He appears at the door (of my heart) every day.
But the tactful me would still open the door.
But not with deadlines, obligations, and a weary heart.
He just wouldn't leave me alone.
There were times when I embraced His presence.
My selfish cries and immature mannerisms.
Did He not once felt unappreciated and used?
Was He that naïve to give, and have nothing in return?
Then, there came a day when life threw lemons.
Lemonade, I did not make.
But He, I pushed away.
Carelessly, I spilled my words.
Heartlessly, I locked the door.
More time on my hand, I had acquired.
More space for myself, I thought I would have.
Yet, the peace in my heart was taken away.
Sent raging seas crashing over me.
It was my self-reliance that left me in rags.
I am someone who cries easily.
A few months ago, I cried when my father reprimanded me.
2 years ago, I cried when my Commanding Officer humiliated me.
3 years ago, I cried upon receiving my mediocre "A" level results.
7 years ago, I cried when my first cheerleading competition was cancelled.
12 years ago, I cried when the boys at school stole my Hello Panda biscuits.
15 years ago, I cried when a kangaroo snatched a bag of fries from my hands.
Even now, I cry after EVERY argument – whether I've won or lost.
I cry when people say nasty things about me.
I cry when I can't think of a good comeback.
I cry when I've done something wrong and when I've hurt someone.
I cry when I think of people that I dearly miss.
I cry when I'm stress, when I'm sad, when I'm hurt, when I'm disappointed, when I'm angry.
And that's not the worst part. The worst part is that, sometimes, people are watching. Because I'm utterly embarrassed, instead of ceasing to cry, more tears end up spilling out of my eyes.
These are but the few things that I always tell myself when I'm stuck in an embarrassing and tearful (literally and figuratively) situation.
I learned 2 things that made me no longer ashamed of my crying habits.
1. Crying is not a sign of weakness.
I know it is clichéd. You've probably heard of it before – so have I – but somehow, feeling ashamed of your tears seems inevitable. You're afraid that others may think that you're sensitive, overemotional and weak.
Every time I'm on the verge of tears, I would look into the light, bite my lips, swallow my saliva, and try not to blink – anything that would not give it away. Sometimes I succeed. I manage to hold back my tears, just in time to run to the washroom for a good long bawl. Sometimes I don't. (In my mind) I would curse and swear at myself, punishing myself for the unwarranted scene that I've created.
I realised that I needed to stop. Crying is not a damn crime. I read the medical science behind crying: it is a mere release of the buildup of energy and feelings. It is not because you're helpless, it does not mean that you're giving up and it should not be something that you ought to suppress. People cry when they're touched, people cry when they're overjoyed, people cry when they're sad, people cry when they're embarrassed. It. Is. Perfectly. Normal.
I've never really noticed it but I always, always, always feel better after letting it out. Pouring out buckets of tears seems like the perfect metaphor for emptying my frustration, anxiety, and disappointments… The situation might not have changed (a single bit) but I'm renewed with greater fortitude.
Singapore's founding father, Lee Kuan Yew, did not hold back his tears on National TV when he announced the failure of Singapore's merger with Malaysia in 1965.
Abraham Lincoln, the President who led America through its civil war, did not stifle his sobs when he first heard the Battle Hymn of the Republic, a song written in the midst of the civil war, proclaiming God's faithfulness in times of tribulation.
Jennifer Aniston, now happily married to Justin Theroux, shed heart-breaking tears over her divorce with Brad Pitt in 2005.
They may have seemed like tears of devastation but these tears were merely stepping-stones to a greater future. The psychology of crying reveals that it is a survival mechanism. It is a signal that you need to address something. It is after crying that I have the courage to apologise for my mistakes. It is after crying that I am able to swallow insults and accept correction. It is after crying that I can raise my hands and praise Him through the storm.
The next time you feel like crying when you're in a crowd, don't be ashamed of yourself. Don't be afraid to let it out, for the one who isn't afraid of what others may perceive of him or her is more courageous than the coward who judges at the corner. After all, it just shows that you're human.


text:
What Is The Fellows Experience?
Through the course of an academic year, the Fellows' work has two basic phases.
In the Fall semester, Fellows engage various subsets of their community using the power of documentary film to spark conversation on a selected civic issue, such as mass incarceration, racial injustice, gender-based violence, or gun violence. These conversations, paired with engagement of those in the community most affected by the issue, shape discernment of how the Fellows and the community feel moved to act.
In the Spring, these conversations culminate in a community-generated action or response to the issue, as well as a theological/scholarly reflection within the rubric of each institution, all led by a Fellow.

redpajama_set_name: RedPajamaCommonCrawl


Whether you're after a relaxed event for client entertainment, fantastic catering, or a structured plan for a team-building activity, our team will work with you to design the corporate event you're looking for.
We run barbecuing workshops at a range of corporate events across the UK. Food breaks down barriers and cooking is a great team-building activity for a group of individuals to engage in. At the end of the day, the group will sit down to enjoy the delicious results of their cooking.
We can travel to you, or book an off-site location for the day, depending on what you're after. All our events are designed to accommodate all cooking abilities – from beginner to advanced – and they're sure to challenge even the most accomplished of cooks, whilst nurturing those that are a little less confident.
To discuss the options available for your corporate event and to see suggested event formats or menus, please contact the team using the details below. We also cater for corporate events, using our BBQ to make it that bit more memorable. Find out more about our private catering here.


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As Chairman of the Board of Directors of URU, I am pleased to present the Corporate Governance Statement of the Company. My role as Chairman is to lead the board and to oversee its function and direction with overall responsibility for implementing an appropriate corporate governance regime at the Company, until such time as a full-time candidate is appointed. The Board recognises the importance of effective corporate governance and the need to communicate this to shareholders and other stakeholders. Accordingly, this statement sets out the key features of the URU governance policy and structures and explains how we seek to ensure that this provides a framework for creating sustainable growth over the medium to long term.
The Company has formally adopted the Quoted Companies Alliance Corporate Governance ("QCA Code"). The Board considers that the Group complies with the QCA Code so far as it is practicable having regard to the size, nature and current stage of development of the Company. The Board recognises that the Company does not fully comply with all 10 principles and general provisions of the QCA Code but does use it as a benchmark in assessing its corporate governance standards. Areas of non-compliance are disclosed in the text below. Details of the Company's compliance with the QCA code can be found below and in the Corporate Governance section of the Company's website at www.urumetals.com.
ONE Advisory Limited has been contracted to assist the Company with compliance with applicable rules, regulations and obligations governing its operation, governance matters and with Market Abuse Regulations ("MAR") compliance. ONE Advisory Limited assists with the Company's application of the QCA Code and amendments in relation to AIM Rule 26.
Jay Vieira, Chairman
Reviewed 10th January 2023
QCA Principles
The QCA Code sets out 10 principles that should be applied. These are listed below together with a short explanation of how the Company applies each of the principles and where it departs from these principles:
Principle One
Business Model and Strategy
The Board has concluded that the highest medium and long-term value can be delivered to its shareholders by the adoption of a single strategy for the Company:
URU Metals' mission is to identify and invest in quality mineral exploration and development projects to become a leading mineral exploration and development company.
In the immediate future, URU will endeavour to achieve its vision by continuing to explore and develop its flagship Zebedelia Nickel Property. The Company will continue to look for additional acquisition and/or investment opportunities as they arise.
The key pillars of our strategy are:
Advancing the Company's 100% owned Zebedelia project. URU Metals plans to delineate a compliant mineral resource estimate. The Company will then look to advance the project through feasibility studies and into production and cash flow generation; and
Strategic Investments. Where appropriate, URU Metals will act as an active investor and will strive to advance corporate actions that deliver value–adding outcomes (for example, project development to increase company valuation or to achieve a listing).
The Company has other projects and assets it continues to develop. At this stage however, due to the early nature of such projects, these are considered non-core (and so are not detailed in the key pillars of the strategy above) as the Company's resources are primarily focussed on Zebedelia.
The Company operates in an inherently high risk and heavily regulated sector and this is reflected in the principal risks and uncertainties identified in the Company's annual report (for the year ended 31 March 2020 and historically). In executing the Company's strategy and operational plans, management will typically confront a range of day-to-day challenges associated with these risks and uncertainties and will seek to deploy the identified mitigation steps to manage these risks as they manifest themselves. These key challenges, as well as mitigating actions the Board takes to secure a long-term future for the Company, can be found in the Risk Management Section below.
Further details of the Company's strategy and business model can be found in the Company's 2020 Annual Report, which is available to access on the Company's website here.
Principle Two
Understanding Shareholder Needs and Expectations
The Board is committed to maintaining good communication and having a constructive dialogue with its shareholders. Institutional shareholders and analysts have the opportunity to discuss issues and provide feedback at meetings with the Company. In addition, all shareholders are encouraged to attend the Company's Annual General Meeting, save for where restrictions on movement in respect of Covid-19 prohibit same. Investors also have access to Annual Reports, Regulatory News Service announcements and other information on the Company though its website, www.urumetals.com. As further detailed under Principle Five, following the Governance Review, the Board is currently undertaking a search and selection process – as well as speaking to potential candidates within the Board's own network – to identify a new independent Non-executive Director to join the Board. The Board cannot predict the outcome of such process, or when a suitable candidate will be identified, but will endeavour to appoint a UK-based director. The Board believes that such a figure will assist the Company in communicating with shareholders and improving accessibility.
As part of the Governance Review in 2019, the Company instructed UK legal counsel, in conjunction with BVI advisers, to update the Company's memorandum and articles of association, and introduce certain obligations on the Company to make it more accountable to shareholders, and more effective in the way it communicates with them. The new Memorandum and Articles adopted changes including (but not limited to):
A requirement for the Company to hold an annual general meeting once in each calendar year;
A requirement for each Director to stand for re-election (i) at the AGM in the year of their respective election, or (ii) if already appointed, in the first year after the Memorandum and Articles are adopted, and thereafter not less than every three year;
Protection consistent with Rule 9 of the UK City Code on Takeovers and Mergers to prevent shareholders (and parties acting in concert with such parties) from acquiring, without consent, an interest in shares of the Company equal to or greater than 30 per cent.; and
Capping the right of the Company to issue unlimited new shares for cash other than on a pre-emptive basis (the exact thresholds for standing authorities remain to be determined and agreed between the board and advisers and a further announcement in this regard will be made in due course).
The Board believes the changes outlined above enables the Company to further satisfy our shareholders' needs and expectations by providing more opportunities to engage with the governance of the Company.
Principle Three
Considering wider stakeholder and social responsibilities
The Board recognises that the long-term success of the Company is reliant upon the efforts of the employees of the Company and its contractors, suppliers, regulators and other stakeholders. The Board has put in place a range of processes and systems to ensure that there is close oversight and contact with its key resources and relationships.
The Board has identified URU's stakeholders to include employees and consultants working for the Company, the local communities in countries in which it operates, local governments, suppliers, customers and partners. The Company's CEO contacts these stakeholders regularly in order to gain their feedback on URU's operations. Any concerns raised are communicated to the Board and dealt with appropriately.
For example, senior level employees of the Company participate in a structured Company-wide annual assessment process which is designed to ensure that there is an open and confidential dialogue to help ensure successful two-way communication with agreement on goals, targets and aspirations of the employee and the Company. These feedback processes help to ensure that the Company can respond to new issues and opportunities that arise to further the success of employees and the Company. The Company has close ongoing relationships with a broad range of its stakeholders and provides them with the opportunity to raise issues and provide feedback to the Company. In relation to its local employees and contractors in South Africa the Company seeks to adopt industry best practice in relation to its industrial relations and working environment, communicating this to local management and partners on the ground at site. Following the Governance Review, the Company identified the need for a Project Manager based in South Africa to properly communicate and implement the Company's policies, and provide the records and data needed by the Company to demonstrate its policies are not only adopted, but are being followed in all circumstances. A search and selection process in relation to the appointment of this individual is being commenced and I hope a further announcement in this regard can be made shortly.
As further detailed under Principle Five, following the Governance Review the Board is currently undertaking a search and selection process – as well as speaking to potential candidates within the Board's own network – to identify a new independent Non-Executive Director to join the Board. The Board cannot predict the outcome of such process, or when a suitable candidate will be identified, but will endeavour to appoint a UK-based director. The Board believes that such a figure will assist the Company in communicating with advisers, and also provide scrutiny in relation to the Company's key relationships with partners and suppliers, including but not limited to the Company's partners and operating team working on the development of the Zebedelia project.
Principle Four
The Board has overall responsibility for the determination of the Group's risk management objectives and policies and, whilst retaining ultimate responsibility for them, it has delegated the authority for designing and operating processes that ensure the effective implementation of the risk management objectives and policies to the Audit Committee.
In addition to its other roles and responsibilities, the Audit Committee is responsible to the Board for ensuring that procedures are in place and are being implemented effectively to identify, evaluate and manage the significant risks faced by the Company. The risk assessment matrix below sets out those risks and identifies their ownership and the controls that are in place. This matrix is updated as changes arise in the nature of risks or the controls that are implemented to mitigate them. The Audit Committee reviews the risk matrix and the effectiveness of scenario testing on a regular basis. The following principal risks and controls to mitigate them, have been identified:
Principal Risks and Uncertainties
URU Metals is exposed to a number of risks and uncertainties that could have a material financial, operational and reputational impact on its long-term performance and on the Company's ability to develop its project portfolio. The risks that management has assessed as "high" are summarised below.
Category Risk Detail Mitigation Measure/Comments
Strategic Mineral Reserve and Resource estimates Mineral Reserves and Mineral Resources estimates are based on several assumptions, including geological, mining, metallurgical and other factors. There can be no assurance that the anticipated tonnages or grades will be achieved. This is particularly the case at exploration–stage projects. Mineral Reserves and Mineral Resources will be prepared to internationally recognized code compliant standards by Qualified Persons under NI 43–101 requirements.
License transfers The timing of transfer of mineral licenses can be uncertain and regulatory approval cannot be foreseen. At current time, management is working on the licenses' eventual transfer and the Company is in compliance with all regulatory requirements.
Financial Commodity Prices URU Metals' financial performance is dependent upon the price of nickel. Adverse movement in commodity prices could have a material impact on operations. The Board monitors commodity prices and potential impacts on cash flow, project development and the ability of the Company to raise necessary capital. Capital expenditure plans are aligned to prevailing and anticipated market conditions. By targeting projects with resources that fall within the highest grade quartile and lowest cost quartile of producers, the exposure to low commodity prices is somewhat mitigated.
Costs and capital expenditure The Company is exposed to ongoing expenditure obligations resulting from its project development activities in South Africa. Management conducts cash flow analyses and reduces capital expenditure requirements wherever possible. If necessary, project scopes are adjusted or in some cases deferred to preserve capital.
Liquidity URU Metals needs to finance its ongoing development and growth, which exposes the Company to liquidity risk. If the Company is not able to obtain sufficient financial resources, it may not be able to raise sufficient funds to develop projects, acquire additional assets or meet its ongoing financial needs. Management monitors liquidity and exploration expenditure. The Board strives to ensure liquidity through timely corporate actions, if and when required.
Operational Project Execution The inability to develop near–and longer– term capital projects will impact on URU Metals' strategic objectives and affect its ability to meet growth and production objectives. The Company will review its project portfolio on a regular basis and utilises relevant data, such as code compliant Mineral Reserve and Mineral Resource estimates, to guide development priorities. A balanced portfolio will reduce risks associated with a specific project or commodity. The Company will also make use of experienced contract and consultant personnel with relevant experience in project execution.
Personnel Management Loss of key management personnel can impact on the Company's strategic and operational functionality. The Company seeks to provide competitive salary arrangements to attract and retain the services of these personnel members.
Skills Availability Skills shortages have been a feature of exploration across the board. The inability to attract suitably skilled individuals in the vicinity of URU Metals' operations can impact on the quality and efficiency of the work performed. Management has implemented retention strategies, including competitive compensation packages, as and when required. The Company also makes use of experienced contract and consultant personnel with relevant experience in project execution.
Health and Safety The mining and resource processing sectors are inherently hazardous. Failure to adopt high levels of safety management can result in a number of negative outcomes, including bodily harm to employees and contractors, and damage to the Company's reputation. URU Metals takes the health and safety of all those who work for and with the Company very seriously. Measures are based on the principles outlined in the Prospectors and Developers of Canada's e3 program.
Environmental Remediation Unforeseen environmental degradation resulting from the Company's operational activities may result in liability and/or the requirement to undertake extensive remedial clean up actions. All operational models take environmental responsibilities into account. Third parties are contracted as required to identify environmental risks and mitigation measures.
External Political, Legal and Regulatory Development URU Metals may be affected by political or regulatory developments in the countries and jurisdictions in which it operates, including changes to fiscal and other regulatory measures. URU focuses on project development in stable, mining–friendly countries, and liaises with governments on aspects of its operations on a regular basis. URU monitors the political landscape to keep abreast of likely changes in regulatory policies, and adjusts its asset mix accordingly.
External Community Relations Disputes regarding land claims, objections to mining may arise with local communities, causing disruption to projects or operations. URU Metals is committed to the establishment of close working relationships with communities in the areas in which it operates. URU consults with local stakeholders, identifying them prior to the onset of activities. URU will work with stakeholders to define the way in which the Company's operations will positively impact local communities. URU engages experiences personnel to assist with local community relations.
The Directors have established procedures, as represented by this statement, for the purpose of providing a system of internal control, including the Audit Committee mentioned above. An internal audit function is not considered necessary or practical due to the size of the Company and the close day to day control exercised by the Executive directors. However, the Board will continue to monitor the need for an internal audit function. The Board works closely with and has regular ongoing dialogue with the Company financial controller and has established appropriate reporting and control mechanisms to ensure the effectiveness of its control systems.
Principle Five
A Well Functioning Board of Directors
As at the date hereof, the Board comprises myself Jay Vieira, as independent Non-executive Chairman; CEO John Zorbas; and, Non-executive Director Kyle Appleby, who is not considered to be independent. Biographical details of the current Directors are set out within Principle Six below. All the Directors including the Executive Directors are considered to be part time but are expected to provide as much time to the Company as is required, however, as CEO, John Zorbas is employed on a full time basis. [The Company recognises the long term need for a permanent Chairperson to be appointed (at which time I will return to my role as a Non-Executive Director) and has commenced a search and selection process – through third parties and within the Board's own network – to identify such a candidate (further details of this are set out in relation to Principle Five).
The Board meets at least six times per annum. It has established an Audit Committee and a Remuneration & Nominations Committee, particulars of which appear hereafter. Non-executive Directors are considered to be part time but are expected to provide as much time to the Company as is required. The Board considers that this is appropriate given the Company's current stage of operations. It shall continue to monitor the need to match resources to its operational performance and costs and the matter will be kept under review going forward. Jay Vieira is considered an independent Director. The Board notes that the QCA recommends a balance between Executive and Non-executive Directors and recommends that there be at least two independent Non-Executives. As detailed in relation to Principle Five, the Company is working to identify candidates who may join as an additional independent director and will make a further announcement in this regard in due course.
Attendance at Board and Committee Meetings
The Company shall report annually on the number of Board and committee meetings held during the year and the attendance record of individual Directors. To date in the current financial year the Directors have a 100% record of attendance at such meetings. In order to be efficient, the Directors meet formally and informally both in person and by telephone. Therein the new financial year (starting 1 April 2020) there have been at least bi-monthly meetings of the Board. The volume and frequency of such meetings is expected to continue at this rate.
Principle Six
Appropriate Skills, Experience and Capabilities of the Directors
The Board currently consists of three Directors. The administrative functions of the Company are carried out internally, by experienced Executive assistants working with the Executive team. The finance function is handled internally. The Company believes that the current balance of skills on the Board as a whole, reflects a very broad range of commercial and professional skills across geographies and industries and each of the Directors has experience in public markets.
The Board recognises that it currently has limited diversity and this will form a part of any future recruitment consideration.
The Board shall review annually the appropriateness and opportunity for continuing professional development whether formal or informal.
ONE Advisory Limited assists with ensuring that Board procedures are followed and that the Company complies with all applicable rules, regulations and obligations governing its operation, as well as helping the Chairman maintain excellent standards of corporate governance. ONE Advisory also provides additional Company Secretarial support and assistance with MAR complianceIn order to keep Director skillsets up to date, the Board uses third parties to advise the Directors of their responsibilities, including receiving advice from the Company's external lawyers. The Board proposes to introduce a facility for Directors to receive training on relevant developments on a more regular basis. The Board reviews the appropriateness and opportunity for continuing professional development in order to keep each Director's skillset up to date . In addition to their general Board responsibilities, Non-executive Directors are encouraged to be involved in specific workshops or meetings, in line with their individual areas of expertise. The Board shall review annually the appropriateness and opportunity for continuing professional development, whether formal or informal.
Jay Vieira
Independent Non-Executive Chairman
Mr Vieira is Vice President, Corporate and Legal Affairs at Distinct Infrastructure Group Inc. Previously, from 2006 to 2016, he was a partner with the law firm of Fogler, Rubinoff LLP, Toronto, Ontario, where he focussed on securities and corporate finance. Mr. Vieira is a member of the Canadian and Ontario bar associations and the Law Society of Upper Canada. He was admitted to the Ontario bar in 1999 after obtaining his LL.B. from the University of Windsor Law School. Mr. Vieira holds a B.A. (Hons.) in Humanities from McMaster University.
Mr. John Zorbas is a resource entrepreneur with a proven track record in the metals exploration and development industry. He has held senior advisory positions in various facets of business including operations, marketing, sales, strategic planning and structured finance. Mr. Zorbas has been the Company's CEO since 2 June 2014. He was appointed Non-Executive Chairman of Management Resource Solutions PLC in April 2017. In addition he is the CEO and Director of Captor Capital Corp. He also served as the President of MGM Productions Group Inc., as well as Director of both ZorCorp Capital Holdings and Starline Capital Holdings Infrastructure Fund. He served as the Chief Executive Officer and a Director of Monchhichi PLC (former: Mercom Capital PLC) until 23 December 2016. Mr. Zorbas also served as a Director of Millennial Esports Corp. until 20 October 2016 and Stratton Capital Corp. He is a founding shareholder of Asian Coast Development Ltd. Mr Zorbas holds an Honours Bachelors in Economics from the University of Toronto.
Kyle Appleby
Mr. Kyle Appleby, CA, CPA, has over 16 years' experience in public accounting and has been providing Chief Financial Officer and other financial accounting and compliance services to both public and private companies since 2007. He is a member in good standing of the Canadian Institute of Chartered Accountants and the Institute of Chartered Accountants of Ontario. He obtained his Chartered Accountant designation in 2001. Mr. Appleby graduated from York University with a Bachelor of Arts in Economics.
Principle Seven
Evaluation of Board Performance
Internal evaluation of the Board, the Committees and individual Directors is undertaken on an annual basis in the form of peer appraisal, and discussions to determine the effectiveness and performance of the Board as well as the Directors' continued independence take place to ensure that:
– their contribution is relevant and effective;
– that they are committed; and
– where relevant, they have maintained their independence.
The results and recommendations that come out of the appraisals for the directors shall identify the key corporate and financial targets that are relevant to each Director and their personal targets in terms of career development and training. Progress against previous targets shall also be assessed where relevant.
The Company intends to continually review the performance of the team as a unit to ensure that the members of the Board collectively function in an efficient manner, as well as reviewing the effectiveness of each Committee.
The Directors consider that the Company and Board are not yet of a sufficient size for a full Board evaluation to make commercial and practical sense. Therefore, the Board accepts that the Company does not comply with this aspect of the QCA Code. However, during Board meetings the Directors are welcome to discuss any areas where they feel a change would be beneficial for the Company, and the Company Secretary remains on hand to provide impartial advice. The need for a formal Board evaluation will be kept under review as the Board and Group develops.
Principle Eight
The Board recognises that its decisions regarding strategy and risk will impact the corporate culture of the Company as a whole and that this will impact the performance of the Company. The Board is very aware that the tone and culture set by the Board will greatly impact all aspects of the Company as a whole and the way that employees behave. The Board seeks to maintain the highest standards of integrity and probity in the conduct of the Company's operations. These values are enshrined in the written policies and working practices throughout the Company. An open culture is encouraged within the Group, with regular communications to staff regarding progress and feedback regularly sought. The Executive team regularly monitors the Group's cultural environment and seeks to address any concerns than may arise, escalating these to Board level as necessary. The Group is committed to providing a safe environment for its staff and all other parties for which the Group has a legal or moral responsibility in this area. The Company has adopted Health & Safety policies at all its project sites in line with industry best standards.
A large part of the Company's activities is centred upon what needs to be an open and respectful dialogue with employees, consultants, clients and other stakeholders, including shareholders. Pressure from different groups, to provide more finance, technical support, to deliver results, work faster, shout more loudly, make the culture of the Company key to its success – being consistent over a period of time, adopting a methodical approach in the face of pressure to behave differently. The Company is conservative – believing long-term shareholder value will only be achieved by technical results and deep understanding of the resource projects the Company invests in or operates, informing decisions regarding future expenditure. It is a fine balance but one the Company strives to get right.
Principle Nine
Maintenance of Governance Structures and Processes
The Board is committed to, and ultimately responsible for, high standards of corporate governance, and has chosen to adopt the QCA Code. The Board reviews the Company's corporate governance arrangements regularly and expect them to evolve over time, in line with the Company's growth. The Board delegates responsibilities to Committees and individuals as it sees fit.
The Chairman's principal responsibilities are to ensure that the Company and its Board are acting in the best interests of shareholders. His leadership of the Board is undertaken in a manner which ensures that the Board retains integrity and effectiveness, including creating the right Board dynamic and ensuring that all important matters, in particular strategic decisions, receive adequate time and attention at Board meetings.
The Chairman and the other Non-executive Director are tasked with constructively challenging the decisions of the CEO, and satisfying themselves that the systems of business risk management and internal financial controls are robust.
The CEO has, through powers delegated by the Board, the responsibility for leadership of the management team in the execution of the Group's corporate strategies and for the day-to-day management of the business. The CEO is also the principle contact for liaison with shareholders and all other stakeholders.
Ultimate authority for all aspects of the Company's activities rests with the Board, the respective responsibilities of the Chairman, CEO arising as a consequence of delegation by the Board. The Board has adopted appropriate delegations of authority which set out matters which are reserved for Board decision-making. As an independent Non-executive Chairman I am responsible for the effectiveness of the Board, while management of the Company's business and primary contact with shareholders has been delegated by the Board to the CEO.
The Audit Committee comprises of Jay Viera and Kyle Appleby (chair). This Committee has primary responsibility for monitoring the quality of internal controls and ensuring that the financial performance of the Company is properly measured and reported. It receives reports from the Executive management and auditors relating to the interim and annual accounts and the accounting and internal control systems in use throughout the Company. The Audit Committee shall meet not less than twice in each financial year and it has unrestricted access to the Company's auditors. In the financial year ended 31 March 2020 the Audit Committee met twice in compliance with the Committee's terms of reference.
Remuneration and Nomination Committee
The Remuneration and Nomination Committee comprises Kyle Appleby and Jay Vieira (chair). The Remuneration and Nomination Committee (previously two separate committees) meets as and when necessary. It keeps under review the skill requirements of the Board and the knowledge, experience, length of service and performance of the Directors. It also reviews their external interests with a view to identifying any actual, perceived or potential conflicts of interests, including the time available to commit to their duties to the Group. It sets and reviews the scale and structure of the Executive Directors' remuneration packages, including share options and the terms of the service contracts. The remuneration and the terms and conditions of the Non-Executive Directors are determined by the CEO with due regard to the interests of the shareholders and the performance of the Group. The Committee also makes recommendations to the Board concerning the allocation of share options to employees.
The Committee also monitors the independence of each Non-Executive Director and makes recommendations concerning such to the Board. The results of these reviews are important when the Board considers succession planning and the re-election and reappointment of directors. Members of the Committee take no part in any discussions concerning their own circumstances.
The Committee is also responsible for keeping under review the senior management team of the organisation to ensuring the continued ability of the organisation to compete effectively in the marketplace.
The Board has adopted guidelines for the appointment of Non-Executive Directors which have been in place and have been observed throughout the year. These provide for the orderly and constructive succession and rotation of the Non-Executive Directors insofar as the Non-Executive Directors will be appointed for an initial term of three years and may, at the Board's discretion believing it to be in the best interests of the Company, be appointed for subsequent terms.
The Chairman and Board continue to monitor and evolve the Company's corporate governance structures and processes, and maintain that these will evolve over time, in line with the Company's growth and development.
Principle Ten
Shareholder Communication
The Board is committed to maintaining effective communication and having constructive dialogue with its shareholders. The Company intends to have close ongoing relationships with its private shareholders, institutional shareholders and analysts, and for them to have the opportunity to discuss issues and provide feedback at meetings with the Company.
Whilst all shareholders are normally encouraged to attend the Company's Annual General Meeting, due to the restrictions on movement as a result of the ongoing Covid-19 pandemic, the 2020 AGM will be held as a closed meeting in accordance with government regulations. As such, shareholders are encouraged to submit any questions to the Board by email in advance of the AGM to ensure there is opportunity for stakeholder engagement. Shareholders are strongly encouraged to appoint the Chair of the Meeting to be his/her proxy at the Meeting given that shareholders are not permitted to attend. The Board already discloses the result of general meetings (GM) by way of announcements and on its website. In order to improve transparency, the Board has committed to publishing proxy voting results on its website in future. The Board maintains that, if there is a resolution passed as a GM with 20% votes against, the Company will seek to understand the reason for the result and, where appropriate, take suitable action.
Investors also have access to current information on the Company's website, www.urumetals.com, which is kept up to date and contains details of relevant developments, publications and presentations, as well as historic annual reports and other governance-related material, including notices of all general meetings over the last five years. The Company intends to, subject to the necessary formalities, move to electronic communications with shareholders in order to maximise efficiency.
Going forward the Company intends to include reports from the Audit and Remuneration Committees in its Annual Report.


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Farm occupiers fail to respond to UC proposal
News // Bay Area & State
Peter Fimrite
May 7, 2012 Updated: Aug. 6, 2012 2:56 p.m.
1of3Neighbors and supporters continue to bring water and food to the garden. Despite rumors of a crackdown on the garden planted by Occupy forces at UC's experimental garden facility in Albany, Calif., farming went on although the water is still shut off.Brant Ward/The ChronicleShow MoreShow Less
2of3Rows of vegetables have been planted on almost two acres. Despite rumors of a crackdown on the garden planted by Occupy forces at UC's experimental garden facility in Albany, Calif., farming went on although the water is still shut off.Brant Ward/The ChronicleShow MoreShow Less
3of3Hay is being spread around the vegetables as a mulch as water is precious. Despite rumors of a crackdown on the garden planted by Occupy forces at UC's experimental garden facility in Albany, Calif., farming went on although the water is still shut off.Brant Ward/The ChronicleShow MoreShow Less
Protesters occupying land in Albany used by UC Berkeley for agricultural research missed a weekend deadline to agree to a negotiated departure, but representatives said they would respond Monday.
University officials said they would consider more forceful measures after the group Occupy the Farm failed to respond to their proposal to end the encampment in exchange for discussions about using part of the 10-acre plot for urban farming.
"We're very disappointed," said Dan Mogulof, the UC Berkeley spokesman. "Unfortunately, because time is short, we need to begin to assess other options."
Gopal Dayaneni, spokesman for Occupy the Farm, said the group had made it quite clear through their lawyer that they intended to respond, but not over the weekend.
"We are prepared to present them with a comprehensive proposal, and we will do that" Monday, Dayaneni said.
On April 22, about 200 activists broke a lock on a gate near Marin and San Pablo avenues and set up camp on the property known as the Gill Tract. The group planted carrot, broccoli and corn seedlings on part of the land as a protest against planned housing and commercial development nearby.
University officials claim the protesters have disrupted agricultural research by faculty scientists and students in the College of Natural Resources. At one point, Mogulof said, the squatters pruned some fruit trees on the property and explained to the dean of resources that they had to do it because the trees were diseased. Turns out the pruned branches were part of a research project on how diseases affect fruit trees, he said.
The university wants the land vacated by mid-May in order for certain agricultural research studies to be conducted.
"We have stated publicly and made clear to the occupiers that research and a tent city cannot coexist," Mogulof said. "The offer on the table is that if they voluntarily and peacefully end the encampment, we are open to discussing with them and the community ways in which we can peacefully share the property. Our researchers do not need all of the acreage there in the current growing season, so therefore there remains the possibility that we can share it - some land for research and some to urban farming. But we won't do it under duress."
The university's apparent decision to negotiate with the protesters and gradually increase the pressure on them falls in line with a new kinder, gentler approach to dealing with civil disobedience announced Friday by UC officials. A 121-page report, a response to the widely condemned pepper spraying of students at UC Davis and the beating of protesters at UC Berkeley, encourages administrators to respect civil disobedience, avoid blind adherence to regulations and to use force only as a last resort.
Dayaneni said the occupiers have proved that they can share the land by cordoning off pear trees that were part of a professor's science project, working with student researchers and clearing garbage and invasive weeds from the creek.
"We have made every effort to demonstrate that our interest is to protect, preserve and care for the last, best soil in the urbanized East Bay," he said. "We are not opposed to the researchers putting in their crops for the coming season."
The Gill Tract occupiers are against further development, including a proposed Whole Foods store and senior housing, on former agricultural land that once stretched for 104 acres. They want the remaining 10-acres to be used for urban farming or be kept as open space.
Peter Fimrite is a San Francisco Chronicle staff writer. pfimrite@sfchronicle.com
Peter Fimrite is The Chronicle's lead science reporter, covering environmental, atmospheric and ecosystem science. His beat includes earthquake research, marine biology, wildfire science, nuclear testing, archaeology, wildlife and scientific exploration of land and sea. He also writes about the cannabis industry, outdoor adventure, Native American issues and the culture of the West. A former U.S. Forest Service firefighter, he has traveled extensively and covered a wide variety of issues during his career, including the Beijing Olympics, Hurricane Katrina, illegal American tourism in Cuba and a 40-day cross country car trip commemorating the history of automobile travel in America.


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Blu-ray Screenshots
Morning Glory Review
It's imperative Morning Glory carries a likeable, cute, spunky lead, because she's playing off one miserable old man. Rachel McAdams fits the role of overworking, enthusiastic morning show producer to a tee, and Harrison Ford settles in as the gravely voiced, experienced, egotistical co-anchor.
They drive this breezy narrative, morning shows a unique platform for a feature film to spring from. This is a mixture of comedy and drama, the genre swap not always handled with the best of care, but there's typically something ridiculous around the corner to spruce it up. The downward effect is minimal.
Writer Aline Brosh McKenna crafts a fun script, filling the network studio with meager but enjoyable side characters, McAdams key in pulling the entire behind-the-scenes crew together. Their small roles create a family-like atmosphere that becomes a centerpiece to the story later. They have to work in tandem, the ailing "Daybreak" slowly falling into a pit of ratings despair, their jobs on a teetering line that can't seem to stay above the breaking point.
Cue the intro to Ford's character, a great news anchor who is nothing but hard news, refusing to dumb down the product for any mass audience. McAdams sells the show on his name alone, not really accounting for his hard-edged personality, or how he'll work with co-host Diane Keaton. At the very least, Morning Glory shows that Keaton may have missed her calling; you couldn't ask for a more natural representation of these network hallmarks.
The script apes familiar concepts, McAdams forced to one-up the competitors with increasingly bizarre content in a desperate bid for ratings superiority. She finds romance too, although the draw of the job puts a strain on anything else she tries to do. Morning Glory is light on surprises, but high on its casting. That's enough to carry into its final walk into the sunrise, which no, wins no points for originality either.
Paramount's AVC encode for Morning Glory seems fine, and that's purely based on the aggressively high bitrate afforded to it. It rarely dips below 30 Mbps. However, it goes to show that the encode is not the only thing to contend with, the film seemingly glazed with a layer of filtering and a hint of sharpening.
There's evidence all over the place, from the rampant aliasing on countless fine lines to the light layer of edge enhancement scattered about. It's one thing for the insert show clips to suffer from artifacts since they're trying to represent something; it's another for Jeff Goldblum to carry a halo at 1:29:20. High contrast edges always suffer here, and complex clothing such as distinctive suit patterns are sure to flicker. One of the final scenes at 1:37:00 is definitely smoothed over digitally, but this is certainly the intent given the nature of the sequence.
The natural grain structure that exists in most of the frames is limited and clear, the beefy encode hardly struggling to represent it properly. That's great. Unfortunately, it doesn't do much to keep the detail, that light layer of tampering enough to wipe a significant portion of the stock's best qualities clean in this digital transition. A few scenes take place in a thicket, so muddy and undefined it's staggering to think this is being played at the proper resolution (it is). If you've fallen into the trap and were thinking this was shot digitally, no one will blame you.
Colors are nicely saturated, the comedy format almost always generating some pleasing hues. Flesh tones are natural without any tinkering, and primaries are wonderfully bold. From the rich blues of the control room to the heavily orange-oriented show set, each is presented with care. Black levels are suitable, yet never reaching to their deepest depth. A few minor shots almost seem to have given up, such as when McAdam's visits Ford's home.
A nicely constructed score highlights this one, the DTS-HD effort on the disc keeping it appropriately within the mix. It encapsulates the sound field effectively, as does the city-level ambiance. Those sequences shot on street level in New York truly come alive, McAdam's first introduction out of the subway full of rich, loud city noise.
Dialogue oddly struggles, and with some regularity. It takes on an airy quality, as if it were recorded incorrectly or ADR sessions were missed. Otherwise its fine, crisp and clear while maintaining a center focus. There's no real subwoofer use to speak of short of a concert a 1:15:35, and revealing with who would be a minor cameo spoiler. Regardless, the sub has to work a short shift here, even if the lyrics are basically lost to everything else.
A commentary is delivered by director Roger Michell and writer Aline Brosh McKenna. A sole deleted scene is listed as such, although it's more of an extended scene since part of it does appear in the finished product.
A bit of mid-range detail @ 5:59
Light aliasing on the houses @ 6:59
Slight detail visible @ 11:52
Excellent Ford close-up @ 13:25
Creepy smile @ 19:14
Now you're DNR'ed @ 21:53
Grass muddy, undefined @ 26:44
Ford a bit smooth @ 29:03
Sarcasm if it were a look @ 42:22
Magazines show aliasing @ 44:42
Brilliant color @ 53:41
And we're live @ 55:41
Soft close-up @ 1:06:46
Face off @ 1:13:05
Buildings show aliasing @ 1:21:15
Trees, plants a bit muddy @ 1:24:05
Best McAdam's facial detail @ 1:27:03
Visible halo on shoulder @ 1:29:14
Solid close-up @ 1:33:11
DNR employed @ 1:36:55
Matt Paprocki
Matt Paprocki has critiqued home media and video games for 20 years across outlets like Variety, Rolling Stone, Forbes, Playboy, Polygon, Paste, and others. His current passion project is the technically minded DoBlu.com. You can follow Matt's body of work via his personal WordPress blog, and follow him on Twitter @Matt_Paprocki.
Tags:AVC, Blu-Ray, diane keaton, DTS-HD Master Audio, Harrison Ford, paramount, Rachel McAdams
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Teofilakt – egzarcha Rawenny w latach 702–710.

Na jego rządy przypada konflikt z cesarzem Justynianem II zemścił się mieszkańcach Rawenny, którzy, w jego ocenie, nie dość gorliwie działali w sprawie uwięzienia papieża Sergiusza. Rawenna została złupiona, jej biskup oślepiony, a wielu mieszkańców sprowadzono do stolicy dla dokonania tam egzekucji. Sam egzarcha ocalał.

Bibliografia
 T.S. Brown, The Church of Ravenna and the Imperial Administration in the Seventh Century, "English Historical Review", 94 (1979), s. 25.

Egzarchowie Rawenny
Zmarli w VIII wieku
Urodzeni w VII wieku

redpajama_set_name: RedPajamaWikipedia


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17/09/2018 by Kristan Wood
People told him he was irresponsible, but middle-class father-of-three George followed his instincts, went against his normal pattern of behaviour and made a giant impact on people's lives. 'Never underestimate the effect of even the smallest thing you can do,' he says
GEORGE AND CAROLYN SNYMAN and their three children were a typical white South African family. They lived a happy life in an affluent suburb of Pretoria, South Africa, that many would recognise. Then George heard a voice and nothing was ever the same again. He told SHIRLEY FAIRALL all about it
George (58) and Carolyn (57) live near White River, in South Africa's Mpumalanga Province. They have four children: Melody (31), Samantha (28), Joshua (26) and Nikiwe (17)
'WHEN I WAS IN MY LATE TWENTIES, I was running a marathon that set off from Hatfield Christian Church in Pretoria. Just before the race I popped in to use the loo. It was an enormous church and as I entered I saw a sign with the name Jesus on it. Suddenly I heard a clear audible voice that said, I am alive. I was alone in the church. That's the moment when everything in my life began to change. I wasn't looking for Jesus. I was a nominal Christian, very happy with my life, married to Carolyn and building a family. The encounter was totally unexpected.
I went to church that Sunday night and sat quietly in the back. When the worship music started I found myself weeping as if I were standing at an open grave. The same thing happened the following Sunday. On the third Sunday I found myself rushing to the front of the church and there was an enormous guy, six foot eight, waiting for me. He said simply, 'Welcome home'.
'I wasn't one to make a show of myself'
This was all very unusual behaviour for me. I was a software programmer working for a bank, a behind-the-scenes kind of guy and absolutely not one to make a show of myself. Carolyn was a financial advisor. Now people were phoning her to ask what had happened to me. But I was desperate to soak up Christ and pretty soon Carolyn began to feel it too.
'I started seeing the poverty around me,' says George
I started seeing the world with new eyes, noticing the poverty and suffering around me. I met a pastor called Hezekiah in Hillbrow, Johannesburg, and I'd visit the townships with him, then come home to my comfortable life. It just didn't make sense.
At that time in South Africa, the Africa School of Missions just outside White River offered missions, development and nursing combined. We decided to move there, selling our house to pay for my studies in theology and development. We would live in the school and Carolyn would become the resident nurse.
But before we left we had to deal with how people reacted to what we were doing. We had three children under seven and ironically, some Christian friends said that I was being irresponsible and our children would pay the price. By contrast, the day I left my job at the bank my colleagues gave me a standing ovation as I walked out. They were applauding because I was going to chase my dream.
The structures George has set up over the past 30 years now feed around 10 000 children a day. 'Humanity's biggest challenge is the way we think,' he says. 'If you impact just one person, amazing things can come out of it'
We had a Honda Ballade and all we were taking to White River was what we could fit in it. We invited church members we had met through Hezekiah to come and take whatever they wanted of ours. This was 1989 in Centurion, Pretoria, a very conservative suburb. I think our neighbours were happy to wave us goodbye!
During my final year of studies I decided to face my biggest fear: rural Africa. I decided to walk through some of it, starting with the Democratic Republic of Congo and then walking down south. I was mindful of Jesus's teaching to look after orphans and widows but first I wanted to find God. And in one broken African village after another, I found Him.
'we did not know it was AIDS'
My last walk ended in a village populated by old women and orphaned children. The women prayed that God would use me throughout Africa. This turned out to be prophetic but I had no idea what was in store for us at that stage, nor did I have any ambition to be a leader. I didn't know what I was doing, or what I could do. I hiked home sick, exhausted, disillusioned and angry with God because I felt so helpless.
Volunteer care workers in Kitabataba in the Democratic Republic of Congo. The Hands at Work model is to mobilise volunteers from local communities to care for orphans and widows
Not long after that we moved to Kwa-Zulu Natal. Carolyn and I went into the nearest village and just dealt with what we saw in front of us, not knowing that it was the HIV/AIDS pandemic. This was at the time that the government was denying the existence of AIDS so nothing was being done about it.
There were so many orphans scavenging for food on rubbish dumps. Sometimes they hadn't eaten for days and all we could offer them was half a loaf of bread. Every now and then we'd get a donation. Once someone gave us R1000 to buy food and I just burst into tears. We fed a lot of people with that money. We would also procure medicine secretly, antibiotics and painkillers mostly, but at least we had some relief to offer.
'Tell people we are dying'
Occasionally churches asked me to address their congregations and I did because a village woman had said, 'Tell people we are dying.' Every time I stood at the front of a church and said this, there was no response. I felt so defeated when I realised that no one was going to help but that was a pivotal moment because that's when I said to Carolyn, 'Let's just do it ourselves'.
We were mentored by a wonderful Zulu woman called Gloria who taught us the real meaning of service. We realised that it was our job, as Christians, to care for widows and orphans. We returned to White River and registered Hands at Work.
George and Carolyn with his mother Anna and their adopted daughter Nikiwe. 'All our children have taught us grace,' he says
Today we work in 63 communities in eight African countries (South Africa, Nigeria, Democratic Republic of Congo, Zambia, Zimbabwe, Malawi, Mozambique and Swaziland). In every community we mobilise the locals to care for the widows and orphans: we have 800 care workers, members of the community who serve as an act of love. We help them with income-generating activities and planting food gardens.
life-changing act of love
In every community we also have what we call a Life Centre. It's a care point, offering food and support for children and grandmothers and a meeting place for the local youth. But the backbone of our ministry is what we call Holy Home Visits. When a child comes to a Life Centre, we follow up with a visit to their home. This is an act of love that closes the distance between us. It's life-changing. We know everyone in our communities by name. We make it personal. We say, I know you and you matter.
I heard about a boy with malaria and I went and got him and carried him to a care point. He was starving and downed three plates of food. Afterwards, when he talked about it, he didn't talk about the food. What was more meaningful for him was that I went and fetched him and carried him to help.
Nigerian field co-ordinator Taiwo. Hands at Work has changed his heart, he says. 'I have become passionate about serving the children. Serving is what God has called us to do. I've learned the importance of giving what I have to the people around me.'
We have 120 full-time workers, a mix of African and international volunteers. Hands at Work is African, it belongs here, so our international contingent takes a background role although they are people playing a huge role in our mission. They're our scaffolding. We have offices in England, Canada, North America, Australia and Germany. We don't fund these, they're all staffed by volunteers who facilitate our volunteer workers, handle communication, finance and project management, and raise funds to support the 64 Hands at Work communities in Africa. The African volunteers, including Carolyn and myself, have basic living costs met by the international support and we are also encouraged to raise funds at home through our families, friends and churches.
radically different
It's a radically different model. We teach our people to serve as Carolyn and I do. We put ourselves in the same boat as those we serve. We all experience servanthood and feel the pain of those we are serving. This is our privilege. Jesus came as a servant. Today everyone wants titles and to be first and best. Servitude is a lost art. We're rediscovering it and teaching it to others.
A huge part of our calling is not just to reach the children, but to level the cultural playing field, to respect and appreciate each other. We have 13 or 14 different nationalities in the community in which we live and we mix it up to be as diverse as possible.
smelly fish
We recently put a Canadian couple into a shared house with a Zambian couple and that mix gave us many laughs. The Canadians, used to having granola and orange juice for breakfast, would regularly come flying out of the house early in the morning because the Zambians were frying a particularly smelly fish for breakfast. But we all eat together very often with everyone bringing their contribution.
An international volunteer in South Africa. All volunteers learn the names of every person they come into contact with. 'We say, I know you and you matter,' says George
There are so many joys. Philippe was a young Mozambican boy. Two years ago when his village was hit by rebel forces and he was shot at, he was so traumatised that he ran into the bushes and it took us months to find him. Now he's happy at school and he mentors younger boys. I can tell you a story of a child like this from every community.
never underestimate what you can do
Humanity's biggest challenge is the way we think. We're too worldly and we forget that the smallest things can have the biggest impact. I believe it's called the butterfly effect. Yesterday I received a message from a man in his late 20s. He was 18 when he heard me speak about how we need to take care of those in need. He wrote to tell me that this changed his life. Never underestimate even the smallest thing you can do. If you make an impact on just one person, amazing things can come out of that.
We've never chased numbers but we know that on any given day, thanks to Hands at Work, about 10 000 children will eat or be visited at home and those who need it will receive medicine. If we give a community a sum of money for 50 children, we learn that they stretched it to care for 85-90 children. Our dream is to care for 100 000 orphaned children. We have always actively sought to be overwhelmed so we chose a number that seems unachievable in the face of the 180 000 new orphans every month in sub-Saharan Africa.
Left: The Hands at Work Life Centre in Mngwere, Malawi, one of the poorest countries in the world. Hands at Work reaches into 63 communities in eight African countries. Right: a girl befriended by Hands at Work in Zambia
If anyone has received anything, it's me. I had a massive struggle in the beginning. I was the wrong person for this in every way: white, Afrikaans, male. I tried to hand the leadership over but I believe I was blocked by God Himself at every turn. I thought I was the most unqualified person for this job but God can use everyone. I have discovered His grace, and in a very real way too through our adopted daughter, whose name is Nikiwe Grace.
our children taught us grace
All our children have taught us grace. We left a lovely house in Pretoria – they all had their own bedrooms and we had a swimming pool – and we lived for many years after that in smaller houses and with much less than we'd been used to. Yet all their happiest childhood memories come from the time after we left Pretoria. They talk very fondly of the tiniest house we lived in, so simple it didn't even have cupboards.
When we were leaving KwaZulu-Natal to return to White River, our eldest child Melody had the most to lose. She was in grade 7, head girl of her primary school and had a bursary for high school. She told us that when she thought about leaving she saw a mind picture of Moses being told to pick up his staff and go, so she was willing to go.
I love life
Like me, Melody is a runner, and after she finished grade 12 we were out running together and she said that she considered she'd had the most privileged life because she'd seen it from both sides. She said, 'I will not be shaken'. And she wasn't: she's about to graduate as a doctor. Joshua has also graduated from university and Samantha is studying further now after having her family. I'm sure Nikiwe will go to university too. Every one of our children is amazing.
I love life. Every day is an adventure. I can't imagine a life outside of this. I can't imagine ever being safe and secure and comfortable.'
George and Carolyn with their children and eight grandchildren. Adults from left to right: son Joshua with wife Hanne, son-in-law-Chris and daughter Melody, daughter Samantha (husband Ashad not in photo) and George and Carolyn. Daughter Nikiwe is in pink. Melody recently commented to her father that she considers living without many material assets to have been a privilege
WATCH THIS SHORT VIDEO OF GEORGE AND HANDS AT WORK FOR INSPIRATION!
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Carleton's Pandemic Leadership Praised on TVO
The COVID-19 crisis required all sectors, including universities, to alter their processes virtually overnight.
Alex Usher, a post-secondary expert and president of Higher Education Strategy Associates, recently appeared on TVO's The Agenda to discuss various approaches to online classes, supporting students and faculty, and communicating to stakeholders.
He emphasized that the most successful universities have come through the crisis as a community, kept open lines of communications, shared clear expectations and have asked how best to support students, faculty and staff.
When asked to think about post-secondary education at the beginning of the pandemic versus today and the biggest lessons to be learned, Usher singled out Carleton for praise.
"Carleton is the one that just stands out for me as having had exceptional leadership through a pandemic," said Usher.
When the pandemic began, Carleton President Benoit-Antoine Bacon began communicating directly with the community through emails, social media and a dedicated web page. For weeks, he shared daily messages that informed and consoled. Bacon continues to share news about decision-making, policy and support, and Carleton's COVID-19 web page is constantly updated with new information as the situation evolves.
View Usher's full interview here.
Tuesday, February 23, 2021 in News Releases


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BookScan and POS information
Dec. 8th, 2004 at 11:03 PM
mmarques asked: Hi. This question isn't related to this journal entry, but I was interested in your thoughts, considering your other entries.
I've been reading lately about a new Canadian drive for aggregated book sales information, including from independent bookstores. (One article can be found at:
http://www.itbusiness.ca/index.asp?theaction=61&sid=57531&adBanner=eBusiness )
What do you think about this? Do you think it will help Canadian authors with Canadian sales? Will it make a difference.
For which I thank her, because I've been thinking of saying a little bit about a similar ongoing system down in the US -- BookScan.
As far as I can tell, and I don't have a BookScan membership because access to the information is costly enough that you'd want to be an institution to have it, BookScan uses POS (Point of Sale) data to determine what's sold, in what quantity, over a period of time. POS, for those who don't know, means "at the cash register" in any practical way. The web-site says it tracks and will keep all information on file forever. Which means, if your books don't sell, that information will always be on file and accessible.
Is it useful? I think it is -- but I think it's more useful as a tool to publishers than it is to booksellers. In the case of booksellers, the big chains and the independents all have access to their own sales figures; they know what's moving in their stores, or they can if they want to. They have that information from their own POS databases, and can extract it, and reorder based on it; they can also do their returns based on that information, and the POS databases can be set up to remind you to return things after a period of inactivity, because it's fairly easy to tell which books have failed to sell even a single copy in any given period of time (let's be generous and say 6 months). The stores don't need the BookScan numbers to give them a sense of their own stock; the people who need the information have access to it.
It's for this reason -- and I did read the web-site -- that the information would be offered to booksellers for free. Well, that and because without the cooperation of the booksellers, there's no information <wry g>. Publishers, however, would have to pay a subscription fee in order to access this service.
(And someone remind me that it would be useful for SFWA or similar organizations to also have access to this information, hmmm?)
In the Publisher's case, the information is useful because the publisher can see what the numbers that are leaving the store -- and therefore the bookshelves -- are the minute the sales start to happen, for any given title or author they want to track.
Because you can track the sales, you can see whether or not there's a bump if you do any significant advertising, etc. You can see what's going out in large enough numbers that it's likely to be re-ordered, or to need to be re-printed, on national levels; you can see what your sell-through is likely to be, given a margin of error; you can see if there are any trends -- which books will sell like gangbusters for a week, and then never sell again; which will continue to sell steadily. (I don't know if BookScan offers information on the total numbers the stores received initially; they could easily do so if they wanted to, or if they were set up to access that information, because it's part of the database system. This is of less interest to the Publisher who published the book(s) in question, because the publishers know what they shipped. Well, in theory, they know what they shipped.). (And yes! I remembered to close a bracket! Ahem. Sorry.)
BookScan has all of the big book chains, plus Amazon.com, on tap; I don't believe it has retailers like Costco or Walmart on-line, which would make sense, because the data-base information would be so vastly different it would be harder to extract that data, and Walmart is probably less likely to care about having access to that information in other venues. It doesn't -- that I could discover -- track the jobbers, or the IDs, on which mass market sales -- which seem to be in decline in general -- depended so heavily in the past. So it doesn't give the entire picture. But it gives some picture, and in an industry where information travels very, very sluggishly, that incomplete information is still of high value.
This information is useful to publishers in a completely different way, as well -- they can use it to assess the worth or value of an author who is currently being published by an entirely different house. Previous to this, there was no information between houses, or not in any formal or quantified way; moving from one house to another was often a way to move up, and often the only way to do so. With the information in BookScan at their fingertips, editors can sit across the table from authors (or, more likely, their agents), and point at hard numbers when it gets down to the dollars talk. They're no longer standing on somewhat infirm ground.
Let me digress a bit. In the old days, bestseller lists were not, in fact, comprised entirely of bestsellers. They were composed of the "top sellers" in a large sampling of stores -- but the stores were free to choose that information, and to write it up and send it in. In many cases, the tallies were entirely subjective, and in many, they weren't representative of what was actually selling -- they were representative of what the booksellers wanted to be selling. Given that the bestseller lists carry some weight, this meant that those books would often get that extra push.
With something like BookScan, this can't happen.
So, back to publishers. They have information about the sales of authors that they would never have had before, and they're using it. That's the other use of the data base, and one that's less advertised, imho but is probably well worth the money.
I don't have access to that information myself, and certainly not just by using the internet, so I have mixed feelings about it. I think it's useful information for authors to have for a variety of reasons, not the least of which is that if BookScan says you sold -- and that's sold, not shipped -- 5,000 copies, and you're being told you sold 3,000 copies, there are going to be issues. I'm not sure what kind of confidentiality agreement is signed when one subscribes to the service, so I'm not sure if a writer's organization could do so -- but if they could, it would be useful for their writers.
However… in regards to Canadian books and Canadian publishers? I don't think it will make that much difference; the program will track what's selling, yes, but it won't give precedence to anything other than those numbers. You can see what's selling. You can see what isn't selling. You can see it as it unfolds -- but you don't have much power to influence what is selling and what isn't. When you sit across from your buyers (i.e. chain buyers, not readers), they're still going to have their own information about what sold and what didn't, and countering it with BookScan or similar numbers can be done, but probably has to be done with tact or it won't win you many friends.
I don't see how the Canadian content will actually matter at all. I don't see how it can; the only difference would be that the Canadian books would be on Canadian bookstore shelves in quantities unlikely to be seen across the border because they're in Canada, and they're being offered for sale in Canada. The database program won't differentiate between books published in or by Canadians and books distributed in Canada that are published by larger companies in either the US or the UK.
I do think the information will be useful to Canadian publishers in an echo of the same way they are to their US counterparts, except there's less money to go around with to begin. And I think they'll be about as useful in bookstores. Which is to say, there will be odd occasions when something sold dreadfully poorly for your store and really really well everywhere else, and you might want to keep an eye on that.
But at the moment? Canada has one chain. So the competitive aspects of keeping that type of watch are less pressing.
Open to questions, here.
mmarques
Thanks for the quick post with your thoughts!
FWIW, the biggest reason we're interested in Bookscan information is because it also lists market share, both for categories and specific titles. I can't remember if Costco and Walmart and the like are included--I know they've revamped it recently to create several tiers, so the big box retailers may be on one of them. I'll check today, because now I'm curious.
That would be interesting to know, in either case; as I mentioned at the tail end of the my post, since there's really only one chain at the moment in Canada, the question of market share is less pressing -- for them, at any rate.
But thanks for pointing out a (large) bookchain reason for using BookScan. I'm wondering, otoh, what one would do with the information -- I can see, if entire categories are being undersold in your chain, or if you're selling a larger market share of another, that you might want to revamp the square footage devoted to them -- but that would seem like a huge undertaking.
I'm assuming by market share it's a percentage of the information that BookScan gathers, so it's not entirely representative if it doesn't include the big box stores that also sell books.
I finally got around to checking on this! :) Bookscan divides its information into two "tiers". The first tier includes B&N, B&N.com, B Dalton, Borders, WB, Target, Costco, Fatbrain.com, and Hastings--from what I understand, they're grouped together because they're stable and have historical data that goes back for a consistent timeframe, making yearly comparisons more accurate. Tier 2 includes pretty much everybody else, and is a much more fluid group. Hope that's helpful--let me know if you want or need to know anything else.
auroracorialis
need to contact you
i dont know your email address of all things. and i was wondering if you still wanted that necklace?
also i need a address to send the story to. let me know
see you friday
mmarques : (no subject) [+0]
auroracorialis : need to contact you [+0]


text:
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She added 3.0 assists per game and four of her 11 rebounds on the weekend were on the offensive end. She scored 14 points and shot 54.5 percent from the field in a 77-68 overtime victory against Texas A&M-Commerce.
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Read the rest of his story here.
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Today's post is inspired by Nora, who also blogs, because she asked me if I would do a post about accepting help even when I don't want it.
First of all, I'd like to say that I think NEEDING help and WANTING help are two different things. I don't always want to ask for help, but I do because it is sometimes the safest, (and also sometimes the only), way of getting things done. That's okay. Everybody needs help sometimes. I think that's part of being human, but that doesn't mean that I always find it an easy thing to admit.
It took me a long time to accept that we are all interdependent. When I was a teenager I also thought that one day I would be independent. Lots of people over the years always made a point of telling me that my parents won't be around forever. That always annoyed me. Of course I know they won't be around forever, nor will I, but it always makes me feel guilty that I need help, even today.
While I like to think that I've reached a stage where I'm sensible enough to ask someone to lend me a hand when I need it, there are times I find myself thinking that it would be nice not to need it. For example, if I want a bath, I have to ask my mum o my boyfriend to lift me in and out. I don't want them to do it, but I need them to because I can't do it myself and it would be dangerous if I tried.
Sometimes it gets me down that I can't just go for a soak whenever I feel like it, but then I have to remind myself how lucky I am to be able to do all the things I can do already. I used to be ashamed that it made me sad, but I'm slowly starting to learn that everyone feels sad sometimes and that's also normal.
Learning that it's okay to ask for help once you've done the best you can for yourself was one of the hardest but most important things I've ever had to learn.
I agree that she doesn't need to think about all that stuff yet, and it used to annoy me that everyone seemed to want me to think about it all the time.
When I was yonger I used to needed a lot more than I do now.
Sorry that commeny cut off too soon. But I used to need help dressing and things but that came in time and with lots of practice. We all worked together. I always tried to think about what I could do in the present and improving on that. I worry about the future now I'm older though.


text:
HAVE A QUESTION? Craig will help you find what you are looking for.
Call: 1-800-526-8630 EMAIL Craig REQUEST A CALL BACK
Sustainable Material Solutions for Solar Energy Technologies. Solar Cell Engineering
Elsevier Science and Technology
Sustainable Material Solutions for Solar Energy Technologies: Processing Techniques and Applications provides an overview of challenges that must be addressed to efficiently utilize solar energy. The book explores novel materials and device architectures that have been developed to optimize energy conversion efficiencies and minimize environmental impacts. Advances in technologies for harnessing solar energy are extensively discussed, with topics including materials processing, device fabrication, sustainability of materials and manufacturing, and current state-of-the-art. Leading international experts discuss the applications, challenges, and future prospects of research in this increasingly vital field, providing a valuable resource for students and researchers working in this field.
Due to an ever-increasing demand for clean energy, a sharp increase in the development of technologies that utilize solar energy has occurred. Currently, there are several important methods for harnessing solar energy in various stages of technological development, including photovoltaics, photocatalysis, photo-electrochemistry, solar thermal, and photochemistry. A related and parallel consideration is sustainable aspects of materials usage, including efficiency and environmental friendliness of processing and production methods. In order to effectively utilize solar energy systems, an in-depth understanding of the technology, as well as its suitability according to the requirements and nature of usage, is required.
Explores the fundamentals of sustainable materials for solar energy applications, with in-depth discussions of the most promising material solutions for solar energy technologies: photocatalysis, photovoltaic, hydrogen production, harvesting and storage
Discusses the environmental challenges to be overcome and importance of efficient materials utilization for clean energy
Looks at design materials processing and optimization of device fabrication via metrics such as power-to-weight ratio, effectiveness at EOL compared to BOL, and life-cycle analysis
Section I. Trends in Materials Development for Solar Energy Applications
1 Bismuth-Based Nanomaterials for Energy Applications
2 Emergent Materials and Concepts for Solar Cell Applications
3 Novel Dielectrics Compounds Grown by Atomic Layer Deposition as Sustainable Materials for Chalcogenides Thin-films Photovoltaics Technologies
4 First principles methods for solar energy harvesting materials
Section II. Sustainable Materials for Photovoltaics
5 Introduction to Photovoltaics and Alternative Materials for Silicon in Photovoltaic Energy Conversion
6 An Overview on Ferroelectric Photovoltaic Materials
7 Nanostructured Materials for High Efficiency Solar Cells
8 c-Si Heterojunction Solar Cells with Graphene Incorporation
9 Tin Halide Perovskites for Efficient Lead-Free Solar Cells
Section III. Sustainable Materials for Photocatalysis and Water Splitting
10 Photocatalysis using Bismuth-based hetero-structured nanomaterials for visible light harvesting
11 Recent advances in 2D MXene based heterostructured photocatalytic materials
12 Atomic Layer Deposition of Materials for Solar Water Splitting
Section IV. Sustainable Materials for Thermal Energy Systems
13 Solar Selective Coatings and Materials for High Temperature Solar Thermal Applications
14 Use of Waste Materials Based on Inorganic Salts as Thermal Energy Storage Materials
15 Nano-Encapsulated Phase Change Materials for Solar Thermal Energy Storage
Section V. Sustainable Carbon-Based and Biomaterials for Solar Energy Applications
16 Carbon Nanodot Integrated Solar Energy Devices
17 Solar cell based on carbon and graphene nanomaterials
18 Sustainable Bio-Materials for Solar Energy Technologies
19 Bioinspired Solar Cells: Contribution of Biology to Light Harvesting Systems
Fraga, Mariana Amorim
Mariana Amorim Fraga holds a Master's Degree in Microelectronics and Electrical Engineering from the University of São Paulo (USP) and a PhD in Aeronautics and Mechanical Engineering (with concentration in Materials Science) from the Technological Institute of Aeronautics (ITA). Dr. Fraga spent two years as a postdoctoral researcher at the Institute for Advanced Studies from the Brazilian Department of Aerospace Science and Technology (DCTA). In 2012 she moved to the Regional University of Northwestern Rio Grande do Sul State, where she was a visiting professor in the Engineering Program for one year, teaching courses on Electrical and Magnetic Materials, Resistance of Materials, and. Renewable electric power generation. Since 2010, she has been a collaborator researcher at the Plasma and Processes Laboratory from the Technological Institute of Aeronautics. In 2015, she started a postdoctoral fellowship at the Associated Laboratory of Sensors and Materials from the National Institute for Space Research. She has authored 26 articles in SCI journals and 9 book chapters. She is an assistant editor of Journal of Aerospace Technology and Management and is serving as a reviewer of more than 25 referred journal. Currently, she is editorial board member in 3 scientific journals: Materials Science in Semiconductor Processing, SpringerPlus and Frontiers in Mechanical Engineering. She is a member of MRS, IEEE, SPIE and ACS.
Amos, Delaina
Delaina Amos received a BS in Chemical Engineering from the University of Virginia in 1989. She later obtained a MS and PhD in Chemical Engineering from the University of California Berkley in 1992 and 1996 where she was both a GEM MS fellow and among the first class of GEM Engineering PhD Fellows. After completing a one-year industrial post-doctoral assignment at Eastman Kodak, Dr. Amos joined the research staff at Eastman Kodak in 1997. Dr. Amos held a variety of roles at Kodak including research scientist, R&D team leader, technical liaison, and intellectual property co-leader. While at Kodak, work that she was involved in went into creating the new platform of pigment-based inks for the Kodak consumer printer lines. Dr. Amos joined the faculty of the Department of Chemical Engineering at the University of Louisville in June 2010 as an Associate Professor.
Sonmezoglu, Savas
Savas SONMEZOGLU is a professor in the Department of Metallurgical and Materials Engineering at Karamanoglu Mehmetbey University; a faculty member since 2011. Also, he is the head of the Sonmezoglu Research Group and Nanotechnology R&D Laboratory since 2013. He is involved in fundamental and applied research in the area of photovoltaics and design of micro/opto-electronic devices. In his research career, he has focused on a wide variety of novel inorganic-based materials and their photovoltaic applications in perovskite and dye-sensitized solar cells. He has authored or co-authored more than 60 peer-reviewed scientific publications and book chapter. He also serves as editorial board member and peer reviewer for various reputed international journals.
Subramaniam, Velumani
Prof. Velumani Subramaniam earned his M.Sc. in Physics with Solid State Physics Major and M.Phil and Ph.D. in Thin Film Physics from Bharathiar University, Coimbatore, Tamilnadu, India. Presently working as Senior Research Professor in Mexican Government Research Center, CINVESTAV, and his current duties include teaching, research and administration. He is presently working on novel micro- and nanostructured materials for harvesting renewable energy and also for biomedical applications. In the past 25 years, he's established various new programs, courses, won prestigious projects from different funding agencies and industries. VS has visited more than 25 countries as Director for International Relations (signed 80 MoU`s) and to deliver plenary/invited talks and lectures; he has thus attained a global vision on technical education and administration. He has published 140+ papers in peer-reviewed international journals and is serving as Editor (JMSE, Springer) and has guest edited 11 special issues for various publishers like Elsevier, Springer, TransTech etc.
Cell Engineering
Ferroelectronics
Phase Change Material
Solar Thermal Energy
Thin Film Material
Innovations in Renewable Energy, Fuel Cells, Solar Cells, and Hydrogen Production
Innovations in Perovskite Solar Cells, Tidal and Geothermal Energy Generation
Growth Opportunities in Batteries, Organic Solar Cells and Energy Storage
Solar Energy Markets: A Research Outlook
Innovations in Solar Cell, Battery Energy Storage, Wind Turbines, Air Conditioning, and Hydrogen Storage


This is a small film I did documenting the travels of The Rustle of the Stars as they performed shows across the UK and Europe in November 2012, with Richard Knox, Angela Chan, Lidwine, Florence VJ Fawcett and myself. The sound was recorded live at Sint-Elisabethkirk in Gent on the 24st of November 2012.
The tour is over now. Back home, happy sad, with great memories in our hearts. Warm thanks to all the lovely people we met and who helped us in so many ways during our trip: The Silent Bells II's team, David Armes, Paul Elam, Tim Hay, Eleanor Irving, Matt Clarke, Elaine Reynolds, Docteur Adams, the beautiful venues we've played, Salford Sacred Trinity Church, Left Bank Leeds, Cafe Oto, la Cave Aux Poètes, Nicolas & Ah Bon, Balades Sonores, l'Espace B., Seb Petit, Pierre et l'Emporium Galorium, le Planétarium d'Epinal, le festival GéNéRiQ, Laurent & Dürsten Recordings, Lydia Lunch & The Putan Club, Kris Bauwens, Sint-Elisabethkirk, etc.
By the way, The Rustle of the Stars have returned from their adventure and brought back a few unsold merch items. There is a very beautiful highly limited tour A3 PRINT and a brand new TOTE BAG with design by Two Ducks Disco. Both are available now over at the GIZEH STORE!


None of our dishes contain any white sugar, animal products( meat, fish, egg and dairy ) or chemical additives.
Everything we serve is suitable even to strict vegetarians.We also use purified water in our cooking.
Deep-fried fu (wheat gluten) Chinese style, fried with bread crumbs.
Deep-fried fu (wheat gluten) Chinese style, fried without bread crumbs.
Our homemade natural desserts vary from day to day. Please ask what we are serving today. They are all made with rice syrup, no white sugar.


text:
Brady es un lugar designado por el censo ubicado en el condado de Pondera en el estado estadounidense de Montana. En el Censo de 2010 tenía una población de 140 habitantes y una densidad poblacional de 17,49 personas por km².

Geografía
Brady se encuentra ubicado en las coordenadas . Según la Oficina del Censo de los Estados Unidos, Brady tiene una superficie total de 8 km², de la cual 8 km² corresponden a tierra firme y (0%) 0 km² es agua.

Demografía
Según el censo de 2010, había 140 personas residiendo en Brady. La densidad de población era de 17,49 hab./km². De los 140 habitantes, Brady estaba compuesto por el 96.43% blancos, el 0% eran afroamericanos, el 1.43% eran amerindios, el 0% eran asiáticos, el 0% eran isleños del Pacífico, el 0% eran de otras razas y el 2.14% pertenecían a dos o más razas. Del total de la población el 0.71% eran hispanos o latinos de cualquier raza.

Referencias

Enlaces externos

Lugares designados por el censo en Montana
Localidades del condado de Pondera


text:
Het EZ-beleid ter bevordering van een duurzame energiehuishouding
Harmsen, H.; Menkveld, M.
ECN Policy Studies 1-7-2005
The Ministry of Economic Affairs has commissioned ECN to evaluate the sustainable energy policy in the period 1999-2004. This encompasses renewable energy, energy efficiency, CO2 reduction plan and Research, Development and Demonstration. Objective of the evaluation is to assess the efficiency and effectiveness of the sustainable energy policy in the period 1999-2004, and to see which lessons can be learnt from the experiences.
A general overview of the elements of sustainable energy policy and their relations is provided. A reconstruction of the policy framework that has been put into place has been made for each policy element. This consists of a description of the goals, policy instrument mix, responsibili-ties and monitoring systems. For each policy element, the results achieved are compared with the objectives. Also, estimations have been made as to how much of the effect can be attributed to the policy put into place. Finally, side effects have been estimated, such as emissions of NOx, SO2 and particulate matter. The efficiency of the policy has been calculated by comparing the expenses with the policy effects. This has been carried out on a policy instrument basis (subsidy effectiveness) and on national level (national cost effectiveness and final consumer effective-ness).
Additional policy aspects discussed are security of supply, international cooperation, zero emis-sions fossil fuel technology, administrative costs and macro-economic effects.


The Strategic Plan is the cornerstone of any fundraising campaign and not only presents the challenges that face your community but also outlines a clear plan of action to address each need.
However, a well-crafted strategic plan is not created in a vacuum. An FCD professional will work closely with the staff and volunteer leadership of your organization to ensure that the Strategic Plan reflects input from a broad range of corporate and community leaders. The by-product of such involvement is a strong sense of ownership for the plan and a high level of confidence that each aspect of the challenges facing your community is adequately addressed.
FCD professionals will facilitate and lead a series of half-day meetings with participants and temper the outcome with years of experience with similar organizations and initiatives in other communities throughout the Southeast.