superior employee experience. We plan on reviewing our assessment report with Employees across the business to map our next steps together.
It is important that we continuously look for ways to sustain and improve the HR experience for productive outcomes. This accreditation should have a direct impact on our product and service offerings to our valued customers, impact the bottom line for shareholder value and enable our communities positively.
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Math is an art in this puzzle game!
An art gallery is staging a display devoted to math, and needs your help to arrange the exhibits. Five brackets hang on the wall awaiting pictures to be hung on them – but the gallery wants them arranged in order from the smallest number to the highest.
You need to compare the numbers to work out the order, then place them on the wall. When you're happy, click Done and see if you're right.
There's also a testing room you can use to directly compare two numbers, and you can click for extra help too.
Show the gallery that when it comes to numbers, your math skills are a work of art too!


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Kандидатствай
Awesome навсякъде!
Предишен проект Следващият проект
Portland, OR проект от Jason Mauer
LoveBomb Go-Go differs from the average marching band not just because we come from outer space, but we play all original music drawing from many influences, including New Orleans and Balkan brass bands, contemporary rock music, and the Sun Ra Arkestra. We adapt from street to stage with a full instrumental set for acoustic performance, and another full set of original music for the stage featuring vocals, electric bass, and an invasion-sized force of horns and percussion.
In little over a year, we've progressed from playing Burgerville to the Crystal Ballroom. We've been a crowd favorite at parades, clubs, theaters, and events like the NW Folklife Festival and Bumbershoot, and have shared the stage with artists ranging from Rebirth Brass Band to Naughty By Nature.
Through our performances we have supported a number of charitable causes and civic efforts. In the past year we've helped get out the vote during the 2012 elections, helped raise over $7K for the Childrens Cancer Association at our Halloween show, and kicked off the PDX Streetcar Central Loop Grand Opening with Mayor Sam Adams.
Speaking of PDX, supporting Portland (and fun in Portland!) is dear to our hearts as well. We've played many freebie gigs for local artist/gallery appreciation events, fundraisers, and community events like the Alberta Street Fair and Saturday Market. We were the kickoff band for the World Naked Bike Ride (playing for 13,000 naked people!). We've also marched in unannounced to play surprise gigs at Pioneer Square, Voodoo Doughnut, Cartopia, the Eastbank Esplanade, and other local spots to blow people's minds in that weird, awesome, Portland way.
We aspire to make LoveBomb Go-Go a Portland institution and would very much appreciate your support. Thank you for your consideration!
(p.s. be sure to check out our FB page for lots of photos and videos of the band in action: facebook.com/LoveBombGoGo )
Подкрепен от Portland, OR (January 2013)
За нас & Контакти FAQ Вход


The Department Needs to Improve Its Needs Assessment and Contracting Processes to Better Serve Seniors & Adults with Disabilities.
The Controller's Office, City Services Auditor presents its audit report concerning the granting functions of the Human Services Agency's Department of Aging and Adult Services (DAAS). The audit objectives were to determine whether DAAS is effectively managing the process of providing services to seniors and adults with disabilities through granting Federal, State and local funds to community and non-profit organizations.


FOLR1 Antibody - Purified Rabbit Polyclonal Antibody (Pab) WB - Buy Now!
Western blot analysis of lysate from MCF-7 cell line,using FOLR1 Antibody(C15761). C15761 was diluted at 1:1000. A goat anti-rabbit IgG H&L(HRP) at 1:5000 dilution was used as the secondary antibody.Lysate at 35ug.
Binds to folate and reduced folic acid derivatives and mediates delivery of 5-methyltetrahydrofolate and folate analogs into the interior of cells. Has high affinity for folate and folic acid analogs at neutral pH. Exposure to slightly acidic pH after receptor endocytosis triggers a conformation change that strongly reduces its affinity for folates and mediates their release. Required for normal embryonic development and normal cell proliferation.
Primarily expressed in tissues of epithelial origin. Expression is increased in malignant tissues. Expressed in kidney, lung and cerebellum. Detected in placenta and thymus epithelium.
Elwood P.C.,et al.J. Biol. Chem. 264:14893-14901(1989).
Lacey S.W.,et al.J. Clin. Invest. 84:715-720(1989).
Campbell I.G.,et al.Cancer Res. 51:5329-5338(1991).
Coney L.R.,et al.Cancer Res. 51:6125-6132(1991).
Sadasivan E.,et al.Biochim. Biophys. Acta 1131:91-94(1992).


Poetry can touch and express the deeper, layered parts of our selves. It speaks to our pain, our joy, our constant transformation...the beauty that is life. It is a celebration of our humanity, our spirit.
"Say not, 'I have found the truth,' but rather, 'I have found a truth.' Say not, 'I have found the path of the soul.' Say rather, 'I have met the soul walking upon my path.' For the soul walks upon all paths. The soul walks not upon a line, neither does it grow like a reed. The soul unfolds itself like a lotus of countless petals."
Atop a sunny mountain meadow.
The worlds streaking up to meet me!
(Dying, in this poem does NOT refer to physical death, but to transformation and metamorphosis, a kind of "dying" to the old way of being that makes room for the birth of a more Whole Self).
Your own song upon the wind.
Manifest its truth on earth.
its joy within your heart.
Feel it burn warm within.


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Home CAR NEWS MERCEDES-BENZ EQC
BENTLEY INTRODUCES 'ADVANCED CONNECTIVITY'
The Mercedes-Benz EQC among electric vehicles the first from the EQ brand is celebrating its premiere. The EQC symbolises the beginning of a new mobility era at Daimler.
With its seamless, clear design and color highlights typical of the brand, it is a pioneer for an avant-garde electric look while representing the design idiom of Progressive Luxury. With respect to quality, safety and comfort the EQC is the Mercedes-Benz among electric vehicles, and highly convincing in the sum of its attributes. These elements are accompanied by dynamic performance, thanks to two electric motors at the front and rear axles with a combined output of 300 kW. Thanks to an ingenious operation strategy, the EQC has a preliminary range of 450[1] kilometers (279 miles) according to the European cycle NEDC. EQ also offers comprehensive services with Mercedes and makes electromobility convenient and suitable for day-to-day motoring.
MERCEDES EQC
As the first Mercedes-Benz model under the new product and technology brand EQ, the Mercedes-Benz EQC has many trailblazing design details and colour highlights typical of the brand. Both inside and out, the EQC embodies the design idiom of Progressive Luxury. This arises from the combination of a previously unknown beauty, the conscious clash of digital and analogue elements as well as the seamless merging of intuitive and physical design. By virtue of its muscular proportions, the EQC is classed as a crossover SUV. The extended roofline and window layout with a low waistline and the coupé-like roof recess at the rear visually position it between an SUV and an SUV coupé.
A striking feature at the front is the large black-panel surface enclosing the headlamps and grille. Exclusively for the American market the large Mercedes star on the panel is illuminated at night as standard and for the first time it can also be combined with the radar-controlled DISTRONIC. This ensures a particularly impressive look in darkness. The Night Design is also unique thanks to the inclusion of the fibre-optic cable for the first time. As the finishing touch to the top of the Black Panel it provides a visual link to the characteristic Mercedes‑Benz daytime running lights. This creates an almost uninterrupted, horizontal light band. The inner housings and tubes of the standard MULTIBEAM LED headlamps are in high-gloss black. Contrasting colour highlights discreetly confirm the model's membership of the new EQ family: blue stripes on a white background, and MULTIBEAM lettering also in blue.
The high-quality interior of the EQC also pioneers an avant-garde electro-look. One example is the louvred edge of the instrument panel, which resembles the cooling ribs of a hi-fi amplifier. The instrument panel is designed as a driver-oriented cockpit. The typical Mercedes-Benz wing profile is asymmetrical, with a "cut-out" in the driver area. This is where one of the visual highlights of the cockpit is located – a high-tech, high gloss cassette housing flat air vents with key-shaped, rosé-gold colored louvres. As the first Mercedes-Benz model to be launched under the new product and technology brand EQ, the EQC features an all-new drive system development with compact electric drivetrains at each axle. These give the EQC the driving characteristics of an all-wheel drive.
To reduce power consumption and increase dynamism, the electric drivetrains are configured differently: the front electric motor is optimized for best possible efficiency in the low to medium load range, while the rear one determines dynamism. Together, they generate an output of approx. 300 kW and a combined maximum torque of 765 Nm. Mercedes-Benz engineers have enhanced noise comfort with a number of measures. In the EQC the power packs are isolated by rubber mounts at two points: where the powerpack connects to its subframe and where the subframe connects to the body. This effective isolation is supplemented with insulation measures. As a result, the interior of the EQC is extremely quiet.
The lithium-ion battery, which has an energy content of 80 kWh (NEDC), supplies the vehicle with power. The power consumption and range of electric vehicles greatly depend on the driving style. The EQC supports its driver with five driving programs, each with different characteristics: COMFORT, ECO, MAX RANGE, SPORT and an individually adaptable program. In the more economical driving modes, the haptic accelerator pedal that prompts the driver to conserve power plays an important role. The driver is also able to influence the recuperation level using so-called paddles behind the steering wheel. The ECO Assist system gives the driver comprehensive support when driving predictively: by prompting the driver when it is appropriate to come off the accelerator, e.g. because the vehicle is approaching a speed limit, and by functions such as coasting and specific control of recuperation. For this purpose, navigation data, traffic sign recognition and information from the intelligent safety assistants (radar and stereo camera) are linked and processed.
As standard the EQC is equipped with a water-cooled onboard charger (OBC) with a capacity of 7.4 kW, making it suitable for AC charging at home or at public charging stations. Within the EU the charging process at a Mercedes-Benz Wallbox is up to three times faster than at a household socket; in the USA the time advantage when charging at a Wallbox is even up to eight times as much, because here the voltage at a household socket is usually 120 V. It is faster still with DC charging – which is standard for the EQC, with a suitable market-specific plug – for example via CCS (Combined Charging Systems) in Europe and the USA, CHAdeMO in Japan or GB/T in China. Depending on the SoC (status of charge), the EQC can be charged with a maximum output of up to 110 kW at an appropriate charging station. It then takes around 40 minutes to charge from 10 to 80 percent SoC (provisional figures).
The EQC features the innovative multimedia system MBUX – Mercedes-Benz User Experience – which has numerous EQ-specific functions such as the display of range, charge status and energy flow. EQ-optimised navigation, driving modes, charging current and departure time can also be controlled and set via MBUX. The MBUX display has a special EQ icon where numerous EQ features are grouped. Alternatively the user can access the EQ menu of the MBUX system directly using a key in the lower left control panel. Thanks to natural language recognition, the EQ-specific voice control helps the driver to operate the EQC.
By recognising movements MBUX Interior Assist brings added intelligence to the interior. Thanks to innovative technology, MBUX now supports the occupants by making various comfort and MBUX functions even simpler and more intuitive. Interior Assist operates in non-contact mode and functions both in sunlight and in complete darkness. It enables the adaptation of screen content as soon as a hand approaches the touchscreen in the dashboard or the touchpad on the centre console, for example. Individual elements are highlighted according to the currently active menu. In addition, the system is able to distinguish between the driver's and front passenger's wishes and thus knows for whose seat the seat heating is to be activated, for example.
A special feature of Interior Assist is the personal favourites function. The driver and front passenger can both program a personal, favourite function which is initiated using a horizontally outstretched index and middle finger. In this way, any command which is controllable via MBUX can be stored for simple access. One typical favourite command is "navigate me home". The system is also in a position to detect reliably whether it is being operated by the driver or front passenger. This even means that they can each assign their own different favourites with the same hand position. There are other functions which can be controlled intuitively, without any need to practise corresponding gestures: In the dark, the reading lamp can be switched on and off by briefly extending a hand towards the rear-view mirror, for example. If the driver reaches over towards the (unoccupied) front passenger seat in the dark, it will be illuminated automatically. This makes it easier to find any items which may have been deposited on the seat. As soon as the person's hand leaves this area, the light automatically switches off again.
EQ with Mercedes me provides comprehensive services for the electric mobility of today and tomorrow. The most important new services and functions of the EQC planned for market launch. Pre-entry climate control ensures that the vehicle interior is already at the desired temperature on departure. It can be programmed directly via MBUX or via the Mercedes me app. A sophisticated system with a heat pump and electric heater boosters pre-climatises the interior. EQ optimized navigation always bases its calculation on the fastest route taking into account the shortest charging time and the topography. The route planning also responds dynamically to changes, and can take place both offboard and onboard, i.e. externally (via the Mercedes me App) and within the vehicle. Thanks to EQ-optimised navigation, Mercedes-Benz customers can easily find charging stations, and Mercedes me Charge gives them convenient access to the charging stations of numerous providers, also beyond national borders. Customers benefit from an integrated payment function with simple invoicing.
The EQC is equipped with the latest generation of Mercedes-Benz driving assistance systems. In the Driving Assistance package, these include new functions such as predictive speed adjustment when approaching the end of a tailback: when a tailback is detected, Active Distance Assist DISTRONIC reduces the speed to around 100 km/h as a precaution. In a tailback on the motorway, the lane guidance system keeps the vehicle off-centre to leave space for the emergency services. The EQC also meets the highest requirements with respect to passive safety: in addition to the usual, extensive programme of crash tests, Mercedes-Benz applies further, particularly stringent safety standards to the battery and all component parts carrying electrical current. These standards exceed legal requirements. The vehicle structure of the EQC has been adapted to suit the special requirements of the electrical components and battery, and is configured to achieve the usual high safety level. For example, a new subframe surrounds the drive components located in the front section, and this unit is supported by the usual mounting points.
Mechanical protection of the battery: the high-safety design begins with the installation position of the high-voltage battery beneath the vehicle floor. The energy storage unit is surrounded by a stable frame that can absorb energy. Deformation elements are installed between the frame and the battery, and these are able to absorb additional forces in the event of a severe side impact. A battery guard in the front area of the battery is able to prevent the energy storage unit from being pierced by foreign objects. Electrical protection of the high-voltage system: the extensive experience of Mercedes-Benz with high-voltage drive systems has led to a multi-stage safety concept that deploys in the event of an accident. The high-voltage system automatically shuts down, reversibly or irreversibly, according to the severity of the accident. There are also shutdown points where emergency teams can deactivate the high-voltage system manually.
By market launch, 200 prototypes and pre-production vehicles of the EQC will have absolved tests covering several million kilometres across four continents (Europe, North America, Asia and Africa). The test program comprises more than 500 individual tests. Like all Mercedes-Benz vehicles, the EQC must absolve the demanding standard test programme. There are also special tests for the electric powertrain, the fuel cell, and the interplay of all powertrain components. In the process the test experts are able to build upon the extensive findings from their digital testing work, used to ensure both the buildability of the vehicle and for the simulation of e.g. crash behavior, aerodynamics and NVH: noise, vibration, harsheness . In addition there are intensive tests on numerous test rigs at the Mercedes-Benz Technology Centre in Sindelfingen. The ratio between digital and real testing is roughly 35 to 65 percent.
ELECTRIC VEHICLE / EV / MERCEDES / SUV


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Paul Schrade (December 17, 1924 – November 9, 2022) was an American trade union activist. While vice president of the United Auto Workers, he was shot in the head during the 1968 assassination of Robert F. Kennedy. Schrade believed that while he was shot by Sirhan Sirhan, Kennedy was shot by a second gunman.
Paul Schrade is featured in the Netflix documentary "Bobby Kennedy for President." The Paul Schrade Library at the Los Angeles High School of the Arts was named after him.

On the question of CIA involvement in the assassination of Robert Kennedy, Schrade said, "It's possible. I mean, they've done worse things, haven't they?"

References

1924 births
2022 deaths
Trade unionists from California
American trade union leaders
California Democrats
United Auto Workers people
Failed assassination attempts in the United States
Assassination of Robert F. Kennedy
Place of birth missing

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